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5 steps to writing a ‘First 90 days in the job’ presentation

Written by Iain Flinn

Helping business leaders in the enterprise software, Cloud/SaaS/PaaS and emerging technology sectors to identify talent and build high performing teams across EMEA.

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Writing a ‘First 90 days in the job’ presentation doesn’t have to be daunting, follow our guide and create a presentation that gets you the job of your dreams.

Are you preparing for the final stage of an interview for your dream job? Don’t let the thought of creating a ‘First 90 days in the job’ presentation overwhelm you. This presentation is your opportunity to showcase your skills, demonstrate your understanding of the business, and impress your potential employer. In this guide, we’ll show you how to create a presentation that stands out from the crowd .

Like a honeymoon, only you’re much easier to ditch

The first 90 days of a new role is a grace period, You’re getting to know the people, the business and the culture. But this crucial first 90 days on the job is also the time that lasting impressions are made. Remember, you’re a risk to the business and your employer will be using this period to establish whether they made the right decision. That’s why the ‘first 90 days in the job’ presentation is as much for you, as it is for your future employer. You stand to gain a lot from laying down the foundations for the first three months.

That’s why it’s important, here’s how to write one:

Start researching in your first interview.

If you’re already past this stage, it’s fine, just try to recall the information and don’t be afraid to revisit conversations if necessary. You need to know all about the business needs and ambitions, so ask questions, probe for answers and listen. Then build your presentation around their key objectives and goals. Good questions to ask:

• What’s your mission statement and vision?
• What is the company trying to achieve?
• What are you (the hiring manager) trying to achieve?
• What challenges does the department face?
• What do you expect from me?
• What critical projects are you managing at the moment?

You’re looking for multiple ways to help them. Have this in your mind throughout your interviews, it’ll put you in a great head-space to be inquisitive and retain control.

Focus on your potential employer’s needs

This is why you need to do the above research. Your presentation isn’t just about you, it’s about your employer , so you’ll need to understand their needs and place them at the centre of your presentation. Get a full understanding of the objectives of the role, the goals of the hiring manager and the department as a whole. Then, demonstrate how your experience and knowledge can support these objectives.

Add your strengths, carefully

Shouting about your skills in a vacuum will get you nowhere, but align them to the goals of your potential employer and they will start to see the real tangible  value of your experience . Think feature and benefit, not just feature. For example: Feature: “I’ve delivered £multi-million field marketing campaigns”. Feature and benefit: “I’ve built and delivered £multi-million field marketing strategies for my current employer, so in the first three months I’d review the company’s strategy for the roll-out of similar campaigns. Using my industry knowledge, I’ll ensure we’re using the right channels, to target the right audience with the most impactful messages. Furthermore, with my experience of using an array of marketing automation platforms, I’ll ensure we’re using the right systems and tools to correctly measure the impact of our strategy and the overall ROI. At my previous employer, in my last marketing campaign, I was able to deliver this under budget by £18,000, whilst generating a 156% increase in leads for our sales team which resulted in a 71% year-on-year increase in sales.” Use proven and tangible real-world examples to align your skill set to their objectives. Ensure your examples showcase your skills and experience, but make sure your pitch is in line with their goals.

Say what you’re going to do, day-to-day

Explain to the  hiring manager how you’ll fill your days. This will vary depending on your role, but use the actions below as a foundation for more specific contributions:

• You’ll get immersed in the department and brainstorm how your input can increase company growth.
• Having gotten a better understanding of the business, you’ll start advising, leading and contributing to the conversation.
• See more of your colleagues’ desks than your own. Get out amongst the team and get to know them by name, their role, ambitions, challenges and more.
• Go above and beyond by taking on some tasks outside of your remit. Remember – you’re there to help.
• Behind all of this sits one unshakable focus – your boss’s expectations of you. You’re always aware of them, and what actions and decisions will you take to ensure that you meet them?
• Time-stamp your objectives for the first 90 days, and put a tangible project plan in place to show that you’ve thought it through.

How will you over-deliver?

Giving your employer more than they expect is business as usual, but how will you raise the bar and show them what excellent looks like? Towards the end of the third month, you should be feeling comfortable and confident in the role, so use these foundations and consider discussing how you’ll go ‘above and beyond:

• You’ll be proactive when it comes to relevant company situations and events.
• You’ll be aware of new projects coming on-stream and prepare potential solutions.
• You’ll be getting more involved by joining a club, council, board, or committee.
• You’ll make yourself available to other departments if there’s a need for your skills.
• You’ll take on work outside of your responsibilities to accelerate business growth.

Do all that and you’ll turn from a risk into an asset

Remember, a strong 90-day presentation will reassure your employer that you’re going to make a positive difference in their organisation. It outlines the skills you’ll bring, how they’ll help and the value you’ll add, making it easier for the business to see their potential return on investment. And for you, it provides focus and confidence at a time when an unfamiliar routine (or lack of a routine) can cause added stress. Channel that pressure to impress and use it to create a ‘First 90 days‘ presentation that puts you way ahead of the competition.

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Top 10 90-Day Plan Templates for New Jobs with Examples and Samples

Deepika Dhaka

Are you starting a new job or taking on a new project and feeling overwhelmed by the enormity of the task ahead? According to research by Leadership IQ, over 46% of newly hired employees fail within the first 18 months, often due to a lack of clarity and direction. This is where a 90-day plan can make all the difference. 

A 90-day plan is a strategic roadmap that outlines your goals, priorities, and actions for the first three months in a new role or project. By having a clear plan in place, you'll be able to hit the ground running, make a positive impact, and avoid becoming a part of that harrowing statistic. 

For instance, imagine starting a new role as a Sales Manager. With a 90-day plan, you can set specific targets, prioritize your sales pipeline, and identify areas where you can add value to the team. This helps you succeed in the short term and sets the foundation for long-term success in your career.

10 Best 90-Day Templates for Employees and Hiring Managers

If you are seeking to craft a 90-day plan but struggling to figure out where to commence, explore this blog offering a plethora of popular templates that are currently assisting millions worldwide. These templates are meticulously designed to offer a lucid and user-friendly framework, complete with sections outlining your goals, identifying key stakeholders, and creating 90-day action plans.

The 100% customizable nature of the templates provides you with the desired flexibility to edit your presentations. The content-ready slides give you the much-needed structure. 

