How To Create a 30-60-90-Day Plan for a New Job

What Is a 30-60-90-Day Plan?

A 30-60-90-day plan is a document that organizes goals, actions and success measures for the first three months of a new position.

The three phases generally focus on:

• First 30 days: learning
• Days 31–60: contributing
• Days 61–90: taking ownership

The plan is not intended to predict every task. It provides a starting framework that you and your manager can update as business needs change.

Why Create a 30-60-90-Day Plan?

A structured plan can help you:

• Clarify expectations
• Learn the organization more efficiently
• Prioritize important relationships
• Identify training needs
• Establish measurable goals
• Track early progress
• Prepare for manager check-ins
• Avoid trying to change too much too quickly
• Connect your work to team objectives
• Demonstrate organization and initiative

Managers can also use the plan to improve onboarding and provide relevant support.

What To Include in a 30-60-90-Day Plan

Learning Priorities

List the information, tools and processes you need to understand.

Performance Goals

Describe the outcomes you want to achieve during each phase.

Action Items

Identify the tasks that support each goal.

Key Relationships

List the colleagues, customers or stakeholders you need to meet.

Success Measures

Define how you and your manager can evaluate progress.

Support Required

Note any training, access, feedback or resources you may need.

Review Dates

Schedule regular opportunities to discuss and update the plan.

How To Create a 30-60-90-Day Plan

1. Review the Job Description

Begin with the responsibilities and qualifications listed in the job description. Identify:

• Primary duties
• Expected results
• Required tools
• Important stakeholders
• Leadership responsibilities
• Technical skills
• Performance indicators

The job description may not fully reflect the current role, so confirm your interpretation with your manager.

2. Learn About the Organization

Review the organization’s:

• Mission
• Products or services
• Customers
• Competitors
• Revenue model
• Organizational structure
• Current priorities
• Values
• Recent announcements
• Industry environment

This context can help you connect your responsibilities to broader goals.

3. Ask Your Manager About Expectations

Discuss what successful performance looks like during the first three months.

Useful questions include:

• What should I prioritize first?
• Which results matter most?
• What should I learn before making changes?
• Who are my most important stakeholders?
• Which projects require immediate attention?
• How will my performance be evaluated?
• What common challenges should I expect?
• How frequently should we review progress?

Record the answers and use them to revise your plan.

4. Divide Goals Into Three Phases

Assign each goal to the phase in which it is most realistic.

Avoid setting major performance targets before you understand the organization. Early goals should generally emphasize learning and relationship building.

5. Make Goals Specific and Measurable

Replace vague goals with clear results.

For example:

• Vague: Learn the sales process.
• Specific: Complete sales-system training, observe five customer calls and document the major stages of the sales process by day 30.

The U.S. Office of Personnel Management recommends making performance expectations specific, measurable, achievable, relevant and time-bound. U.S. Office of Personnel Management

6. Identify Required Resources

Consider what you need to accomplish each goal:

• System access
• Training
• Documentation
• Budget information
• Customer data
• Manager feedback
• Introductions
• Equipment
• Subject-matter expertise

Identifying dependencies early can prevent unnecessary delays.

7. Review and Update the Plan

Share the plan with your manager and ask for feedback. Update it when priorities, information or business conditions change.

First 30 Days: Learn and Build Context

During the first month, focus on understanding the role and organization.

Potential priorities include:

• Completing onboarding
• Meeting team members
• Learning systems and workflows
• Reviewing current projects
• Understanding customers
• Observing meetings
• Studying performance measures
• Clarifying responsibilities
• Identifying immediate risks
• Establishing communication routines

Example 30-Day Goals

• Complete all required training.
• Meet individually with key team members.
• Review current project plans and performance reports.
• Learn the department’s major processes.
• Confirm role expectations with the manager.
• Deliver one manageable early assignment.
• Create a list of questions and improvement opportunities.

Avoid recommending major changes before understanding why current processes exist.

Days 31–60: Contribute and Build Momentum

During the second month, begin applying what you learned.

Potential priorities include:

• Managing recurring responsibilities
• Contributing to team projects
• Solving smaller problems
• Building stakeholder relationships
• Requesting feedback
• Refining priorities
• Identifying process improvements
• Developing deeper technical knowledge

Example 60-Day Goals

• Independently manage routine responsibilities.
• Complete a defined project milestone.
• Present an initial analysis to the team.
• Establish working relationships with key stakeholders.
• Recommend one evidence-based improvement.
• Review progress with the manager.
• Address gaps identified during the first month.

This phase should demonstrate contribution without assuming that you already understand every part of the organization.

Days 61–90: Take Ownership and Deliver Results

During the third month, focus on consistent performance and greater independence.

