The 30–60–90 plan is a practical framework for structuring a new hire’s first three months. It divides the period into three short phases: the first 30 days for onboarding and core learning, days 31–60 for taking on impact-driven responsibilities, and days 61–90 for consolidating performance and delivering measurable results. Its popularity comes from its simplicity and its focus on tangible outcomes, which helps managers and employees align quickly and reduces ambiguity around expectations.

It is particularly useful when:

• Hiring for leadership or clearly accountable roles.
• Recruiting technical or operational positions that require fast results.
• Managing internal transfers with expectations of quick contribution.
• HR wants objective metrics to evaluate onboarding quality.

For simple, routine roles a lighter onboarding process may suffice; however, when early performance or culture fit decisions matter, the 30–60–90 plan becomes highly valuable.

Start with business outcomes—not just activities. A strong plan follows these steps:

1. Define core outcomes for each phase: List 2–4 measurable outcomes per phase (e.g., complete a training track, deliver a first report, win a pilot client).
2. Link activities to outcomes: Assign tasks, tools, and resources to each outcome.
3. Set success criteria: Clearly answer “How do we know this was achieved?” using numbers or documented evidence.
4. Assign owners and review dates: Schedule 1:1s and weekly/bi-weekly check-ins.
5. Document expected support: What the company provides—training, system access, and a mentor/buddy.

The resulting charter should be concise, readable in under five minutes, and flexible during follow-up.

• Days 1–30: Focus on understanding—company policies, key customers, tools, and team dynamics. Outcomes are mainly foundational.
• Days 31–60: Begin owning real responsibilities and working independently on moderately complex tasks. Performance indicators start to appear.
• Days 61–90: Deliver clear outputs and measure impact (e.g., process improvement, a small project, or sales results).

Balance by turning learning into production: learn by doing is more effective than theory alone.

Use a mix of quantitative and qualitative indicators. Examples include training completion rates, issue response time, internal customer satisfaction, and quality of deliverables. Qualitative feedback adds context that numbers alone can’t capture, but each outcome should have at least one verifiable measure.

Name a buddy in the plan and document concrete responsibilities (system access, meeting shadowing, daily feedback). Assign them ownership of early tasks and define effectiveness measures (e.g., answers to FAQs within 24 hours, attendance at orientation sessions).

Yes—the plan is a living document. Update it when priorities change, unexpected training needs arise, or obstacles appear (e.g., system access delays). Any change should be agreed upon and recorded with date and rationale in meeting minutes or the HR system.

Use 90-day outcomes as inputs for the initial evaluation. Convert insights and deliverables into longer-term goals or mid-year review items to ensure continuity and preserve onboarding evidence.

• Manager: Sets outcomes, provides day-to-day guidance, and evaluates practical performance.
• HR: Prepares the template, coordinates training, secures resources, ensures progress is logged in the HRMS, and coaches managers on effective reviews.

Partnership is essential: HR enables; managers execute and give feedback.

Ensure the plan doesn’t violate employment contracts or legal working hours, and that any additional training or tasks are paid if required or included in agreed work hours. Consult Legal or Compliance in HR for steps that may carry legal implications (e.g., out-of-scope travel or contract changes).

• Create a standard plan template with dates and automated reminders.
• Upload onboarding materials under Day-30 tasks for easy access.
• Log 1:1 notes and attach work artifacts as evidence.
• Generate reports on completion rates, time-to-productivity, and cohort comparisons across time.

• Retention at 6 and 12 months vs. historical baselines.
• Time-to-Productivity until the agreed performance level is reached.
• New-Hire Satisfaction (NPS/CSAT) at days 30 and 90.
• 90-day goal achievement rate vs. the plan.

Analyzing these metrics helps HR refine content and resources.

• Overloaded task lists: Keep it short and focused.
• Weak manager involvement: Train leaders on effective reviews.
• No link to real work tools: Embed execution into learning.
• No reviews or documentation: Schedule formal check-ins and record outcomes.