Let’s explore these helpful resources!

Template 1: 90-Day Marketing Plan

Companies that regularly create and implement marketing plans are more likely to see a positive return on investment (ROI) than those that do not. If you're ready to boost your marketing game and drive real results, this PowerPoint Presentation is all you need. It guides you through creating the most effective 90-day plans for the online platform, social media engagement, and outreach. It includes different visual layouts to create a foolproof plan that is easy to communicate. Grab it now! 

Download this presentation

Template 2: 90-Day Executive Plan

Are you an ambitious leader seeking to enhance your performance and achieve exceptional results? Look no further than our 90-Day Executive Plan PPT Set. This comprehensive resource covers all the essential elements, including effective strategies, optimization techniques, and actionable steps for implementing a valuable 90-day plan. Tailored for various job roles, such as marketing, human resources, and project management, this PPT Deck features visually appealing layouts for easy comprehension. Download today!

Template 3: 90-Day Marketing Plan PPT Slide

This PowerPoint Slide can assist you in defining your 30-60-90-day plans in a clear and structured graphic, ensuring that your project goals are in line with the company's overall objectives. The design is both simple and professional, providing enough space to list your tasks and sub-tasks effectively. By downloading this resource, you can enhance your motivation and confidence to excel in your new role. Take the next step and use this helpful tool to align your goals with your company's vision.

Download this template

Template 4: 30-60-90-Days Plan for Sales Improvement

This 30-60-90-day plan for sales improvement can help you achieve your goals by providing a structured approach to your sales strategy. It outlines key priorities for each phase, along with the corresponding key actions you need to take. By breaking down your sales goals into manageable chunks, you can focus on making measurable progress toward your targets. With this plan, you can ensure that you are maximizing your resources, identifying new opportunities, and building strong relationships with your customers. Download now!

Template 5: 30-60-90-Day Plan Template

Demonstrate your key actions for a new job with this 30-60-90-day plan and showcase your current value and future potential. With this consolidated and easy-to-use template, you can effectively communicate your plan of action to your team, manager, or potential employer. It's the perfect tool to highlight your organizational skills, strategic thinking, and commitment to your new position. Download now and watch as you exceed expectations and achieve your goals!

Template 6: Scalability Business Model with 30-60-90-Day Plan

Introducing our revolutionary PPT Deck - the ultimate solution for entrepreneurs and business leaders who want to take their ventures to the next level! With our comprehensive 30-60-90-day plan, you'll learn how to optimize your business model for scalability and sustainable growth. It covers essential steps such as setting a baseline, defining an action plan, and then building scalable programs. This PPT Deck is perfect for businesses of all sizes, from startups to established enterprises. Get it today!

Template 7: 30-60-90-Day Plan with Columns and Rows

If you need a simple and effective way to define your activities for the initial phase of your new position, explore this 30-60-90-day plan template created by our expert designers. Featuring rows and columns that allow you to outline your objectives, tasks, and deadlines, this template is the perfect solution for anyone looking to improve their productivity in an organized manner. Plus, with its intuitive design and easy-to-use format, you'll be able to start using it right away. Download now!

Template 8: 30-60-90-Day Plan for Quality Assurance

This 30-60-90-day plan for quality assurance is built around the principle of continuous improvement, which means that it is designed to be adaptable and flexible so that you can adjust your approach as you gather more data and insights into your quality assurance processes. By consistently monitoring your progress and making adjustments as needed, you'll be able to stay on track and achieve your quality goals within time. Download now!

Template 9: 90-Day Plan for HR

This comprehensive PPT Template includes detailed steps and strategies for optimizing your HR processes, such as streamlining recruitment, improving employee engagement, and enhancing communication. With this template, you'll be able to easily collaborate and delegate tasks, ensuring that everyone is on the same page and working towards the same goals. Try it today to build a dedicated workforce!

Template 10: Organization 30-60-90-Day Sales Plan

Showcase your potential as a sales expert with a 90-day plan PowerPoint slide that provides distinct segments for the initial 30, 60, and 90 days of your job duties. Utilize this platform to establish your strategies and essential objectives for delivering projects. This is an excellent opportunity to demonstrate your ability to prioritize tasks and produce tangible results. Get it now!

1, 2, 3 Months

A well-crafted 90-day plan can help individuals and organizations achieve their goals and set them on a path to success. Whether it's personal growth, career development, or business expansion, a clear roadmap and actionable steps can make a significant difference. As Antoine de Saint-Exupéry said, "A goal without a plan is just a wish." Therefore, it's essential to have a plan and work toward it diligently. With a 90-day plan, one can take small steps that lead to significant achievements for reaching the desired destination.

Now that you know why the 90-day plan is crucial, it's time to download these templates to get started. Download them once and use them forever!

P.S . If you are looking for Master Action Plan Templates, here’s a handy guide with popular samples and examples.

FAQs on the 90-Day Plan

How to write a 30-60 90-day plan.

To write a 30-60-90-day plan, you should start by researching the company and the role you are applying for. Identify the key responsibilities and objectives, and break them down into specific tasks for each 30-day segment. Define measurable goals and targets for each stage, and align them with the organization's overall strategy. Be sure to include any relevant training or development activities that you plan to undertake during this period.

What should be included in a 90-day plan?

A 90-day plan should include specific goals and objectives for the first three months on the job. It should outline the key responsibilities and tasks, along with the expected outcomes and deliverables. This plan should also include any training or development activities that will support your success in the role. It should be aligned with the organization's strategy and demonstrate your understanding of the company's goals and priorities.

What is the goal of a 90-day plan?

The goal of a 90-day plan is to establish a clear roadmap for success in a new role. It provides a framework for prioritizing tasks and achieving measurable results while aligning with the organization's overall strategy. A well-crafted 90-day plan demonstrates your understanding of the company's priorities, your ability to prioritize tasks, and your commitment to delivering results.

How do I make a 3-month work plan?

To make a three-month work plan, start by identifying the key responsibilities and tasks required to achieve your objectives. Break these tasks down into specific actions and prioritize them based on their importance and urgency. Assign specific deadlines to each task and define measurable goals and outcomes. Be sure to align your plan with the organization's overall strategy and identify any resources or support you may need to succeed. Review and adjust your plan regularly to ensure you are on track to achieving your goals.

