How fast can managers become productive on a new job? People & Process Development support managers to reach their “break-even point” faster and accelerate the transition into a new job benefitting the organisation as well as the managers’ personal careers.

1. Making
new
managers
produc2ve
faster!
How
fast
can
managers
become
produc2ve
on
a
new
job?
People
&
Process
Development
support
managers
to
reach
their
“break-­‐even
point”
faster
and
accelerate
the
transi2on
into
a
new
job
benefiDng
the
organisa2on
as
well
as
the
managers’
personal
careers.
1

2. Star2ng
point…
Managers
are
on
average
promoted
to
new
and
more
demanding
posi2on
every
3-­‐4
years.
Yet,
few
companies
ac2vely
support
mangers
in
their
transi2on
It
takes
managers
on
average
a
liOle
more
that
6
months
to
reach
their
break-­‐
even
point.
That
is
when
they
become
a
net
contributor
of
value
to
their
organisa2on.
The
purpose
of
accelera2ng
the
transi2on
is
to
shorten
the
2me
to
reach
the
break-­‐even
point.
Success
in
current
or
the
past
posi2ons
does
not
necessarily
lead
to
success
in
the
future.
(Watkins
2003).
2
People & Process Development
Managers 100-Day Plan
For contact call +46 70 328 5000 or
e-mail info@peopleandprocess.se

3. Reaching
break-­‐even
faster…
Adop2ng
a
structured
approach
for
accelera2ng
transi2ons
can
yield
big
returns
to
organisa2ons
and
avoid
common
mistakes
and
piYalls
among
managers.
Moving
from
a
func2onal
to
a
general
management
posi2ons
and
moving
from
first
line
management
to
managing
other
managers
are
two
examples
that
require
different
sets
of
skills.
Another
is
interna2onal
assignments
that
adds
culture
into
the
equa2on.
3
People & Process Development
Managers 100-Day Plan
For contact call +46 70 328 5000 or
e-mail info@peopleandprocess.se

4. …provides
the
following
People
&
Process
Development
facilitates
managers
in
crea2ng
their
personal
transi2on
plan
for
the
first
100-­‐days
on
the
new
job.
The
fundamentals
of
the
plan
are
to
carefully
access
the
new
situa2on,
including
expecta2ons
from
management
and
organisa2on,
then
moving
forward
by
adop2ng
the
appropriate
measures
taking
the
manager’s
strengths
and
development
areas
into
considera2on.
Key
stakeholders
as
well
as
important
success
factors
will
be
iden2fied
and
a
detailed
plan
of
ac2ons
will
be
developed
and
followed-­‐up.
4
People & Process Development
Managers 100-Day Plan
For contact call +46 70 328 5000 or
e-mail info@peopleandprocess.se

5. …delivers
result
55
People & Process Development
Managers 100-Day Plan
For contact call +46 70 328 5000 or
e-mail info@peopleandprocess.se
• Self
Awareness
• Personality
• Mo2va2on
• Internal
view
• Feedback
on
Ques2onnaires
and
Tests
• External
view
• Expecta2ons
from
Board
or
CEO
• Organiza2onal
Expecta2ons
Feedback
Session
&
Interview
• Ac2on
Plan
Structure
• Background
• Purpose
• Objec2ve
• Success
Factors
• Areas
to
develop/
change
and
take
ac2on
on
• Follow-­‐up
• Documenta2on
Ac2on
Plan
Workshop
• Finalizing
Ac2on
Plan
• Stakeholder
Management
• SeDng
targets
for
each
area
to
change/develop
• Implementa2on
Finalizing
&
Implemen2ng
Ac2on
Plan
• Follow-­‐up
mee2ngs
• Stakeholder
Management
• Process
Evalua2on
Follow-­‐up

6. People
&
Process
Development
Company
Presenta2on
6
People & Process Development
For contact call +46 70 328 5000 or
e-mail info@peopleandprocess.se

