The first 90 days in any leadership role are often described as critical for establishing credibility, building relationships, and laying the foundation for long-term success. For a Head of HR, these days carry unique significance. Success isn’t measured by immediate transformation but by how effectively the new leader understands the organization, gains trust, and identifies key opportunities to drive value. A structured 30-60-90 day plan can provide clarity and focus, ensuring that a new HR leader sets themselves—and the organization—up for sustainable success. This article breaks down a strategic approach for navigating the first three months in a Head of HR role, emphasizing learning, planning, and execution.
The First 30 Days – Listen, Learn, and Acclimate
The first month is a discovery phase. Your primary goal is to gather information, understand the company’s culture and operations, and build trust with leadership and employees. This period is not about making sweeping changes but about laying a solid foundation for informed decision-making.
Core Objective
Understand the business, the culture, the HR team, and key challenges.
Key Activities
- Listen & Learn Tour: Schedule one-on-one meetings with key stakeholders, including the CEO, leadership team, direct reports, and a representative cross-section of employees. Your role is primarily to listen. Ask open-ended questions about the biggest HR pain points, what’s working well, and what they hope to see from the HR function. Avoid jumping to solutions too early; understanding perspectives first builds trust and credibility.
- Culture & Values Assessment: Observe the company culture in action. Pay attention to communication patterns, decision-making styles, and the behaviors that are rewarded. Compare these observations with the organization’s stated values. This evaluation highlights areas where culture aligns—or conflicts—with the company’s mission.
- Review HR Data & Systems: Dive into the existing HR technology stack, such as HRIS, applicant tracking systems (ATS), and performance management tools. Analyze key metrics including turnover rates, time-to-hire, employee engagement scores, and policy compliance. Understanding the “what” provides context for any strategic initiatives.
- Meet the HR Team: Get to know your direct reports and the broader HR team. Learn about their strengths, challenges, and career aspirations. Establishing rapport early fosters trust and ensures that your team feels supported and aligned with your vision.
During this phase, the focus is on observation, listening, and building relationships. By the end of the first 30 days, you should have a comprehensive understanding of the HR landscape, business priorities, and organizational culture.
The Next 30 Days (Days 31–60) – Strategize, Prioritize, and Plan
With a solid understanding of the organization, the second month is about synthesizing insights and creating a strategic plan. This phase transforms information into actionable priorities that will shape the HR agenda for the months and years to come.
Core Objective
Identify and prioritize 2–3 key initiatives that will have the most significant impact on the business and HR function.
Key Activities
- Synthesize Insights: Analyze the data, feedback, and observations from your first 30 days. Identify recurring themes and critical issues that require attention. Distinguish between urgent challenges and strategic opportunities to focus your efforts where they will deliver the most value.
- Develop a People Strategy Framework: Begin drafting a high-level HR strategy that aligns with the company’s business goals. Consider how workforce planning, talent development, engagement, and retention initiatives can support organizational objectives. Connecting the “why” of the business to the “how” of the people strategy ensures that HR becomes a strategic partner rather than a transactional function.
- Propose a Quick Win: Identify one small but high-impact initiative that can be implemented quickly to demonstrate value and build credibility. Examples might include a refined onboarding process, a minor adjustment to benefits, or an internal communication plan to clarify policies. Quick wins signal momentum and reinforce confidence in your leadership.
- Build Your Roadmap: Outline a 6–12 month roadmap for HR initiatives. Include major projects, resource requirements, timelines, and success metrics. Present this roadmap to the CEO and leadership team to secure alignment and buy-in. A well-structured roadmap communicates foresight and strategic thinking.
- Begin Communication Plan: Start sharing your vision and initial plans with the broader organization. Even early-stage communication signals action, builds trust, and ensures transparency.
By the end of the second month, you should have a clear strategic direction, a prioritized set of initiatives, and early momentum that demonstrates both insight and action.
The Final 30 Days (Days 61–90) – Execute, Engage, and Elevate
The third month focuses on putting your plans into action and solidifying your role as a trusted, strategic business partner. This phase is about execution, relationship-building, and setting measurable benchmarks for success.
Core Objective
Begin implementation of priority initiatives while continuing to strengthen credibility and strategic influence.
Key Activities
- Launch the Quick Win: Roll out the initiative identified in the previous phase. Celebrate its success publicly within the organization to reinforce trust and demonstrate the tangible impact of HR.
- Execute Phase 1 of the Roadmap: Begin work on larger initiatives outlined in your strategic plan. This could involve launching a new performance management system, enhancing talent acquisition strategies, or conducting a compensation review. Early execution demonstrates progress and commitment to long-term goals.
- Strengthen Leadership Partnerships: Continue regular meetings with the leadership team, providing updates, sharing insights, and soliciting feedback. Position yourself as a strategic consultant who understands both people and business objectives, rather than solely an administrative executor.
- Empower the HR Team: Delegate responsibilities and provide ownership of specific projects to HR team members. Empowering your team not only builds capacity but also signals trust in their capabilities, enhancing morale and engagement.
- Measure & Refine: Track metrics associated with your initiatives, whether engagement scores, time-to-fill critical roles, or retention rates. Use these insights to refine strategies and demonstrate a data-driven approach to leadership. This ensures early results are visible and actionable.
By the end of 90 days, the HR leader should have established credibility, initiated meaningful projects, and positioned themselves as a strategic driver of business success.
Conclusion
A 30-60-90 day plan provides a structured framework for new Heads of HR to navigate the critical early months of leadership. The first 30 days are for listening, observing, and understanding the organization’s culture, team dynamics, and HR landscape. The next 30 days focus on synthesizing insights, prioritizing key initiatives, and building a strategic roadmap. The final 30 days emphasize execution, empowerment, and measurement, solidifying credibility and influence as a strategic business partner.
This plan is not a rigid checklist but a flexible guide for deliberate action. Thoughtful execution in the first 90 days enables HR leaders to build trust, gain deep organizational insight, and demonstrate value from day one. In the complex, dynamic landscape of human capital management, a deliberate and strategic start is the difference between a reactive HR function and a transformative, strategic HR leadership that drives sustainable business success.