Related posts:

• Top 10 30-60-90 Days Plan Google Slides Templates To Win Your Next Interview!
• How to Design the Perfect Service Launch Presentation [Custom Launch Deck Included]
• Quarterly Business Review Presentation: All the Essential Slides You Need in Your Deck
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THE FIRST 100 DAYS

”The beginning is the most important part of any work.”

– Plato, 4th Century B.C. Greek Philosopher

I’ve parachuted in to lead many teams. I love it! The first 100 days in a new role are exhilarating, challenging, and a ton of problem solving . You get dropped into a war zone, with a team, partners , and processes , and you have to figure out how to start driving value quickly. You have peers and other teams to your left and right who are part of a broader equation, but critical to your success. You have your boss, who has high expectations of you. And, you just walked in the door to the beginning of the rest of your life. Where do you start?

Let’s go over the First 100-Day Game Plan to equip you with effective strategies when you get dropped into a new situation.

Before Day 1

To set yourself up for success, you can accomplish a lot before day 1.

1. Clarify role, expectations & resources

Before starting a new role, clarify the role, expectations, and resources.  Use the ROLES framework to work with your new manager to properly define your role, success, and support. Also, clarify the expectations for the first 50 days, 100 days, and the year. What are the big issues and opportunities to tackle? Also, understand the resources you’ll be leading, regarding people, partnerships, budgets, and infrastructure. The likelihood of success goes up with clear roles , expectations, and resources. If they aren’t clearly defined, it can be a sign of potential issues and trouble with the role or your future boss.

2. Learn as much as you can

Typically before starting a project at McKinsey, the team sends the client a “data request” asking for existing documentation, presentations, SOPs, analysis , org charts , and financial and operational data relating to the project. Similarly, before starting a new role, send the boss a “data request.” This will get you up to speed and signal to the boss you want to hit the ground running. Once the data starts rolling in, read and absorb as much as you can and start a log of questions , hypotheses , and other data that could be helpful. You can learn a ton about an organization and business through a data request.

3. Set up the first few weeks

Schedule your first few weeks before day 1. For the first few weeks, focus on building relationships and learning. I typically schedule 20-30 30-minute conversations with members of my team, peers, leadership , internal customers, and other important stakeholders. I create simple interview guides to help with structuring the conversations. I cover questions such as “What are your role and accountabilities ?”, “What are the biggest issues and opportunities with the team?”, “If you were in my shoes, what would your plan be?” You will learn a lot about the organization by keeping the questions open-ended and focused on the other person’s ideas. Also, make sure to get the important weekly or monthly meetings on your schedule.

The First 50 Days – Listen, Learn and Diagnose

As a strategic leader, the first 50 days on a job are crucial. You need to gain context, develop key relationships and create positive momentum. Focus on the below building blocks to set yourself up for success.

4. Listen to the voice of the customer

Everyone in an organization has customers, whether they are the end-consumers that purchase services or products , or internal customers that utilize the services and processes of a team. Customers ultimately decide the long-term success of a leader. Listen to their voices early on in a new role. For internal customers, many of the 30-minute conversations should be with customers. If the customers are end-consumers, you can lean on previous research, online reviews, and the views of internal team members. You should also create primary research, including immersing yourself in the frontlines, being a customer, conducting focus groups or a survey, and interviewing customers. By whatever means get the customers’ views on the strengths , opportunities, weaknesses , and issues of the products and services of the team.

5. Build relationships & learn

You need relationships to get things done in organizations. In the first 50 days, relationship building is a core activity. In the beginning, you build relationships by listening and finding commonalities. And, as the days go by, the more you can address peoples’ issues and be a collaborative problem solver, the stronger those relationships will become. Most of what you will learn in the first 50 days will be from others in the organization. Your job is to listen, learn and ultimately synthesize all that you hear to develop hypotheses on the big issues and opportunities.

6. Set the mission & expectations

From day one people are going to be interested in what you think about the organization. The safest path is to set a broad mission quickly and elevate expectations. For a sales team leader, the mission should be about improving the sales funnel to land more customers. For an operations leader, the mission should be about driving the efficiency and effectiveness of the process to deliver an exceptional customer experience. Furthermore, set high expectations for peoples’ work product, innovation , focus on the customer, and solving problems .

7. Set Up your governance

New leaders change organizations largely by making different decisions than previous leaders. In the first 50 days, define the team’s governance . How will decisions be made? In what forum? What are the necessary facts to make decisions? What are the controls for spending money? When are the different team meetings, and what are their agendas? Laying out and quickly implementing new governance will go a long way in improving the decision-making of the organization.

8. Assess the team

If you inherit a team, start assessing them quickly. First, understand their roles, and have them take you through what they do and how they spend their time. Also, get to know their aspirations, what motivates them, their interests, and their ideas. Read their past performance reviews. Then, given their role, begin assessing their strengths, and weaknesses, and use the Skill Will Matrix. You’ll receive a lot of unsolicited feedback from peers, stakeholders, and leaders, but always make your own judgments too.

9. Empower to get the low-hanging fruit & early wins

From day one people look towards a new leader to start creating value , while the leader is simply trying to get up to speed. The earlier you can create and start executing your Prioritization Matrix of ideas the better off you’ll be. To gain momentum start tackling those low-cost and high-value projects .

The most effective way to start creating value is by empowering others. You’ll often find empowerment opportunities during the initial one-on-one conversations, where a team member might say, “Doing XYZ would really help the team.” And, the leader’s response should be, “Well, what would it take to get XYZ done?” Then, the leader should ask the team member, “Could you take on XYZ? What do you need? When do you think you could get it done by?” Getting people to take ownership of opportunities they’ve seen but haven’t acted on is one of the most powerful ways to generate positive momentum and get some early wins.

10. Understand and measure core KPIs

You can abstract the processes and end-products of any team as KPIs . In the first 50 days, understand what KPIs exist, their trends, and what is behind the trends. Then build a path for establishing, measuring, and managing the necessary KPIs that don’t exist. It is essential to make sure you have the right scoreboard to help set goals and measure success.

11. Start problem solving the issues

At the end of the first 50 days, you should have a semblance of a strategy emerging from the ether. That means in the first 50 days; you need to problem solve the significant issues and opportunities. If you have the resources, put a team together a team to parallel a strategy project from day 1. They’ll come up with a solid plan, and it grows people and allows you to evaluate the strength of the team.