Potential priorities include:

• Owning major responsibilities
• Delivering measurable results
• Leading a project or workstream
• Implementing approved improvements
• Planning longer-term goals
• Supporting colleagues
• Identifying future development needs
• Reviewing performance with your manager

Example 90-Day Goals

• Take full ownership of core responsibilities.
• Complete an agreed project or deliverable.
• Present results and lessons learned.
• Create a plan for the next quarter.
• Document an improved workflow.
• Establish a regular reporting process.
• Request a formal 90-day feedback discussion.

30-60-90-Day Plan Template

Period	Primary focus	Goals	Actions	Success measures
Days 1–30	Learn	Understand the role, team and organization	Complete training, meet stakeholders and review processes	Required training completed and priorities confirmed
Days 31–60	Contribute	Apply knowledge and deliver early value	Manage routine work and support major projects	Initial deliverables completed with positive feedback
Days 61–90	Own	Work independently and improve results	Lead responsibilities and propose next-quarter goals	Agreed performance measures achieved or progressing

Example Plan for a Marketing Manager

First 30 Days

Goals:

• Understand the brand, audience and marketing strategy.
• Learn the campaign planning and reporting processes.
• Build relationships with sales, product and creative teams.

Actions:

• Review campaign reports.
• Meet important stakeholders.
• Audit current marketing channels.
• Learn analytics and project systems.

Success measures:

• Complete the channel audit.
• Document major audience segments.
• Confirm priority campaigns with the manager.

Days 31–60

Goals:

• Contribute to active campaigns.
• Identify opportunities to improve performance.
• Establish a reporting routine.

Actions:

• Manage one campaign workstream.
• Analyze funnel performance.
• Present initial recommendations.
• Create a weekly dashboard.

Success measures:

• Deliver campaign tasks on schedule.
• Begin regular reporting.
• Receive approval for one improvement test.

Days 61–90

Goals:

• Take ownership of an important campaign.
• Deliver measurable progress.
• Create a longer-term marketing plan.

Actions:

• Launch the approved test.
• Coordinate campaign stakeholders.
• Report results.
• Propose priorities for the next quarter.

Success measures:

• Complete the campaign milestone.
• Document results and lessons.
• Gain agreement on next-quarter priorities.

Tips for Making Your Plan Effective

Keep It Flexible

Treat the plan as a working document rather than a fixed contract.

Prioritize Outcomes

Focus on meaningful results instead of creating a long list of activities.

Include Relationship Goals

Success often depends on collaboration, not only individual tasks.

Schedule Check-Ins

Regular conversations allow you and your manager to adjust priorities before problems grow.

Ask for Feedback

Request specific feedback about your progress, communication and decision-making.

Document Progress

Record completed work, lessons and updated priorities.

Connect Goals to Team Objectives

Show how each goal supports customers, colleagues or business results.

Common Mistakes To Avoid

Setting Too Many Goals

A short list of meaningful priorities is easier to manage than a large list of minor tasks.

Making Assumptions

Confirm expectations instead of relying only on the job description or interview.

Focusing Only on Tasks

Include learning, relationships and measurable outcomes.

Trying To Change Everything Immediately

Understand existing processes before proposing major changes.

Ignoring Dependencies

A goal may require system access, another employee’s input or management approval.

Failing To Update the Plan

Revise goals as you learn more about the role.

Using Unclear Success Measures

Define how progress will be evaluated whenever possible.

When Else Can You Use a 30-60-90-Day Plan?

A similar plan can support:

• Promotions
• Internal transfers
• New managers
• Major projects
• Performance improvement
• Organizational restructuring
• Business development
• Leadership transitions
• New client relationships

The phases and expectations should be adapted to the situation.

Build Your 30-60-90-Day Plan With Dokie

Dokie can help professionals turn job descriptions, onboarding notes and career goals into a structured 30-60-90-day presentation. It can organize learning priorities, stakeholder meetings, performance goals and success measures into clear slides for discussions with a manager.

Users can edit the generated plan, update milestones and export the final presentation as an editable PowerPoint file. Before uploading workplace documents, remove confidential company, customer and employee information.

Frequently Asked Questions

Who should create a 30-60-90-day plan?

New employees, managers, internal transferees and promoted professionals can all use one.

Should you create the plan before starting a job?

You can prepare a draft using the job description, but update it after discussing expectations with your manager.

How long should a 30-60-90-day plan be?

It should be detailed enough to clarify priorities but concise enough to review regularly. Length depends on the complexity of the role.

What should the first 30 days focus on?

The first month usually emphasizes onboarding, learning, relationship building and understanding expectations.

What should happen after 90 days?

Review your results with your manager and create goals for the next quarter or performance period.

Is a 30-60-90-day plan only for managers?

No. Individual contributors can use the same structure to organize learning, deliverables and development goals.

Can the plan change?

Yes. Changes are appropriate when you receive new information or business priorities shift.

Should every goal include a metric?

Use measurable outcomes when practical. Some learning and relationship goals may be evaluated through completion, feedback or demonstrated understanding.