Financial ABC Bank Center On-Boarding 30/60/90 days Production Plan 2016: Attached is a sample of my 30 60 90 days On-Boarding Performance Plan, I created in 2009 and have successfully used to gain an understanding of a new business or location, I started managing. This plan has helped me improve employee morale, productivity and increase revenue in several sites I have taken over in the past 17 years. I hope it will assist you with understanding some of the basics of creating a 30 60 90 day on-boarding plan. Calvin Naylor Call Center Executive

1. Financial ABC Bank Center On-Boarding
30/60/90 days Production Plan 2016
GOAL PLANNING
ABC COMPANY PERFORMANCE ON-BOARDING PLAN 2016
Employee Name: Calvin Naylor
Location: TBD
Job Title: Financial Manager Executive Department: Financial Center Operations
Manager: TBD
Date: 10/01/2016 Review Period: 10/03/2016 to 01/03/2017
INSTRUCTIONS
Goals should always be: S – Specific M – Measurable A – Achievable R – Realistic T – Time
Bound
1. Goal/Objective. Briefly describe each goal/objective and when the goal/objective should be met
or accomplished.
2. Measurement. How will the goal/objective be evaluated? (Use quantitative measures such as %
or dollar increase in revenue or market share and/or use qualitative measures which are
descriptive of criteria.)
3. Importance. Rank the goal as Essential, Important, or Desirable as follows:
Essential – required for job performance
Important – helpful for job performance
Desirable – asset for job performance
1
ST
GOAL/OBJECTIVE
Description:
Meet ABC Financial center staff of employees exempt and non-exempt. Assess the morale
and productivity in the Financial Center. The goal is to gain an understanding of employee’s
issues, concerns, and overall profitability and productivity of the Financial center.
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2. Measurement:
Feedback from management staff, employees and HR Director.
Importance: Essential Important Desirable
Action Plan:
30 DAYS
• Initial meetings with HR department, managers, and support staff.
• Schedule meet and greet, setup times to introduce myself to all employees. Setup a conference
room or break/lunch room with cake and refreshments to greet and meet the employees.
• Completion of any required company training. Also, setup communications via voice mail and
email.
• Gain understanding of key financial targets, P&L and technology in the financial center.
Identifying where improvements can be recommended to senior management, i.e. Customer
Satisfaction scores, On-line Services, Lobby Observation Management.
• Schedule employee daily meetings at beginning of the day before center opens to discuss what
we are doing right and areas we as a team need to improve. Ask employees for their issues and
concerns, have someone take notes during the meetings. Recap what our objectives are for the
day and end of week.
• Schedule direct reports individual 1-on-1 sessions in my office.
• Learn the company’s protocol during first 30-days.
Risks:
• If not done, I would lack first hand understanding of employee’s issues and concerns.
• Will not gain clear understanding of financial accomplishments and objectives. Which could cause the center to
missing financial goals and targets.
• Not holding direct reports 1-on-1 sessions will jeopardize getting to know each player, sharing expectations and
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3. gaining their critical needed buy-in to the plan.
•
Key Diagnosis:
(Would be assessed and entered after data gathered from meetings and feedback)
Areas of Focus to Improve Moral and Productivity:
(Would be assessed and entered after data gathered from meetings and feedback)
2
ND
GOAL/OBJECTIVE
Description:
Balance scheduled employee lobby duty. Deliver on first 30 days objectives. Improve
productivity in the Financial Center. Increase Customer Satisfaction Scores % (Scorecard
Goal to Actual). Increase Customer On-line Services % (Scorecard Goal to Actual). Also,
initiate management staff development programs.
Measurement:
Overall weekly financial center scorecard Customer satisfaction and On-line %. Shorter
customer wait-time in lobby. Have we implemented the staff development program(s)?
Importance: Essential Important Desirable
Action Plan:
60 Days
• The several days of the 60-day section is to review the first 30 days and ensure that we have
met all established goals and report on those as required.
• Continue to fine tune my knowledge of the P&L, technology, products, processes and
improvements.
• Do we have a plan to address the customer’s issues and concerns during this phase?
• Identify 5 Key Drives to address our customers concerns, issues and satisfaction.
• How is employee morale and productivity?
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4. • Gain employee feedback on how they view the first 30 days of our plan.
• How can we improve on our employee incentive and recognition program? If we do not have in
place. Review creating an employee incentive plan and recognition program.
• Communicate 5 Key Drivers for addressing our customers concerns, issues and satisfaction in
the form of a business letter and/or email.
• Prioritize 5 Key Drivers targets and set dates and times for completion.
• Start working with HR on management staff development program(s).
• Submit required reports and regularly discuss our accomplishments with managers and
employees, keeping senior staff updated.
Risks:
1. Managers are not following through on the plan nor holding everyone accountable.
2. Managers lack execution skills.
3. Unable to meet scorecard targets.
4. Performance is below expectations.
5. Daily complete goal not met.
6. Monthly yield goal not on target.
7. Revenue goal not on target.
8. Unable to reach deadlines set for 5 Key Drivers.
9. Improvement plan not communicated to all employees as planned due to time restraints.
Key Diagnosis:
Scorecard
Areas of Focus to Improve Attain Goals and Productivity:
(TBD)
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5. 3
RD
GOAL/OBJECTIVE
Description:
Deliver on first 30/60 days objectives.
Measurement:
Center Scorecard, customers new services increase/portfolio gains, customer satisfaction scores and overall scorecard
results. Financial Center KPIs, 30/60 objectives completion results, i.e., 5 Key Drivers, overall center productivity and
management development program implementation.
Importance: Essential Important Desirable
Action Plan:
90 Days
• As we move into the final phase, the first step is to review the initial two phases and follow up
as needed to complete the outlined steps and goals.
• This portion of our 30/60/90 day on-boarding production plan is most important because it shows
we are serious about completing every objective and goal communicated.
• Communicate completion of Items 1, 2 and/or 3 of the 5 Key Drivers for improvement to
workforce.
• Ask for feedback from employees on how they feel we are doing addressing the key items of our
plan.
• Communicate the new Management Staff Development program to managers and start date of
training.
• If not in place, make sure the employee incentive plan and recognition programs are
implemented by end of 90 days.
• At this point as the Financial Manger II, I should now be organized and ready to join and
contribute in key company management teams recommended by my supervisor. As I familiarize
myself with the ABC organization, offering to take on special projects, research trade
associations and join professional groups to continue my networking efforts for my new
employer in the community.
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6. Risks:
10. We are not on target with key initiatives!
11. Items 1 & 2 of 5 Key Drivers have not been completed!
12. Unable to meet productivity targets.
13. Performance is below company/local management’s expectations.
14. Daily complete goal not met.
15. Monthly yield goal not met.
16. Revenue goal not met.
17. Due to above areas management staff development training had to be put on hold again!
Key Diagnosis:
Scorecards and Revenue results.
Areas of Focus to Productivity: (TBD)
BLANK SHEETBLANK SHEET
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7. Risks:
10. We are not on target with key initiatives!
11. Items 1 & 2 of 5 Key Drivers have not been completed!
12. Unable to meet productivity targets.
13. Performance is below company/local management’s expectations.
14. Daily complete goal not met.
15. Monthly yield goal not met.
16. Revenue goal not met.
17. Due to above areas management staff development training had to be put on hold again!
Key Diagnosis:
Scorecards and Revenue results.
Areas of Focus to Productivity: (TBD)
BLANK SHEETBLANK SHEET
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