In the first 50 days, spend a lot of time on the frontlines, in the trenches with the team helping them problem solve their accountabilities and potential improvements. Utilize coaching and walkabout management to get better context and provide problem solving help with the team. Walkabout management creates solutions, speeds up decision-making and thought processes, establishes mutual respect, and shows how people think.

The Second 50 Days – Develop Strategy, Change, and Execution

The second 50 days in a new leadership role are when everything should come together, and the team begins to pivot into a new strategic direction.

12. Explore & develop big opportunities

By your 50th day, you should have a pretty good handle on your options to drive substantial value. Once you figure out the 2-4 significant opportunities, then you need to start developing them with the team.

13. Get the right people, in the right roles

Once you have clarity on the big opportunities, you should take a deep breath and be honest with yourself about whether or not you have the right people in the right roles. If you don’t, make changes sooner rather than later. If you can develop existing talent then that is a nice plus, but more often than not you’ll have to reconfigure the team and bring in external talent.

14. Collaborate on goals, strategy, and plans

Drive to clear goals, actions, and plans to realize the big opportunities. This step necessitates a high level of collaboration. Involve those accountable for execution , to develop and decide on the BHAGs – Big Hairy Audacious Goals. And, then coach your team on the creation of their strategies and plans.

15. Manage change and focus

At this point, you’ll have to drive fundamental change in people’s behavior. Use the change management model to increase success. Also, ensure the team is laser-focused on the change agenda.

16. Execute & Measure

Keep the focus on execution. Periodically measure the impact of the strategy on the BHAGs (Big, Hairy, Audacious Goals) and the important KPIs. You’ll start getting a rhythm to the execution and begin learning what is working and what needs to be adjusted. At this point, you’ll hopefully begin to see the light at the end of the tunnel. Keep the team focused, energized, and driving impact, and you’ll see them and yourself grow.

Set yourself up for success by following the First 100 Days Game Plan. As always, enjoy the journey and create value!

And, if you are looking for someone to help you create and execute a great 100-day game plan set up some time with me . I really enjoy supporting clients with their transition to new roles and they get the coaching and strategies they need to lead and be successful in their new organization.

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Complete Guide For Preparing Job Interview Presentation With Examples

Making a presentation during an interview can be intimidating! Still, it’s a terrific method for you to highlight your abilities, personality, and suitability for the position and an excellent approach for employers to learn more about your expertise and knowledge.

Your ability to effectively communicate essential information and the quality of your design can frequently make the difference between a failed and successful presentation. No matter how solid your research or ideas are, excessive slides, packed content, and unreadable fonts might turn interviewers off. However, developing an eye-catching presentation can support your expertise and give you more confidence. It is a skill you should invest time in learning.

In today’s blog, we will go through all the components you should include in a presentation for interview and how to deliver them efficiently.

What Is A Job Interview Presentation?

Before seeing what you should include in a presentation for interview, let us discuss what is an interview PowerPoint presentation: 

As your career advances, especially to an executive position, you might be required to give a presentation during an interview. These kinds of presentations help the hiring manager in doing employee performance reviews and let them decide whether you’re worthy of the position. 

You may have to assemble a business plan and present your ideas, finish a task and demonstrate how you approached it, conduct research and submit your findings to a panel, or even give a presentation about why you would be an excellent fit for the position. All these presentations and tasks can be classified as interview presentations as they will convey your knowledge about the industry, organizational skills, communication skills, attention to detail, creativity, and more.

Giving presentations is something that many people find scary, especially when they’re concerned about an interview. However, you might have to do it at some point in your career, so the sooner you learn how to do it, the better. So, in the next section, we will see what an employer expects to see in your presentation for interview. 

What Is the Employer Looking for in a presentation for interview?

The employer searches for a candidate who will stand out throughout the hiring process. They are looking for someone who will blend in with the business culture and who is knowledgeable about their profession. Another method to determine if candidates are qualified for the position is to ask them to give a presentation.

During the interview, your employer might notice the following crucial competencies:

• Your written and vocal communication style
• The way you interact with your audience
• Your profession and industry expertise
• Your capacity to adhere to a brief
• Your capacity for organization
• Your meticulousness

When an employer witnesses a blind presentation, they can additionally note:

• Your ability to function under pressure
• How imaginative you are

In the end, the employer is also determining whether you fulfill the requirements listed in the job description, so make sure to review it while you prepare.

What to include in a job interview presentation template

Here are a few components that you should consider while preparing a powerpoint presentation for interview:

Presentation type and topic

Choose a presentation style before you start getting ready for a presentation. It will impact the kind of template you make. For a virtual slideshow presentation, write a simple slide breakdown or a script for an oral presentation. The technologies used during your interview also influence your presentations. Consider contacting a recruiting manager with any queries before making any preparations if you need clarification on what they anticipate. When given a topic for your presentation, you can plan your study accordingly. Alternatively, suppose you have the freedom to select your topic. In that case, it’s advisable to focus on themes that ignite your passion and align with your expertise, ensuring you can effectively convey your message quickly.

Make a shorter presentation with tons of words, even if you want to impress your potential boss by showing how much effort you put in. Keep it simple with short slides that look good and convey your message. Aim for no more than ten slides, and make everything brief. It guarantees that the material you present will stick in the recruiter’s mind and make you stand out from the other applicants. Some recruiters might even allot a certain amount of time for your presentation; be sure to account for this and stay within it to avoid giving the impression that you lack time management abilities.

Include research findings and quotes from prominent figures in the industry in your presentation if you are performing research for it. It exhibits your business awareness and lends authority to your ideas.

Brand Style

Use the presentation and style of the company. It will demonstrate your diligence in research and draw attention to your brand awareness.

How To Prepare A Presentation For A Job Interview

To prepare a PowerPoint presentation for interview, follow these five steps:

1. Analyze the business

Be sure to research the company you are applying to before submitting your application. By exploring the business, you can incorporate crucial details into your presentation. To learn more about the company’s offerings, application procedure, market size, performance, leadership, and governance, visit their website. Examine news stories, features, and press releases recently covered by the media. If the business has a social media account, review the most recent updates to see the preferred tone and any new advancements.

