Free template · Offers & Onboarding

30-60-90 Day Plan Template

A 30-60-90 day plan sets performance objectives across a new hire's first three horizons - learning the role, starting to contribute, and moving toward full ownership - agreed between the manager and new hire early on. Employers use it to define what good looks like at each stage, rather than leaving performance expectations unspoken until a review.

Put this together with the new hire in their first week or two, once first-week logistics are behind them. Unlike a day-by-day onboarding schedule, this plan is about performance and ramp: what they are expected to learn, contribute and eventually own, checked in on at each horizon rather than assumed.

Copy & adapt — replace every [placeholder]

Horizon One - Learn, Days 1 to 30

Objective: [WHAT THE NEW HIRE SHOULD UNDERSTAND BY DAY 30 - SYSTEMS, PROCESSES, THE PRODUCT OR MARKET]

Measure of success: [HOW YOU WILL KNOW THIS HORIZON WENT WELL]

Stakeholder map: [KEY PEOPLE TO BUILD A WORKING RELATIONSHIP WITH THIS MONTH]

Checkpoint conversation: [DATE] - topics: [WHAT TO DISCUSS]

Horizon Two - Contribute, Days 31 to 60

Objective: [WHAT THE NEW HIRE SHOULD BE PRODUCING OR OWNING PARTS OF BY DAY 60]

Measure of success: [SPECIFIC, OBSERVABLE OUTPUT OR OUTCOME]

Stakeholder map: [WIDER RELATIONSHIPS TO BUILD BEYOND THE IMMEDIATE TEAM]

Checkpoint conversation: [DATE] - topics: [WHAT TO DISCUSS]

Horizon Three - Own, Days 61 to 90

Objective: [WHAT THE NEW HIRE SHOULD FULLY OWN BY DAY 90, WITH MINIMAL SUPERVISION]

Measure of success: [HOW AUTONOMY AND OWNERSHIP WILL BE ASSESSED]

Stakeholder map: [RELATIONSHIPS THAT SUPPORT INDEPENDENT WORK]

Checkpoint conversation: [DATE] - topics: [WHAT TO DISCUSS, INCLUDING NEXT-QUARTER GOALS]

Shared Agreements

How often manager and new hire will check in outside the three checkpoints: [FREQUENCY]

What support the new hire can ask for at any point: [TRAINING / SHADOWING / EXTRA TIME]

Signed off by: [MANAGER NAME] and [NEW HIRE NAME], [DATE]

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How to use this template

  1. 1 Draft the plan with the new hire in their first week or two, once initial onboarding logistics are settled.
  2. 2 Set one clear objective per horizon rather than a long list - ramping is easier to track against a few things than many.
  3. 3 Agree the measure of success for each horizon up front, so the checkpoint conversation has something concrete to look at.
  4. 4 Map the stakeholders to build relationships with at each stage, widening from the immediate team to the wider organisation.
  5. 5 Hold each checkpoint conversation as scheduled, even if things are going well, and adjust the next horizon's objectives based on what you learn.

Tips

  • ▸Keep the language about growing autonomy, not about testing the new hire - the plan is a ramp, not a probation trap.
  • ▸Let the new hire draft their own first pass at objectives; a plan they helped write gets more genuine buy-in than one handed to them.
  • ▸Revisit the plan itself at each checkpoint - horizons that looked right on day one sometimes need adjusting by day 30.
  • ▸Widen the stakeholder map deliberately at each horizon; relationships that mattered in month one are not always the ones that matter by month three.
  • ▸Treat the day-90 checkpoint as the bridge into normal performance management, not the end of onboarding.

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FAQ

30-60-90 Day Plan Template — FAQs

How is this different from a first-week onboarding plan? +
A first-week plan covers logistics and orientation day by day for the first five days. A 30-60-90 day plan starts where that ends, setting performance objectives and checkpoints across three longer horizons: learning, contributing and owning.
Who should write the 30-60-90 day plan? +
The manager and new hire draft it together, usually in the first one to two weeks. A plan built jointly tends to get more genuine commitment than one written entirely by the manager and handed over.
What if the new hire is not hitting the objectives by day 90? +
Use the checkpoint conversations to catch this early rather than waiting for day 90 to be a surprise. If the gap is real, the plan can be extended or adjusted, and the conversation becomes part of normal performance management rather than a separate problem.
Does the plan need to be the same for every role? +
No - the objectives, measures of success and stakeholders will differ by role and seniority. The three-horizon structure works across roles, but what owning the role looks like for a support hire and a senior manager should look very different.
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