Index

Success Tip #1: Hold meetings on the business/culture with your manager, direct reports, and your HR clients.

Success Tip #2: Discuss expectations about performance and management practices with your manager
Success Tip #3 Agree on how you’ll establish yourself within the organization
Success Tip #4: If possible, arrange a meeting with your predecessor
Success Tip #5: Jointly develop written performance objectives.
Success Tip #6: Negotiate the support and expectations you need
Success Tip #7: Jointly prepare an individual development plan
Success Tip #8: Establish an accountability to talk with clients.
Success Tip #9: Develop an initial "map" and list of priorities.

Success Tip #10: Hold a meeting with Human Resources on key systems (Note: HR needs HR too!!)
Success Tip #11: Hold discussions/meetings to establish your group's now direction

Success Tip #12: Make the staffing/structure changes necessary to execute your new direction.
Success Tip #13: Re-immerse yourself in learning more about the operation
Success Tip 14: Schedule periodic sessions for feedback and coaching

Following these guidelines will put you well on the path towards realizing your goal of
getting off to a fast start as a new HR executive in a new role.
About the Author: Alan L. Collins is Vice President - Human Resources for a global,
well-known consumer products company. His accountabilities include developing
strategies for attracting and retaining talent, building organization capability and leading
large-scale change and transformation.
Success Tip #1: Hold meetings on the business/culture with your manager, direct reports, and your HR clients.

Action items Notes taken on first 30 days Feedback on 1st quarter

Discuss the mission, goals, and

objectives of the Company or
division or client group you are
joining as a new HR Executive.
Establish how you and your new
HR team fit into the overall
company.

Get feedback about the unit you

are inheriting. Discuss operating
issues, resources, people
strengths, weaknesses,
expectations of clients and team
members, history of the group.
Objectivity is important -- be
careful not to be biased by
untested opinions.

Broaden your perspective of the

job by getting a description of
the other locations and functions
you will work with. Review
organization charts where
possible. Discuss:
What the locations/functions do
How they do it
How your responsibilities fit in
with those of the other
locations/functions

Discuss how the formal and

informal systems work. Also,
have your manager pair you with
a peer or colleague who can
"show you the ropes" and
answer questions. Build a solid
support system you can draw on.
Learn the informal expectations
people have about the style of
how things are done. Identify
behaviors and actions that will
cause friction between you and
other individuals/groups.

Invest as much time learning the

climate and culture of the
company and your team as you
do developing functional
knowledge. Knowing what to do
is not enough to succeed. You
must also know how to work
within the personality of the
company or your team.

Discuss areas where you should

initiate reforms or make
changes. Also, identify places
where it’s more important to
conform to the style of the
company than to make changes.

Next Page
our HR clients.
Discuss expectations about performance and management practices with your manager.

Action items Notes taken on first 30 days Feedback on 1st quarter

The process of clarifying needs and

expectations begins between you
and your new manager during your
initial interview about the job.
And, it should continue with your
boss, direct reports, and your
clients throughout your career.

Re-clarify specifically what your

new manager expects from you.
Make sure your charter is explicit
around problems, people, and
products/services you and your
team will be providing.

Discuss again expectations both of

you have about the working
relationship. (e.g., What do you
need from your manager to feel
comfortable? What support and
guidance do you need?)
Periodically renegotiate your
expectations.

Reconfirm with your boss what, in

his or her opinion is, good practice
(e.g., tight control, loose control,
style of decision-making group vs.
individual, etc.). Style issues that
come from differing personal belief
and perceptions account for a large
portion of the problems new
managers’ experience.
Assess the appropriateness of your
managerial style against the needs
of the situation and the needs and
expectations of those you manage.
Also, assess the fit of your practice
with the management practices of
your predecessor.

Recognize there are different ways

to get thing done. Your new
manager’s style may differ from
yours. Negotiate the latitude you
need to act using your own best
judgment.
Be patient-recognize taking charge
of a new unit takes time. You may
not reach full maturing and
productivity for some time.