2. Recognize your target audience

The audience for your interview will probably vary depending on the job you are applying for. It is essential to know who will be at your presentation, their departments, roles, and what they’re good at. For example, suppose you’re applying for human resources. In that case, your presentation will differ from someone applying for a sales or executive role. Hence, it will be more effective if you customize your presentation for the audience. Make a PowerPoint presentation that interests and is relevant to the audience’s technical and non-technical segments.

3. Get notes ready

Make notes on the company or sector you will present for. It’s crucial to be ready to discuss the topic you’ll be given during the interview. The interviewer can gauge your understanding of the more significant business the company works in, so include current industry news in your notes.

4. Adopt a rational framework

Make sure that the format of your presentation is well-organized. An organized presentation makes it easier for your audience to follow along and stay interested. A strong finish, exciting material, and an engaging introduction define a successful presentation. A strong opening grabs the audience’s attention, and your engaging facts persuade them that you are a standout contender.

5. Work on your delivery

Once your presentation is ready, practice delivering it. You can also catch presenting mistakes with proper practice. You can get prepared by using a camera to record yourself. You can also present in front of your friends and solicit their opinions on what went well and what still needs improvement.

How to Deliver Your Presentation For Interview

When delivering a PowerPoint presentation for interview, follow these tips:

• Seek advice
• Recognize your target
• Identify a central idea
• Tell an engaging tale
• Take a strategic stance
• Adopt a constructive mindset
• Get comfortable delivering
• Communicate nonverbally
• Conclude powerfully

1. Seek advice

Ask the recruiting manager for any clarification you might need before you start working on your presentation. Read and review all the directions regarding the presentation first. Ask the hiring team if they would prefer to hear about a particular topic or if you should develop your own if the instructions do not specify one. Next, determine how long you can expect to speak with the hiring team. You can show that you are detail-oriented, receptive to criticism, and have practical communication skills by asking for help.

2. Recognise your target

Find out how knowledgeable the audience is so that you can communicate at a level that is understandable and sophisticated. To better understand the audience and adjust your discussion to your audience’s knowledge, experience, and interests, think about asking for names and positions. Obtaining all your information will help you make your discussion more effective and relevant, raising your candidature rating.

3. Identify a central idea

Be careful to choose a focal point when deciding on a presentation topic. Ensure the audience understands your presentation’s main point by organizing it around a single idea. Reduce the points in your presentation to make it seem comprehensive, well-thought-out, and professionally prepared.

4. Tell an engaging tale

Some of the best ways to organize a presentation are through conventional storytelling techniques , whether you’re talking about a finished project or a highly technical subject. Using a proven method, you can make your message stick in people’s minds and grab their attention. To tell an engaging story, take the following actions:

• Describe the issue.
• Describe the significance of the issue.
• Talk about the difficulties you encountered while trying to find the solution.
• Finish with a powerful impact and resolution.

5. Take a strategic stance

Without being too commercial, use your presentation to establish yourself as the protagonist of your own tale. When feasible, use evidence to support your claims; otherwise, highlight your best traits and the most pertinent experience in your presentation. Seize the chance to show that you are a candidate who can quickly help the organization achieve essential goals.

6. Adopt a constructive mindset

Throughout your presentation, maintain an optimistic attitude while discussing your challenges. Consider emphasizing how you improved a problematic situation or discussing your efforts to overcome difficult circumstances. When appropriate, project an image of being proactive and emphasize your steps to resolve a problem. Let the information and data lead your presentation so the interviewers can grasp your thought processes.

7. Get comfortable delivering

To ensure you leave a positive first impression on the recruiting team:

• Practice your presentation multiple times in advance.
• Try presenting without consulting your notes or reading your script after a few practice sessions.
• Keep track of the time during each practice session to determine the perfect pace.
• Choose the main themes you want to discuss as you review each presentation segment to help it sound more natural and prevent it from coming across as too prepared.

8. Communicate non-verbally

Practice confidently expressing yourself while standing up and speaking. Face the audience directly, have a cheerful look, and smile naturally. To make points, keep your shoulders back and utilize small hand motions. Keep eye contact throughout your job interview PowerPoint presentation, particularly when making a crucial point.

9. Conclude powerfully

Create a memorable conclusion to ensure your presentation is as compelling as possible. A broad, open-ended question that came up throughout your study could be an excellent way to wrap up. A one- to three-word key takeaway that helps your audience recall the presentation’s primary point can also be used to wrap up. Integrating your message with an intriguing quotation next to the organization’s mission, vision, and goals is another effective wrap-up technique. In closing, raise any queries to show you are receptive to criticism and conversation.

Helpful tips For the Job interview Presentation

Here are some tips that you can use during the presentation for interview: 

1. Create the outline

When requested to give a presentation at an interview, you should have enough time to organize it according to a predetermined outline. If the interviewer still needs to provide you with all the necessary information, ensure you know how the process will work out regarding the topic, time limits, available multimedia devices, and participants. Remember that adhering to the brief is a necessary component of the evaluation process, so if you’re requested to do the task in less than or equal to 10 minutes, stay within that amount of time. After you’ve confirmed the nature of the interview, you should begin preparing a presentation that will wow the audience and showcase your qualifications for the post.

2. Establish a framework

Developing a presentation with a coherent framework facilitates the communication of your ideas. A well-considered framework conveys your thoughts intelligibly and concisely rather than jumping from one notion to another. Naturally, an introduction is the ideal place to begin. Set the scene immediately and emphasize how your solution makes a real difference. Next, compose a story using informative statistics and first-hand accounts. It should demonstrate how your skills and expertise help the business achieve its objectives.

3. Improve the visual assistance

Your audience shouldn’t just be able to read the slides from your presentation. They must endorse what you’re saying to keep their attention on you. It entails using fewer wordy slides and increasing the number of images to illustrate your arguments better.

4. Practice For The Job Interview Presentation

Although it may seem obvious, people must practice their presentations long enough. Even if you have a better idea than the other interviewees, there’s a considerable possibility the hiring panel will only understand the relevance of your speech if you convey it well. To find the ideal balance, practice with friends or family and ask for feedback on your areas of weakness.

5. Get ready to adjust

It would be best if you rehearsed to project a powerful presence during your presentation. Still, the hiring panel may try to knock you off balance. Consider potential question topics when you draft your presentation. It might assist you in preparing answers that demonstrate that you have thought through the issue.

