I'm the new head of HR, now what? The first 90 days

Abstract

Purpose

HR leaders face a range of challenges on assuming responsibility for the function in their organizations. This paper aims to argue that if managed well, the actions of HR leaders over the first 90 days offer a significant opportunity to put the fundamentals for success in place; in turn, badly managed transitions can hurt the leader's effectiveness at building key relationships, defining the strategic agenda, assessing needs for improvement and developing the plan for creating value for the business.

Design/methodology/approach

This paper draws on the authors' experience with dozens of new heads of HR. It synthesizes this work to offer a practical framework for action and specific tips on how HR leaders can make the most of the first 90 days.

Findings

It is shown that as a new leader, one has a unique opportunity to shape a new agenda for the HR department.

Originality/value

The paper is written as if the authors are coaching the reader through this transition by asking the right questions that increase the chance of success.

Citation

Ulrich, D., Smallwood, N. and Younger, J. (2009), "I'm the new head of HR, now what? The first 90 days", Strategic HR Review, Vol. 8 No. 3, pp. 5-11. https://doi.org/10.1108/14754390910946512