All-Aboard! How to Successfully Onboard a New Manager Presented by: Brenda Schumann, Associate Registrar Bethany Bell, Assistant Registrar The University of Texas at Austin

Your Trip Itinerary Onboarding Overview 30-60-90-120 plan Putting plan into ACTION Follow up and Follow through The importance of the Supporting Cast Communication

What is Onboarding? The action or process of integrating a new employee into an organization Why Onboard? Foster open dialogue Conscientiousness Curiosity Enjoyable work experience Build engagement Job satisfaction Improve ramp-up time

Onboarding Isn’t… Routine on-the-job-training Spontaneous Learning one thing at a time Catch-as-catch-can Made up as you go Thrown into the “deep end” It isn’t how I was trained!

What is this?

What is a 30-60-90-120 day plan? Why use it? A strategic outline which serves as a learning guide to facilitate learning, assessing and application of new job responsibilities. Benefits of 30-60-90-120 Day Plan Understanding Critical time to learn expectations, job responsibilities, and office culture Assessment Check point on goals, expectations, Q&As Knowledge of organizational system Progress/ Competency Milestones Direct leadership/contact roles

Here’s the Outline – 30-60-90-120 Day Plan Front load on policies and procedures Have to understand policies and procedures first Supervising staff and process improvement later in the process Establishes expectations Development of measurable outcomes (metrics) Demonstration of application and understanding

Putting the Plan into Action: 30-60-90-120 Day Plan 30 Day starting point Learn the policies Meet teams, i.e. portfolio/area teams, senior staff Gain understanding of the office, responsibilities, mission, vision, and values Review office documents - i.e. Strategic Plan, Annual Report, catalogs Learn your area, i.e. policies, business process map, risk footprint Learn expectations of supervisor

Putting the Plan into Action: 30-60-90-120 Day Plan 60 Day Mid-point Application of policies and processes Demonstrate knowledge Regularly scheduled check-ins Assistant Registrar Lunch & Learn Opportunity to take on some tasks Seek clarification and “sphere of decision making”

Putting the Plan into Action: 30-60-90-120 Day Plan Process improvement and the “parking lot” Determine staff knowledge and three-deep depth Point of contact responsibilities Active participation in production projects, i.e. registration Feel more comfortable in role

Putting the Plan into Action: 30-60-90-120 Day Plan Identifying process improvement opportunities Supervise staff Create development plans Identify areas for growth in area

Onboarding: The Follow-up The 30-60-90-120 day plan is designed to help one learn the job, responsibilities, goals, and acclimate to the office and university culture. Provide guidance on how to “tackle” the job Allows for “wins” for the new employee Assess objectives and measuring metrics Present knowledge of policies and related procedures Continued standing meetings Professional development opportunities

Onboarding- Supporting Cast Team members Leadership team members Campus contacts Direct supervisor Registrar

Must be Mindful of When Onboarding Buy-in from across the office SMART goals defined Natural inclination vs what is outlined Mindful of what you’re doing and WHY Individual contributor vs manager Obtaining sense of accomplishment

All Aboard to Bon Voyage ! The process of strategic onboarding A 30-60-90-120 day plan Allows a new manager to smoothly sail into the new role Embrace the new office culture Providing a roadmap to success

Questions? Brenda Schumann Associate Registrar The University of Texas at Austin Phone: 512-475-7654 brenda.schumann@austin.utexas.edu Bethany Bell Assistant Registrar Phone: 512-475-7591 bethany.bell@austin.utexas.edu