6. Pay attention to the little things

Once the creation of your presentation is complete, focus on fine-tuning the minor elements. We’ve already discussed the need to speak deliberately. Still, to project confidence, you should also remember to make eye contact and display open body language. Your presentation will go more smoothly if you are more prepared. Ensure you arrive early on the interview day so you can set up your presentation. Ensure your tech gadgets function properly, bring extra batteries for your remote controls, and allow enough time for a final evaluation.

Lastly, you can ensure you deliver a standout presentation showcasing your most substantial skill sets by giving your job interview presentation more thought and preparation.

Job Interview Presentation Examples:

Here are some job interview presentation examples of a presentation template to assess a candidate’s ability to teach by having them give thesis statements:

What Is A thesis statement?

Introduction.

Brad Cooper

As a seasoned academic writer, I plan to teach English in middle schools. A thesis statement is a crucial sentence that sums up your paper’s central topic. I will define a thesis statement today and give you an example to see what one may look like in an academic work.

Defining a thesis statement

A thesis statement is a sentence that exposes the reader to the primary idea of a paper or essay in the opening paragraph. Your thesis statement is one of the most crucial sentences in your work and one of the first things the reader will see, but it may also be one of the most difficult to compose! 

An example of a thesis statement

It is an illustration of a thesis statement for a literary devices-related English paper: The central premise of this novel is that hardship can lead to triumph with hard effort and perseverance; the author presents this idea through metaphors and foreshadowing.

As I explained in my presentation today, a thesis statement is a paper’s central notion. Since it’s an essential component of the writing process, young children must know this subject as soon as possible. I appreciate your attention to my presentation. Do you have any questions concerning my credentials or the information I provided? I would be happy to help.

Job Interview Presentation Templates

SlideUpLift is well-known for its vast collection of expertly designed PowerPoint templates covering a wide range of subjects and businesses. One notable category within its repertoire is the Job Interview Presentations section. Here, you can find templates explicitly tailored for interview scenarios, enabling seamless presentations during job interviews such as job interview presentation examples. These templates come in various styles, such as making dynamic employee profiles and using the STAR system to highlight skills. 

Interview Resume Presentation PowerPoint Template

The Interview Resume Presentation PowerPoint Template aims to help people with different professional backgrounds increase their chances of getting hired. This template consists of 11 slides, including all the relevant information that a job seeker should include in their resume to seek an excellent job. Job seekers, interns or students, professionals looking for a promotion, independent contractors, consultants, etc. can all use it.

Presentation Agenda PowerPoint Template

The Presentation Agenda PowerPoint template is valuable for incorporating a structured agenda into your job interview presentation. The Agenda Presentation template features four dedicated agendas, providing a clear, organized layout highlighting key topics. The slide can be included in your presentation, allowing you to communicate the issues to be covered effectively. Whether you are outlining the interview process, presenting key points, or discussing specific aspects, this template ensures a professional and visually appealing agenda for a presentation.

Star Job Interview Presentation Template

The Star Interview PowerPoint template adopts a structured format featuring four blocks: Situation, Task, Action, and Results. 

This template is tailored for interviews or presentations using the STAR (Situation, Task, Action, Results) method to assess or communicate experiences. Each block provides dedicated space to articulate the specific Situation, Task at hand, Actions taken, and Results achieved.

30 60 90 Day Plan for Interview PowerPoint Template

A 30 60 90 Day Plan for an interview presentation is a structured outline that illustrates your intentions and proposed actions during the first three months of your employment in a new role. It’s a tool used to demonstrate your understanding of the position, your strategic thinking, and your ability to set goals and achieve them.

Animated Job Interview Presentation PowerPoint Template

This is another amazing resume PowerPoint template for you. The unique thing is that it comes with animations. These Animations make your presentation more exciting and attractive for the audience. Download it and customize it as per your requirements. Add your details, and you are good to go.

With all the information and tips in this detailed article, you can end your worries and prepare for your job interview presentation like a pro . You now possess all the specific presenting advice needed to ace the interview. If the design aspect overwhelms you, peruse our vast collection of PowerPoint Presentation templates and select particular components (such as data charts, shapes, and diagrams) to give your presentation the best visual appeal.

How long should my job interview presentation be?

Aim for a concise presentation, typically lasting 5-10 minutes, to maintain audience engagement.

What's the best way to conclude my job interview presentation?

The best way to conclude your job interview presentation is by summarizing key points, expressing enthusiasm for the role, and opening the floor for any questions from the interview panel.

What should be the key focus of my job interview presentation?

Prioritize showcasing your skills and experiences and how they align with the job requirements and company values.

How can I handle questions during or after the presentation for interview?

Be prepared for questions by anticipating potential inquiries related to your content, experiences, or the role.

How can SlideUpLift benefit me in preparing a job interview presentation?

SlideUpLift provides a wide array of professionally designed PowerPoint templates, including specific templates for job interview presentations. This resource can significantly help you create a standout and impactful interview pitch.

Table Of Content

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Stepping into a Leadership Role? Be Ready to Tell Your Story.

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Hit the ground running with a thoughtful personal pitch.

Stepping into a role as a leader — whether as a seasoned executive or a neophyte supervisor — is both challenging and exciting. How you handle this transition can have a huge impact on your career. You need to hit the ground running not only with your bosses and key stakeholders but also with your direct reports. Research shows that having a 90-day plan with 30-day and 60-day milestones along the way increases your chances of success. But while these plans are great tools, direct reports will evaluate who you are and what you bring to the table long before you hit those milestones. Indeed, they’ll make “sticky” evaluations of you from the very first conversation. That’s why I think you should have a “Day 1” plan, or what I like to call a “new-leader pitch.”

• David Sluss is an associate professor of organizational behavior at Georgia Tech’s Scheller College of Business. Through his research and teaching, he strives to help leaders create personalized and productive relationships at work. Follow him on LinkedIn .

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Blog Human Resources How To Create A New Employee Orientation Presentation

How To Create A New Employee Orientation Presentation

Written by: Jennifer Gaskin Jul 21, 2021

A person’s first few weeks at a new job are a mix of excitement and anxiety as they settle into their new role. Unfortunately, many companies lag when it comes to creating an onboarding plan and getting new hires off to a good start. 