Next Page
Agree on how you’ll establish yourself within the organization

Action items Notes taken on first 30 days Feedback on 1st quarter

Soothe any "ruffled feathers" that may exist

if you were brought into your new HR role
above someone who thought they should
have had your job. Position yourself with
your staff and the people you will manage.
Ask your boss to position you before your
arrival to minimize rumors and speculation
and upon arrival as a "getting to know you."
Jointly identify something you can bring to
the party that adds value in the eyes of
subordinates/colleagues.

Introduce yourself to key players/clients

whose support and sponsorship is needed.
Describe the value you think you add to the
operation. (e.g., Answer the question – "What
do you have to offer you clients?)
Find out from you new manager which
colleagues/peer are good resources to draw
on. Don’t hesitate to use their skills and
abilities.

Meet informally with your staff and others

you’ll need for support to get to know them.
The earlier in the orientation period you
meet. The better. People personally support
those they see as "friends and allies." People
distrust the motives of those they don’t know.
Establish credibility with key people who can
support what you need to do. Identify a
knowledgeable person who can act as your
coach and sponsor.
Hold a staff meeting on your first day to:
Express your enthusiasm and optimism about
the new HR assignment.
Share background information about
yourself.
Discuss your style of working
Share initial expectations you have of your
staff.
Make beginning work assignments (e.g.,
collect background information you need).

Take time to learn about the new

organization before making decisions and
acting-learn, about the products, the people,
and the problems. Ask experienced
subordinates and colleagues their opinions
about problems/opportunities. The greater the
difference between the old and new
company, the longer the learning curve.

Provide credit and recognition to the group

for what they did well in the past. No one
likes to think everything they’ve done up to
the point of your taking charge has been in
vain.

Review and discuss individual performance

objectives with. Each staff member. Where
needed, renegotiate your staff’s performance
objectives so everyone knows what you
expect and how their performance ties to
what you’re trying to achieve
Next Page
If possible, arrange a meeting with your predecessor

Action items Notes taken on first 30 days Feedback on 1st quarter

Take advantage of any overlap in time

that exists between when you start and the
previous person leaves. Meet to discuss
the operation and share thoughts.
Ask the departing HR Leader to provide
an overview of the job and schedule a "get
acquainted" meeting to discuss the
operation. Review:
1. List of operating issues
2. Strengths, weaknesses, opportunities of
the unit
3. Key Human Resource issues
4. Important contacts
5. History of the group

Jointly review the operating issues of the

unit around people, products/services, and
resources. Prepare a list of the short-term,
mid-term and long-term issues you need
to address. Ask the departing employee
for beginning recommendations on how to
address the issues. Record actions already
taken that set precedent for future action.

(Where appropriate) Walk through the

unit with the exiting employee and learn
the important parts of the operation. Stop
periodically for introductions and short
informal chats with members of the staff.

Discuss the performance objectives the

departing employee has been working on.
Review where things stand against each
objective and what remains to be done.
Ask the outgoing employee to transmit
his/her view of what the group can
become or can do.
 Don’t feel obligated to use all of what
is offered.

Ask the departing HR Leader to review

the Human Resources issues with you

Discuss the Human Resource decisions

you need to make in the first six months.
(E.g. performance evaluations due,
probationary action pending, required
Management Planning Reviews, pay
decisions, etc.)

Review the past performance and

strengths/developmental needs of each
member of your new group. Be careful
not to be biased by the departing
manager-"consider just the facts.

Study the files the departing employee has

kept on Human Resource issues (e.g.,
critical incident files, salary histories, past
performance appraisals, management
planning worksheets, job descriptions.)
Acquaint yourself with the help your
Human Resources representative can
provide.
Develop a Support System
Together develop a list of key
clients/peers you should get to know
within the first month. Identify and list the
resources and support each can provide.
Find out who is a knowledge person you
can use as a sounding board when
questions arise.

