A structured ramp plan managers adapt per role: learning goals for the first month, ownership goals for the second, delivery goals for the third, with owners and checkpoints.
A 30-60-90 day plan gives a new hire a clear ramp: what to learn in the first month, what to start owning in the second, and what to deliver by the end of the third. Use this template as the starting point for {{Role title}} at {{Company name}}, fill in the goals before the start date, and review it with {{New hire name}} during week one so expectations are shared rather than guessed.
The first month is for absorbing context, building relationships, and shipping something small. Success looks like understanding, not output volume.
| Goal | Owner | Target date |
|---|---|---|
| Finish onboarding tasks; all accounts and tools working | {{New hire name}} | {{Target date}} |
| Meet the team and key partners: {{Key people to meet}} | {{Manager name}} | {{Target date}} |
| Understand the product, the customers, and the current quarter's priorities | {{New hire name}} | {{Target date}} |
| Ship one small, low-risk task end to end | {{New hire name}} | {{Target date}} |
30-day checkpoint ({{Checkpoint date}}): what is clear, what is confusing, and what should change in the next phase.
The second month shifts from learning to contributing. The new hire starts owning work with guardrails and becomes a visible participant in the team's rhythm.
| Goal | Owner | Target date |
|---|---|---|
| Own a defined workstream or component: {{Workstream}} | {{New hire name}} | {{Target date}} |
| Contribute actively in team rituals: planning, reviews, retrospectives | {{New hire name}} | {{Target date}} |
| Propose one improvement to a process, document, or tool spotted while ramping | {{New hire name}} | {{Target date}} |
| Build working relationships beyond the immediate team: {{Cross-team partners}} | {{Manager name}} | {{Target date}} |
60-day checkpoint ({{Checkpoint date}}): is ownership growing? Review the improvement proposal and calibrate the day-90 deliverable.
The third month is about independent delivery: a piece of work with a measurable outcome that the new hire drives from start to finish.
| Goal | Owner | Target date |
|---|---|---|
| Deliver {{Day-90 deliverable}} with a measurable result | {{New hire name}} | {{Target date}} |
| Operate independently in the normal cadence, asking for help by exception | {{New hire name}} | {{Target date}} |
| Draft next quarter's goals together with the manager | {{Manager name}} | {{Target date}} |
90-day checkpoint ({{Checkpoint date}}): close the ramp formally — review outcomes, gather feedback in both directions, and hand off into the regular goal cycle.
Run a short retrospective on the onboarding itself: what helped, what was missing, and what the next hire should get sooner. Fold the answers back into this template so every ramp is smoother than the last.
Not legal advice
This template is provided for general informational purposes only and is not legal advice. Laws differ by jurisdiction and change over time — have a qualified professional review any document before you rely on it.
An anti-harassment and anti-discrimination policy defining prohibited conduct, the complaint procedure, investigations, and retaliation protection, ending in a signed acknowledgment. Use it to document that every hire has read the policy.
A candidate-facing consent form for background screening that sets out what the check may cover, how data is handled, and the candidate's rights. Use it before ordering any screening.
Personal-device policy with a security baseline, device-management consent, data separation rules, and off-boarding data removal, closed by a signed acknowledgment. Use it before granting work access on a personal phone or laptop.
A complete code of conduct covering respect, integrity, conflicts of interest, company assets, and reporting channels, with a signature confirming agreement to uphold it. Use it during onboarding for every new team member.
A disclosure form employees complete to report outside activities, financial interests, and family relationships that could conflict with their duties. Use it at onboarding and for periodic refreshes.
Authorizes the company to deposit pay into a nominated bank account, with a clear procedure for changing accounts and stopping the authorization.