High turnover and poor productivity are common problems that can stem from ineffective orientation and onboarding, but companies that get these tasks right can improve retention by 82% and boost worker productivity by more than 70%.

It’s important to make sure the onboarding materials are informative and clear, but also interesting to go through. Tools like Venngage’s onboarding plan templates can be helpful for HR teams who want to create visually appealing materials.

Check them out and see how you can revamp your onboarding process!

Click to jump ahead:

What is new employee orientation?

What to include in your employee orientation, how to create a successful new employee orientation & onboarding program, company handbooks and presentation examples, onboarding and orientation checklist examples, training and microlearning examples, 3 benefits of successful orientation and onboarding, onboarding resources for remote teams.

New employee orientation refers to the process of introducing a new team member into the workplace. This process generally takes place over the course of a few days to a week and differs from onboarding , which we’ll address in a moment.

Depending on your organization and the team member’s job functions, new employee orientation typically includes some or all of the following:

• Filling out health insurance, tax and other paperwork
• Introductions to coworkers
• Tour of work area or entire facility
• Setting up desk or workstation
• Review of handbook , including key policies and company mission

New employee orientation vs. onboarding

Many companies use the terms orientation and onboarding interchangeably, but they differ in important ways. The easiest way to make the distinction clear is that orientation is a part of onboarding , but the onboarding process extends far beyond basic new employee orientation.

Onboarding can last as long as a year, depending on the role and the organization. At the end of an onboarding period, the team member should be fully trained and integrated into the company culture, and they should have a clear set of goals and expectations for their future at the company.

Read more :  11+ Tips for the Best Employee Onboarding Process

Having a well-structured employee orientation program helps new hires feel welcome, informed and prepared to hit the ground running.

Considering tweaking your new employee orientation? Remember to incorporate these key components:

Company culture and values:

• Welcome message from the CEO or senior leader
• Company background, mission, vision and goals
• Company culture and values

Logistics and practicalities:

• Completing essential paperwork (tax forms, benefits enrollment)
• IT setup and software training
• Policies and procedures overview (e.g., dress code, vacation time, safety protocols)
• Benefits explanation (health insurance, retirement plan, etc.)
• Tour of the workplace and introductions to colleagues

Role-specific training:

• Job description and responsibilities overview
• Manager introduction and mentorship program details
• Team introductions and departmental structure
• Training on relevant software and tools

Additional tips:

• Provide a welcome gift and branded materials
• Include interactive activities and team-building exercises
• Offer opportunities for Q&A and open communication
• Follow up with new hires after orientation to address any questions

How can organizations without strong orientation and onboarding procedures build those programs for their team members? Here are some tips to get you started:

Start early

Waiting to connect until a new team member’s first day on the job means you’ll miss out on important opportunities to create rapport and establish company culture.

Something you can start preparing before a new hire’s first day includes:

Each interaction the new hire has should be considered part of their orientation and onboarding experience. Introduce the new team member via email, Slack or any other  internal communication platforms before they start so the rest of the team already knows a bit about them.

Here’s an example of a template you can use to introduce a new hire to the rest of the team by asking them three fun facts about themselves:

Be practical

Flowery language about your mission is important, but people also need to know where they’re supposed to park and what to expect on their first day. Make sure they know those key action items before their first day.

Break down the first week

Create a schedule of activities for their first several days, up to their first week. Build socialization into this by encouraging teammates to take lunch together or organize a happy hour after their first day.

Keep information digestible

The mass data dump that often happens on a person’s first day at a new job is overwhelming no matter how quickly they can read. Make sure they know the exact amount of reading materials they need to do within a week and that they will get the information they need if they trust the process.

Maintain a focus on the long-term

Yes, people need to know what their schedule is and how many vacation days they get. But if you are investing in orientation and onboarding, you probably want this person to be around for the long haul. If it takes them more than a few days to grasp some process, that’s OK.

Work with new hires to establish goals

Make sure team members get plenty of one-on-one time with supervisors and mentors who can help them settle in, and eventually, the group should work together to establish the employee’s goals for the next 60, 90 and 180 days.

Work with your new hires on this template to help them establish their goals:

With a Business account, Venngage users can access real-time collaboration features. This means that once they’ve added team members to their Venngage account, they can collaborate in real time with their colleagues on any designs:

Be open to feedback

Especially for companies who have previously had a haphazard approach to orientation and onboarding, the first few forays are likely to be imperfect. With every new hire, get their honest feedback about what they found helpful and what could have been better.

Company handbooks are typically given to new hires during the orientation process, but they’re also a good opportunity to do some of the important work of onboarding. Many organizations have hard copies of their handbooks, but PDFs or PowerPoint handbook presentations are also common.

Related :  How to Write an Employee Handbook [Examples + Tips]

Onboarding handbooks and presentations

If you’re looking for a template that will help elevate your handbook materials to something that goes beyond informing people about key policies? Check out these onboarding handbooks and presentations.

Onboarding-focused materials can provide basic information about the company, but they should focus on setting long-term expectations. In this example, one of the first slides covers what should happen in the first day, week and month of the team member’s tenure.

Once you’ve finished your handbook, you can share a public link for free or upgrade to a team account to share a private link with your colleagues:

A paid Venngage account allows you to download templates as PNG or PDF. You can also upgrade to a Business account to export the onboarding handbook in PPT format to use on PowerPoint or Google Slides:

Let’s look at some other examples of employee handbooks you can customize for your new hire orientation:

When creating onboarding materials, it’s important to be upfront about the company’s mission and culture. One good way to do that is to make it personal, as the third slide of this presentation does.

Onboarding-focused handbooks are at their best when they are created from the perspective of a successful team member. Information in these types of handbooks should focus on setting clear expectations about the organization and the team member’s role in it, both today and in the future.

For some organizations, their place in a broad societal context is an important aspect of their culture. Companies with strong corporate social responsibility policies should consider creating an onboarding handbook in which those policies are front and center.

Onboarding-focused handbooks also provide a great opportunity to establish company values with visuals. This example uses friendly, flat icons and a pastel color palette, but by using Venngage for Business, you can ensure your handbook reflects your brand’s story.

Simply go to My Brand Kit to have your logos and brand colors extracted automatically from your website:

Once that’s done, you can apply your branding elements to any of your designs in just one click:

Orientation handbooks and presentations

Orientation is a process best done quickly and efficiently. Pairing the data dump of policies and procedures with good visual design principles can help ensure new hires are well-informed and remain engaged with the information.

