What is a 90-day plan and why is it important?

A 90-day plan is a structured document that outlines measurable goals and milestones for the first few months of an employee’s life cycle. This makes it a good opportunity to monitor their adjustment to the business, using clear, standardized goals to monitor their learning and development progress. 

Can have a positive impact on retention, learning and development

A 90-day plan is a vital part of onboarding and probation that can boost retention and long-term engagement.

Once a new hire is more familiar with your organization, you can start setting learning and development goals, such as strong knowledge of the company’s favored project management system, social media management tools and understanding of their place in the workflow.

These plans can facilitate the integration of your new hire, which may lead to greater job satisfaction, engagement and a lower risk of disengagement or job abandonment. 

Provides an early opportunity for learning and development

Learning and development is generally a great strategy for improving both employee well-being and satisfaction, alongside a clear career progression path. Your 90-day plan provides an opportunity to create a clear direction for your employees from day one.

Day 1

Creating a positive environment from the very first day establishes a strong company culture for your new employee. Consider the following steps for your new hire’s first day:

• Complete onboarding paperwork. If it’s possible, send any forms that the employee needs to complete before their start date, which will give you more time for training and orientation on the first day. Otherwise, finishing paperwork is typically the first item your new hire completes when they arrive.
• Introduce them to their team. Explain what each team member does and who will train and supervise them.
• Provide orientation. Introduce them to any departments they may work closely with and show them key areas, like bathrooms, the break room and the supply room. Tips for a successful orientation include:
  • Making a positive first impression
  • Helping the employee to feel excited about their first day
  • Listening to feedback they give through surveys so that you can improve future orientations

Work with their direct manager to create a training guide specific to their position. The guide can include skills, software and processes the employee needs to learn and the dates the trainer intends to teach them.

If you have the resources, consider assigning a mentor who can offer guidance and answer questions. The mentor can be their supervisor or another member of their department with more experience in the company.

Day 15

At three business weeks, you often have enough time to gauge how your employee feels about their new job. At this point, you can likely learn how capable they are of performing their duties and measure the progress they’ve made.

Schedule a short meeting to ensure they understand their responsibilities and have the tools to complete their tasks. Ask for feedback about the onboarding and training process to improve your methods and make the employee feel more comfortable.

Within the first three weeks, arrange a team event, such as a lunch or happy hour, to give the new hire an opportunity to socialize with their coworkers and build better connections. Other team bonding opportunities appropriate for a new hire include:

• Scavenger hunts around the office so they can familiarize themselves with the layout
• Department mixers, where they briefly meet different departments to learn about their functions, opening up opportunities for cross-functional collaboration
• Implementing a buddy or mentor system
• Slack shoutouts to your new employee in order to invite welcomes from the rest of their team

Day 30

After one month, collect evidence that the employee is comfortable in their role. Set up another short meeting to check in with them. Before you meet with the employee, review some of their work to evaluate how it aligns with their outlined responsibilities. 

When you meet, ask how they feel about the guidance they’re receiving from their mentor or supervisor. They ideally have a clear understanding of their job and how their work contributes to the company. Review their work to date and offer your prepared constructive criticism. Ask for more feedback about the onboarding process to ensure they still feel comfortable.

Ask your new hire to begin thinking about some short-term goals that they may want to achieve. Based on their work so far, you may be able to make suggestions for possible milestones that they can meet. Give them time to consider possible goals and discuss them in your next meeting.

Setting short-term goals 

When creating employee development plans, provide resources to support new employees throughout to help them build confidence early. Consider using SMART targets to create actionable, reasonable goals that are easy to measure, since they have clear-cut parameters. SMART stands for: 

• Specific: Make it clear which actions your employee will need to take to achieve the goal.
• Measurable: SMART goals are measurable using key performance indicators or metrics.
• Achievable: Your employee has the tools, resources and available time to achieve the goals by the date you have given.
• Relevant: The goal is appropriate for their role within the team and their given responsibilities.
• Time-bound: Your goal has a clear deadline.

An example of a SMART goal relevant to training a new employee could be being able to complete core training exercises with a success score of 90% or above by the end of the month. This is a SMART goal since it provides a measurable, specific, achievable goal within a specific timeframe, which is relevant since it aids the employee’s learning and development during your 90-day plan.

Day 60

Consider using the 60-day mark to briefly meet with the employee to continue defining goals. Together, define one or two goals that give the employee’s work more meaning, then assign tasks that help them meet their goals.

An employee’s work can have more meaning to them if they feel a sense of purpose and engagement. For example, consider recognizing your new hire’s achievements early on through perks or by enrolling them in an employee loyalty program.

Ensure the employee feels comfortable with their current workflow before adding more tasks. The employee should notify you or their supervisor if they’re unable to complete all of their responsibilities so you can create a manageable workload.

Check in with their supervisor or mentor regarding their progress and areas in which they need more focus. The supervisor should feel comfortable managing the employee’s workflow and making any necessary changes to help them succeed.

Day 90

After three full months, employees are typically able to work with minimal supervision. When you check in, make sure they can handle their full workload. If they’re ready, start assigning them to group and department projects that further connect them with their team. At this point, involving them in long-term projects also shows that you value their work and want them to succeed.

During your check-in, conduct a review of their work. Since they will likely be working more independently moving forward, you need to know they have the proper tools and knowledge to complete their responsibilities. Ask for more information from their mentor or supervisor regarding their work, or include them in the meeting. Factors to review may include:

• Skills the employee has developed
• Additional tools the employee needs
• Management or leadership potential
• Ability to connect work to the company’s mission and values
• Ability to work independently and with their team
• Enthusiasm for the work and business

After your 90-day meeting, you don’t need to conduct another evaluation until the one-year mark. Even though this is the last formal meeting you’ll have with your employee for at least a few months, an open-door policy is key. Show your employee that you’re available to answer any questions and take care of concerns as soon as they arise. Invite them to email, message or call you when they feel the need.

After the first 90 days

Here are some considerations to keep in mind for reviewing employee progress and integration after the first 90 days are up:

Implement an open-door policy

An open-door policy includes regular, open communication about performance to help improve morale and reduce conflict. Consider including set office hours and an open-door policy in your employee handbook so new hires know exactly how to request performance feedback.

Increase opportunities for professional development

After 90 days, use your clearer understanding of the new hire’s strengths to define their professional development path. With their current strengths, weaknesses and growth opportunities in mind, you can further discuss career path opportunities with them and learn more about where they envision themselves long-term within your company.

Encourage relationship building

Encourage your new employee to continue building important relationships within their team as well as other departments in order to foster cross-collaboration opportunities. Enrolling in workshops, conferences and other team social events can help their connection with your business to grow.

The first 90 days can be important for employee retention. When you implement an onboarding program that makes new employees feel like they’re welcome, you’re more likely to reduce turnover and increase loyalty. By checking in with your employee regularly and assigning a mentor, you can build a stronger connection long term.