How to Ace your First 90 days at workNidhi Gupta
The initial 90 days (approximately 3 months) is an exciting phase when you enter in an organisation. It is akin to get familiarised with a new family wherein there are lot of expectations from you and you are bound to perform at your level best.
The new addition to a corporate family is being monitored by every possible person be it your co-workers, managers, superiors, HR personnel or management. After all they have hired you on for serving a purpose and they expect you to fulfil it.
But the best part of these initial days is that you are usually in the training period and the company doesn’t expects you to churn revenue for them from the very beginning
So you must make every possible attempt to enlighten yourself with the nitty gritties of the organisation in order to serve them best in the upcoming days.
Here are a list of 5 essentials which you must follow to ace the initial 90 days at work an become a star.
Be an Active Listener
The first and foremost requirement to ace the first 90 days will be to be an active listener. It has also been said that “One of the most sincere forms of respect is actually listening to what another has to say.”
Make sure you become an active listener to grasp the inputs that will be helpful for your growth in the organisation. Staying optimistic towards others and new processes will help you in active listening. In addition, listening to the ideas and operations of the organisation will also help you understand the culture of the company.
Here a few tips to listen carefully:
And always remember that those who listen are the ones in the position to ask the right questions. You'll know when the time is right to meet with team members to discuss your ideas. Once that happens, be open to their feedback, because constructive criticism is invaluable to your career growth.
Get acquainted with Organisation
The day you step into the organisation, there are a lot of aspects which you need to pay attention to and get acquainted with. The three basic pillars with which you are expected to deal with on the daily basis are:
- Purpose of the organisation
- People working there
- Processes that you need to follow
This has been illustrated comprehensively in the image provided below:
You must make every possible attempt to find out more about these pillars for long term survival and growth in the organisation. Once you get acclimatised with these aspects, the journey will encounter fewer spasms in the pathway.
Interact with co-workers and bosses
It is equally important to interact with your coworkers, bosses and if the organizational structure allows then with senior management as well to become successful in long term. These bonds will shape your work experience and can also become a catalyst in your career growth.
Interaction on daily basis with them will help you solve problems that you encounter. Some of these people will be responsible to assess your performance during the appraisal period. Building professional cordial relations will also play a part in appraisals as they will be aware of your performance at work.
They will act as the touch-points to provide you an overview about the ins and out of the organizational culture and will support you to fit in it.
The hallmark of a cordial professional relation depends on these factors:
So make sure that you keep up with these essentials to build a sound relation with the co-workers and your superiors.
Understand requirements of your Target Group
While maintaining professional relations and understanding organisational culture, do not forget to conduct an in-depth analysis of your target group. After all, you have been hired to take care of the needs and expectations of the target group (TG) being served by the organisation.
Image Courtesy: Marketing Christian Books
So find out about their demographics and their needs. Also find out how the organisational goals and objectives will serve the needs of the TG.
Find out about the tools used by your organisation to understand the target group. Study those tools and after conducting a trend analysis, prepare a plan on which you plan to act provided the scope of your job profile.
For Example: You may be responsible to discharge your duties towards the internal stakeholders (such as employees if in HR department) or for external stakeholders (such as users of a particular service if employed on customer front).
Set SMART monthly goals for yourself
Yes! Goal setting for self-appraisal is a crucial criterion if you wish to build a good rapport with your superiors.
Ensure that whatever tasks is entrusted to you, make an achievable plan to accomplish these tasks within the deadline in the first 3-6 months. Your performance in the first 3 months has the potential to position yourself distinctly in the organisation from among various employees.
The steps mentioned below will aid you in easy goal-setting for developing positive attitude towards work culture and organisational policies.
S – Specific: Understand the specific requirements of the work expected from you so that you have clear expectations of work
M – Measurable: As your reporting managers for the criteria on the basis of which your performance will be judged. Align your tasks in that direction and deliver the results accordingly.
A – Attainable: Do not promise to achieve the targets that you won’t be able to deliver within the promised deadlines.
R – Relevant: Do not engage in tasks which are not related to your profile and job. Stay relevant in the initial days of your job.
T - Time-bound: Set a timeline for achieving the tasks in-hand and leave no stone unturned to achieve them
The SMART goal setting will ensure that your performance gets noticed and appreciated by your superiors.
Respecting the work ethic, continuous determination and perseverance goes a long way in retention of an employee for long-term in an organisation.
And if you are able to accomplish these 5 tasks within the first 90 days since you get hired, there is high possibility that you will be looked upon as an indispensible asset to the organisation.