Use the, exiting employee as an on-going

support system. Stay in touch after he/she
leaves. Don’t hesitate to ask if there are
questions. (If possible) arrange informal
get-togethers (e.g. coffees/lunches) after
the current employee leaves to talk about
how it’s
Next Page
Jointly develop written performance objectives

Action items Notes taken on first 30 days Feedback on 1st quarter

Clarify with your new boss expectations

he/she has about what is effective
performance. Set goals and objectives to
describe in specific and measurable terms
what you are to accomplish. Without
common understanding, each side in the
relationship inevitably will stop trusting the
other.
Test your assumption about how things
should operate. Look at the operation with a
fresh perspective. Offer new ideas about
what to do to bolster performance.
Jointly develop a list of initial work
assignments to guide your efforts during the
first several weeks in the job.
Involve yourself in a high profile project
you can succeed at quickly to build personal
confidence and credibility

Next Page
Success Tip #6: Negotiate the support and expectations you need.

Action items Notes taken on first 30 days Feedback on 1st quarter

Get your new boss’s help in

buffering anything that takes you
away from the task of getting
settled-in and taking charge of the
operation.

Negotiate exceptions that allow

you time to build momentum
within the group. However, be
sensitive about how intense to
negotiate and when to withdraw.

Next Page
Success Tip #7: Jointly prepare an individual development plan

Action items Notes taken on first 30 days

Jointly author a plan that describes the

knowledge, skills, and development
experiences you need during the first
year.

Agree with your manager on the time

you need to learn about the new job.
Take every opportunity to learn more
about the new operation. In the initial
take charge period, learn from your
mistakes. Keep your boss informed to
avoid second-guessing or premature
judgment of your actions.
Feedback on 1st quarter

Next Page
Success Tip #8: Establish an accountability to talk with clients

Action items Notes taken on first 30 days Feedback on 1st quarter

Talk with your clients to find out how the
group is perceived and how well it's
servicing the organization.

Whenever possible, work on needed

changes by using a task force of those the
change affects. This increases the chances
everyone knows what to do. It also
increases ownership of the changes you
decide to make.
Obtain feedback on planned changes,
even if you're unable to involve others in
the decision-making upfront.

Sell your new ideas/proposals by first

determining the needs of clients and those
whose commitment you want. Show
clearly, how your ideas/proposals meet
those needs. Pre-sell the key decision-
makers. Sell new ideas in small
manageable chunks to allow people time
to get use to them.

Next Page
Success Tip #9: Develop an initial "map" and list of priorities

Notes taken on first

Action items 30 days
A. Build Energy, Enthusiasm, and Involvement
Develop energy and enthusiasm within the group as early
as possible.
Develop a rallying cry, theme, or challenge to unite the
group.
Sponsor a group celebration.
Champion cause team members are excited about.
Build in lots of involvement for members of your new
staff (more than usual). For instance include them in:
Planning
New Decisions
Discussions on how to execute plans/changes

B. Develop Your Initial Direction

Develop initial priorities and a "map" to guide you.
Remain flexiblechange direction as you learn more about
the operations.
Avoid going for the home-run hit on early decisions.
Recognize you’ll have to redo later some of the changes
you make in the early stages of taking charge.
Recognize complex problems require some immediate,
stop-gap action, but may also take several attempts to
find the underlying causes. In short, experiment ("do it,
try it, fix it") when handling complex problems.

Initially, act to correct near -term problems where there's

good support or where there's some clear need to act.
Avoid making premature decisions on long-term issues
before you know all the facts. It’s more important to
establish a track record on smaller issues than to make
your mark on major issues before you have the important
facts. Managers brought in to "turn around the operation"
sometimes fall victim of this need to act.
 As an insider taking charge of a new operation, test your
assumptions about key people and the problems of the
unit. It is especially important to question perceptions
and beliefs about individuals you’ve worked with.
Change in structure and reporting relationships change
personal relationships. Be willing to renegotiate old
relationships as well as form new ones.
As an insider, look at the job as an outsider might. Be
innovative-be willing to abandon the status quo. Adapt
goals and strategies to the new challenges of a growing
business.

Figure out the pressure points in the new unit. Focus the
group’s energy on 1-2 carefully chosen projects that
improve performance and provide an early success.
Choose projects based on importance and the readiness
of the group (e.g. creativity, energy, and determination to
succeed). Take care of the rest of the unit’s
responsibilities on a business-as-usual basis. Resist the
temptation to do everything at once.
Exercise the latitude the organization gives you as a new
manager. Be willing to take a few risks. Determine if
others will give you the benefit of the doubt if things
don’t work out.