7. Approach
People
&
Process
Development
In
Mo2on
stands
for
an
approach
in
which
successful
companies
look
to
both
the
process
and
the
people
who
shall
operate
within
the
same.
Today's
business
climate
and
challenges
require
that
ac2vi2es
be
adapted
and
developed
on
the
basis
of
business
condi2ons.
Adequate
tools
and
methods
for
improving
leadership
and
performance
must
be
provided
on
the
same
basis.
We
support
and
facilitate
organisa2ons
and
leaders
in
their
ambi2on
to
create
value
for
shareholders,
customers
and
employees.
Through
facilita2on
of
change
processes
–making
sure
that
the
people
aspect
is
also
addressed
–
the
fulfilment
of
the
organisa2ons
overall
objec2ves
are
ensured.
Facilita2on
The
word
facilita2on
means
“the
act
of
making
easy
or
easier”.
The
word
may
be
used
in
several
contexts,
but
physiologically
it
can
mean
making
it
easier
for
a
nerve
impulse
to
reach
its
des2na2on
by
strengthening
it,
crea2ng
a
flow
that
lowers
thresholds
or
by
taking
away
an
inhibitor.
One
of
the
greatest
challenges
for
today's
leaders
is
to
get
people
to
work
effec2vely
together
to
implement
changes
that
will
be
las2ng.
Facilita2on
can
be
translated
with
"to
do
anything
possible".
It
is
an
approach
that
aims
to
lead
through
processes
towards
commonly
agreed
objec2ves
in
a
manner
that
encourages
par2cipa2on,
mo2va2on
and
ownership.
The
consistent
use
of
such
an
approach
improves
efficiency
and
result
orienta2on,
crea2ng
las2ng
added
value
to
the
organisa2on.
7
People & Process Development
For contact call +46 70 328 5000 or
e-mail info@peopleandprocess.se

8.
Services
Change
Management
and
Process
Development
• Facilita2ng
change
where
employee
par2cipa2on
and
commitment
is
vital
for
success,
e.g.
when
implemen2ng
organisa2onal
changes
and
common
working
procedures
and
in
outsourcing
situa2ons.
• Mapping
and
development
of
cross-­‐border
and
cross-­‐func2onal
processes
to
increase
efficiency.
Management
Support
and
People
Development
• Leadership
Training
–
global
virtual
team
management.
• Facilita2ng
mee2ngs
and
workshops
on
business
plans,
process
mapping
and
management
team
development.
• 1-­‐to-­‐1
managers
support
in
various
kinds
of
leadership
situa2ons.
• Facilita2ng
individual
ac2on
plans
–
”Managers
1st
100
days”.
Human
Resources
Interim
Management
• Interim
assignments
for
shorter
or
longer
periods
–
e.g.
during
business
change
and
merger
and
acquisi2ons
which
requires
ac2on
oriented
change
management
leadership.
• Compensa2on
&
Benefits
assignments
and
Job
sizing.
8
Partners:
People & Process Development
For contact call +46 70 328 5000 or
e-mail info@peopleandprocess.se

9. Magnus
Jonsson
Extensive
Human
Resources
Management
and
line
management
experience
from
different
companies,
industries
and
countries.
Has
as
HR
director
and
manager
combined
business
experience
with
in
depth
knowledge
in
the
Human
Resources
field
and
has
in
addi2on
built
and
developed
interna2onal
HR-­‐func2ons
in
several
organisa2ons.
Since
2009
working
as
Management
Consultant
focusing
on
facilita2ng
change,
leadership
coaching
as
well
as
management
team
and
process
development.
Recent
assignments
include
facilita2ng
personal
development
plans
for
financial
client,
management
team
development
in
China
for
industrial
client
and
facilita2ng
the
transfer
of
150
employees
in
an
IT-­‐outsourcing
case.
Holds
a
Masters
degree
from
Stockholm
School
of
Economics
with
major's
in
Management;
Organisa2on
and
Human
Resources
and
Finance.
Cer2fied
in
SHLs
tools
for
self
assessment
(personality
and
mo2va2on),
ability
tests
and
360
feedback,
is
an
associate
management
consultant
at
Ekan
AB
and
holds
a
professional
management
consultant
cer2ficate.
Management
Consultant,
Facilitator
and
Owner
Career History
Tech
Data
–
IT-­‐Distribu2on
Industry
Nordic
Human
Resources
Director,
2006-­‐2009.
TeliaSonera
–
Telecom
Industry
Held
posi2ons
as
Human
Resources
Manager,
Compensa2ons
&
Benefits
Specialist,
Marke2ng
Manager,
and
Recruitment
and
Consultant
Manager
in
various
parts
of
the
TeliaSonera
Group,
1994
–
2006.
Intercedo
Ultra
Plc
–
Finance
Industry,
London
Managing
Director
,
1989
–
1991.
9
People & Process Development
For contact call +46 70 328 5000 or
e-mail info@peopleandprocess.se