GSI Executive Search Insights

What to Expect in the First 180 Days of a New Hire and How to Track it

Assessment tools for running and evaluating a new manager’s onboard

By Scott McNett, Managing Principal, GSI Executive Search

The first 180 days, or six months, of a new hire in a club, resort or HOA can set the tone for their long-term success. During this essential period, the Board and management should be hyper-focused on setting expectations, providing direction and building a foundation for a successful working relationship. For club managers, it is essential that the Board provide support and track a new manager’s progress carefully to ensure they are integrating into the team and are on track to meet their performance goals.

Here’s what to expect and how to track and measure progress in the first six months:

The First 30 Days: Onboarding

  • Familiarize with the role
  • Spend time with staff
  • Complete training programs
  • Understand the culture and members
  • Finish onboarding tasks

The first 30 days is the onboarding phase. It should be completely focused on allowing the new manager to learn the club and familiarize themselves with the position. They will be soaking up new information about the organization’s culture, systems, processes, members, residents, etc. This is a critical period that sets the foundation for success.

Expect the new manager to spend time meeting team members, learning about the organization’s values and getting comfortable with the club environment. Your new hire will be going through training programs and learning how to train their team. They will also begin handling tasks with some oversight from the Board or supervisor.

To track progress, first ensure that all training has been completed at the 30-day mark and that the new manager is fully aware of their responsibilities.

The supervisor (or Board) should conduct a weekly one-on-one with the new hire to provide feedback and address early questions and challenges. Simultaneously, the new manager should be providing feedback on their own onboarding experience to make sure it aligns with their expectations.

Days 31–90: The real work begins

  • Launch a few key long-term projects
  • Understand the overall operation
  • Set clear, measurable goals
  • Complete 60- and 90-day reviews

After the first month, the new manager should be settling into the role. Now, they’re ready to take on more responsibility and launch a few key long-term projects identified during the hiring process by the Board or GM. They should be approached gradually and tracked for progress on a regular basis.

On an interpersonal level, your new hire should be working more autonomously and taking ownership of more tasks and projects. They will have developed relationships with staff, members, residents, etc. Increased visibility around the club and with the team is critical for these relationships to grow.

By now they should also have a healthy understanding of daily expectations, staff dynamics and the bigger picture of how the organization operates. Expect the manager to make some mistakes or miscommunications and allow those missteps to be opportunities for growth.

To track progress: set clear, measurable goals for the manager that include a definition of what success looks like.

Schedule and conduct 60- and 90-day reviews to evaluate the manager’s ability to complete goals independently and to gauge their overall adjustment to the culture of the organization. As part of these evaluations, garner feedback from other staff members who have regular interactions with the manager.

Days 91-180: Off, running and making an impact

  • Confidence in the role
  • Add significant value
  • Established staff and member relationships
  • Initiative to manage tasks

At this point, your new manager should be confident and comfortable in the role, proactively managing the operation and adding significant value to the staff. On a tactical level, they should be conversant in the club’s schedule of busy times and slower periods and able to operate independently, with minimal oversight. Expect them to start taking more initiative on bigger projects, especially those that elevate the team, like review training programs, staff team building exercises and staff retention practices. These projects should result in better overall staff culture and elevated service delivery for the operation.

Critically, they should fully understand the club’s culture and have effective relationships with the members, board, management and their direct reports.

To track progress, conduct a formal 6-month review that focuses on progress toward goals, KPIs and overall success.

A note: even beyond these first six months, regular formal and informal reviews are critical for continued success and overall employee retention. Keep giving and receiving feedback for continuous growth after the six-month mark. Keep communicating with other staff to assess the manager’s ability to be a team player and an effective leader.

Make the most of this crucial time

The first 180 days are a crucial time for newly hired managers. By setting clear expectations, tracking progress and offering constructive feedback, new hires can feel supported, setting the foundation for long-term success. By tracking the right metrics and creating pathways to gather subjective feedback, the new manager will also have the opportunity to contribute significantly to the team and the organization.

By the end of this time, the club should have a good understanding of how the new manager fits within the club, the value they bring and the areas where they can learn more and improve.

How can you work with GSI to ensure a smooth start?

At GSI Executive Search, we value the importance of the onboarding process with our placements. Our engagement and involvement does not end with the hire. We stay connected to both the organization and the new hire to make sure that the first 180 days follows the path described above. We can also assist either side if and when that process gets off-track. We remain committed to making sure the new hire has a smooth entry into the role and a long and successful tenure with the organization.

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