Develop written plans for the hi-impact, hi-visibility

projects. Let people know what part they play so they can
commit themselves to the task. With the group's help,
spell out who's to do what, when. and the authority and
responsibility of those accountable. Describe the desired
results and how you'll measure progress and results. Get
feedback from your team.

C. Make Changes Suggested by Your Initial Direction

Be clear on who has sponsored past practices and

policies and why before making changes.
Take initial action where you have the most functional
knowledge.
Allow time between the changes you make to be sure
they accomplish what you intended. Those affected by
the changes may also need time to get used to the new
ways of doing things. Remember: "The more radical the
change and the less people know of your motives, the
longer it takes for them to adjust."
Establish check-points for feedback on how well the
changes are working.
Share credit for success on important projects with
subordinates and peers who "help make it happen."
Feedback on 1st
quarter
Next Page
Last Page
Success Tip #10: Hold a meeting with Human Resources on key systems (Note: HR needs HR too!!)

Notes taken on first Feedback on 1st

Action items 30 days quarter

After the settling in period, find out more

about the Human Resource systems you
need to use in the first year. (e.g.,
Performance Planning and Review,
Management Planning, Pay Systems,
Management Development
Opportunities/Programs, etc.) Identify the
Human Resources people who can provide
additional information, guidance, and
support.

Work with the Human Resources group in

managing personnel issues. Take time to
get acquainted with the Human Resources
person assigned to your group – if there is
one. Learn how the various Human
Resources systems work.

Next Page
Last Page
Success Tip #11: Hold discussions/meetings to establish your group's now direction.

Notes taken on first 30

Action items days Feedback on 1st quarter

In the early stages of taking charge,

involve the members of your team in
defining the group’s direction. The
direction describes where the unit needs to
get and how the team needs to work
together to get there. Frequently hold
discussions with the team to redefine the
direction. Check what else you need to do
to bring the team together. (Bringing the
team together includes things you’ll do
more of/less of as well as things they’ll do
to promote better working relations).

Give credit and respect to the old-timers

and experienced people in the group. Seek
their opinions and listen to their
recommendations. Develop your staff as a
group of allies. Let them guide you
through the initial period of taking charge,
until you can learn the important facts
about the new operation. Some practical
strategies include:
Ask lots of questions…be sure you
understand the answers.
Let people know you understand and
appreciate their viewpoint.
Build upon other’s ideas versus killing
them.
Implement the ideas you get from people
within your group.
Provide public recognition for good ideas
from the group.

Next Page
Last Page
Success Tip #12: Make the staffing/structure changes necessary to execute your new direction.

Notes
taken on Feedback
first 30 on 1st
Action items days quarter

Avoid quick changes in staffing and structure

just for the sake of saying you've taken action.
Explore uncertainties and concerns you have
about staff members and the structure of the
organization with your boss and others.
Assess the staffing and structure of your
organization against the yardstick of its ability
to carry out the new direction.

Next Page
Last Page
Success Tip #13: Re-immerse yourself in learning more about the operation.

Notes taken
on first 30 Feedback on
Action items days 1st quarter

Take time to reassess the initial

assumptions you made when you
inherited the job. Periodically
immerse yourself in learning more
about the operation. Frequently
reassess how it's going and identify
needed fine-tuning.

Next Page
Last Page
Success Tip 14: Schedule periodic sessions for feedback and coaching

Action items Notes taken on first 30 days Feedback on 1st quarter

Establish frequent
opportunities to discuss
with your manager the
details of changes you are
proposing. Augment your
limitations in experience or
skills with coaching. (Don’t
confuse coaching with
"Here's how you should do
it.")

Anticipate potential
problems you will have
because you lack company
experience. Develop
adequate back-up support.

Solicit frequent, frank,

informal, timely feedback
on how things are going
during break-in period as
natural opportunities occur.

Informally talk to your

peers, colleagues, and
clients about how it's going
during the take-charge
phase. Learn from the
positive feedback you hear.
Ask your new boss to
provide early-warning to
you when problems exist or
as issues arise.

Last Page
Index