HR leaders have a unique opportunity during the first 100 days of their tenure to:

• Understand the “lay of the land” within their organization,
  
  
• Establish themselves as capable and visionary leaders, and
  
  
• Lay a strong foundation for their future success and the success of the HR function within the broader organization.
  
  

Mercer’s new Point of View paper, “Your first 100 days as Chief Human Resource Officer: Make a good first impression for lasting success,” addresses the opportunities that present themselves just once – during the first 100 days – and identifies a structured approach for overcoming challenges and capitalizing on these opportunities.

Voices of experience

When we introduced our new Point of View paper in late 2006, we asked HR leaders across the US to tell us about their first 100 days on the job and offer some words of wisdom for other new HR leaders. Click on the questions below to read a sample of their responses.

What was the biggest challenge you faced during your first 100 days as a top HR executive in your current job or a previous job?

Based on your experiences, what one piece of advice would you offer to someone who is about to step into a top HR leadership role?  

What was the biggest challenge you faced during your first 100 days as a top HR executive in your current job or a previous job?

"The job was open for about nine months. The staff had no direction and everyone was doing what they felt to be correct. There was no vision for what was to be accomplished."

"I was promoted into my HR executive position. My biggest challenge was for my new peers to view me, truly, as their peer."

"I was faced with an organization that had lost faith in the HR function to the point they had made the decision to outsource the entire function within six months. My challenge was to rebuild the relationships, trust and value."

"My first assignment: To save $1.2 million on the benefit renewal for the following year...."

"Gaining a clear understanding of what the organization needed from HR that HR wasn't providing."

"Redefining a new culture resulting from the merger of three distinct organizations.

To find a culturally appropriate way to promote the potential contribution of an upgraded HR function."

"The biggest challenge was understanding my budget and the hidden costs of our benefits."

"I was asked by my boss, the CEO and founder, to make a major presentation to the full Board of Directors outlining my HR strategy with one day’s notice, after only two weeks on the job."

"I came into an office where the length of service ranged from 5-16 years. I was the first male ever in the department. The relationships were all more personal than professional. When I started introducing some changes, I was met with strong resistance and resentment. Only after 60% of the staff turned over was I able to effect what is now a much more progressive and harmonious department."

"Challenging the HR organization to think differently about their role, the required competencies, skills and the value of their contributions."

"Establishing credibility with the managers and executive teams that, in fact, I understood “business” and would given a little time understand our business just as well."

"Really knowing people and their skills. Not letting others bias your perspective unduly."

"Getting a good understanding of the internal processes already in place and the reason they had been established."

"Understanding the culture and political structure."

"Fitting in quickly with executive group that has a history together (spent many years together and developed personal rapport and family bonds)."

"Ensuring that the executive team understood my role, my value and my ability to execute."

"Finding out who was working and who was not."

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Based on your experiences, what one piece of advice would you offer to someone who is about to step into a top HR leadership role?

"Learn the business, process, people and operations, and at each stop, listen to what people are saying because this gives clues to address many of the major issues promptly."

"People mostly want to know you listened and understood their concerns, and that you’ll give their feedback careful consideration."

"Have a firm and fixed understanding of the top organizational challenges and objectives for the near and long term."

"I would conduct a “due diligence” review, similar to one used in a merger/acquisition, to identify the status of the HR program."

"Spend lots of time with your internal clients so that when you begin to coalesce a vision and a plan, they emanate as a felt need of the organization rather than an HR-generated initiative."

"Take time to understand your staff and give them direction on how you do business. This does not mean micromanage, but their activities should reflect your agenda and goals."

"Breathe! It’s easy to get over-exhausted."

"Know what are the challenges facing the company and obtain a clear set of expectations of your role and responsibilities."

"Spend ample time (30-45 days) meeting with all stakeholders of the function to understand key issues, historical perspective and build an agenda that is communicated to these stakeholders."

"Move quickly to ensure you have the right competencies and skills in the function.

Spend time getting to know your major customers and what they expect from your position within HR."

"Never make reference to an idea as having come from a previous organization where you worked. Always evaluate options based upon the new environment and different point in time."

"Validate your key deliverables for the first 30, 60, 90 days and six months and one year."

"Request that you use the first 100 days to learn and not execute. It's important to understand and prioritize critical issues prior to delivering."

"If you are arriving from outside the organization, humbly honor the past. It is far too easy to enter the new organization filled with enthusiasm, energy and 1,000 ideas on how to make things better. After all, that is why you joined the organization."

"Take time to learn about the organization and become part of it before making the first move to make it better."

"Ask all existing staff to re-apply for their jobs."

"Find out the key areas of change desired by the CEO and get processes in place to get them made."

"Listen, Listen, Listen, Watch, Watch, Watch, Ask, Ask, Ask. Don’t assume anything. Avoid acting prematurely OR waiting too long to act."

"In your first three months visit every functional department, perform every key line job, meet a broad cross section of the mid management and take every officer (peer and above) to lunch. Learn, learn, learn before you begin anything."

"Make changes in your own “house” first. You won’t have any credibility to make organizational changes if your own department isn't improving in its service levels and expertise."

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