By Carol Haig, CPT, and Lynn Kearny, CPT
Time to productivity is a critical component in the new hire process. With new people in place, the immediate need is for them to become fully contributing members of the team as quickly as possible. How? Try the Success Map.
Introducing the Success Map
The Success Map is a series of in-office assignments designed to have new hires immediately contributing to the daily work of the organization. They perform routine tasks with guidance and feedback from their manager or a designated expert. The Success Map can be structured as a freestanding, mentored self-study or as a link between the classroom, or other formal study, to the job to help the new hire immediately put newly acquired skills and knowledge to practical use.
Success Map Components
The beauty of the Success Map design is its flexibility. Whether the map is the main training format or is used in combination with other formal learning, the design elements are the same:
- Three key roles
- Measurable objectives
- Time frames
- Manager’s sign-off
Three Key Roles
Key participants in the Success Map are:
- The new hire, with responsibility for initiating and completing the map and all its assignments
- The manager, with responsibility for coaching and providing resources and perspective during the map, and signing off on each completed assignment
- The assignment sponsors designated by the manager, who are content experts, role models, and part of the team’s success equation
It is useful to think of the Success Map as a series of learning modules with an over-arching objective for each one. Within this structure, identifying one or more measurable goals for each assignment focuses the new hire and the manager on the results. For example: Sell and open X new accounts.
The new hire is responsible for completing the assignments, working with the manager and assignment sponsors to build skills, and developing mutually beneficial relationships with branch coworkers and customers.
Within each Success Map are a number of assignments, such as selling products, providing customer service, completing project assignments, and so forth. Each assignment has goals and deliverables that support the objectives. Instructions and worksheets will help the new hire organize assignments and record results achieved.
To keep learning fluid, some assignments are repeated. Called continued skill building, these require the new hire to continue to use skills and knowledge from previous map sections to gain more experience. The manager may adjust the goals for these assignments to match the team’s needs or provide focused practice for the new hire.
Each Success Map requires a specific time frame for completion. It is useful to designate the modules in the map as week 1, week 2, and so forth, so that both managers and new hires can easily track their progress.
At the conclusion of each Success Map, the manager reviews a summary checklist of all the activities and signs off on all that the new hire has completed. This requirement helps to make the map a respected training tool and fosters the relationship between the new hire and the manager.
Come join our session, Success Map Drives Results, at THE Performance Improvement Conference in Reno. We will share details about the Success Map, a template for constructing your own, and one company’s exciting Success Map results.
Carol Haig leads Carol Haig & Associates where she helps organizations align the work, worker, and workplace to produce results. She is an ISPI Member for Life and the co-author of Performance Architecture—The Art and Science of Improving Organizations.
Lynn Kearny helps organizations improve human performance at the individual, process, and organizational levels. She co-authored Performance Architecture (Pfeiffer, 2009), and Organizational Intelligence (Pfeiffer, 2010). She specializes in graphics that help people grasp ideas quickly.