New hire presentations that have employee orientation as their key focus should be utilitarian, but that doesn’t mean they have to be boring. Pair information with company policies and striking visuals like stock photos and trendy gradients to keep your audience interested.

As with any other type of visual asset you create, orientation presentations should reflect your brand’s story. In this case, flat illustrations and icons make this design approachable and friendly.

Other brands lend themselves more to bold presentation, and any new hire who encounters this ultra-futuristic orientation handbook will get the clear sense that their new workplace is modern and forward-thinking.

Consider breaking your orientation materials into smaller sections or chapters. This will help your team members refer back to important information without having to flip from page to page.

With Venngage for HR , multiple team members can collaborate and you can ensure your corporate visual identity is applied with My Brand Kit .

A minimalist design like the one above is appropriate for brands of all types and can help ensure the focus is on the important information being shared.

Both for HR teams and new employees, checklists are a good way to ensure nothing falls through the cracks. This is particularly true during the orientation phase when new team members are probably signing important tax, health insurance, retirement and other documentation.

Orientation is a complex task that typically touches many departments within an organization, from IT to human resources to legal. No single person can keep track of every task, so smart HR departments and leaders create orientation checklists to ensure all necessary tasks are completed.

Good orientation isn’t a one-way street, and getting new hires involved in the process can help instill a sense of ownership in their role within the organization. Consider a multi-page checklist like this one that lets both employee and supervisor have input.

Even in small teams, it’s common for multiple veterans in organizations to take a role in new employee orientation. An orientation checklist like this one lets you assign orientation-related tasks to different team members and indicate when each one should be completed.

Make sure the basics are covered when you bring in a new team member with this no-frills orientation checklist.

Training and microlearning materials are important both in orientation and onboarding. In the short term, educational materials help ensure people understand basic job processes. In the long term, training materials and training plans are useful in employee development.

Microlearning is a training method that delivers information over the course of several brief lessons rather than one long span.

Microlearning can boost information retention and avoid overload or burnout. Customize this microlearning presentation to fit your organization.

Make sure your team members, whether they’re new or seasoned vets, have important soft skills like collaboration, in addition to monitoring their development of hard skills related to their job tasks.

Inspire good customer service for team members who deal with the public by customizing this infographic. Update the tips or add your own, and modify the content to speak to what your organization does.

One important aspect of new employee orientation is building the foundation for good work habits. Consider creating a daily activity log that team members fill out to ensure they remain accountable for getting work done.

Use this employee safety training module to help you create materials for new team members as well as materials to ensure everyone in the organization receives ongoing updates and refreshers on safety procedures.

Make sure your sales team orientation, onboarding and development materials are backed by lessons from the success or failure of your organization’s past sales efforts. Use these tips to customize this infographic or create your own from thousands of other templates.

Though orientation and onboarding have their own unique aspects, both are critical parts of ensuring new employees can be successful in their jobs. The benefits of good onboarding and orientation include:

A more satisfying employee experience

New hires who feel that they are left to their own devices are less likely to understand their jobs or feel that they are an important part of an organization. Creating comprehensive orientation and onboarding materials can help set the right tone from Day One.

Building company culture

The majority of organizations that invest in creating a cohesive onboarding experience say new team members are better able to fully become part of the company’s existing culture. One way to do this is to ensure your onboarding materials tell the brand story early and often.

Improving productivity

Companies that have effective onboarding procedures boost retention of new team members by 82% and improve productivity by more than 70%. Poor orientation and onboarding are likely to turn good hires into bad ones.

While many companies shifted to remote work during the pandemic, for some organizations, that shift will be permanent. Meanwhile, many companies were partially or fully remote long before COVID-19. The orientation and onboarding process for remote teams requires some specialized materials.

Remote team members are likely to encounter more systems on which they’ll need to be trained. The lack of direct, face-to-face interaction means they’ll have a harder time getting questions answered as well.

That’s why having in-depth onboarding and orientation materials is crucial, as it provides virtual new hire orientation.

Companies that aren’t fully remote may be interested in dabbling in permitting employees to work from wherever they want. For these companies, it’s critical to ensure certain policies are adopted and well-communicated.

Just as your HR team would share tips for in-office workers to be successful at their jobs, considering create some resource materials to guide remote workers. Infographics like this one are easy to customize for your industry or even for each type of worker.

If your organization shifted to remote work for the pandemic and is planning a return to the office, make sure your entire team knows what’s expected of them and what resources are available.

Start new hires off on the right foot by creating engaging orientation and onboarding materials

With a Business account, teams can engage in real-time collaboration, apply their branding with one click and export files they can bring right into PowerPoint. With these tools, HR team members have no trouble setting new team members up for long-term success.

If you want to see how easy it is to create engaging yet informative orientation and onboarding materials for your new hires, simply sign up for a Venngage account and test out our drag-and-drop editor and fully customizable templates. It’s free to get started.

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100 Day Plan for Leaders New in Role (Examples + Template)

When I dropped my son off at school on his first day of kindergarten, he looked at me and said, “I can’t wait to not be new anymore.” Thinking about the many people changing roles and companies these days, I can’t help but wonder how many may be counting the days until they’re not new anymore, too.

No matter how many years of experience a person has – even the most senior of leaders – being the “newbie” is daunting for most and hard enough that many avoid taking the new job in the first place. Add to it the complexity of the workplace these days – exhausted teams, workforce shortages, supply chain and business disruption, the war for talent, and constantly shifting ways of working and connecting as teams and organizations – being a leader in a new role is even more challenging.

For those talented and brave souls venturing to new roles and opportunities, congratulations. Instead of a new coffee mug or new decoration for your Zoom background (or at least, in addition to it), give yourself the gift of preparedness so you make the most of your first months on the job and set yourself up for success.

Is a 100 Day Plan Necessary for Leaders New in Role?

In short, yes. As a newly appointed leader, it’s easy to fall into the trap of waiting for the dust to settle – for you to get comfortable in your role and get a lay of the land, for your employees and teams to get accustomed to having a new leader before you start making any plans. However, waiting to form your plan means you lose the opportunity to set the right tone from the start by being purposeful, organized, and action-oriented.

What is a 100 Day Plan for New Leaders?

A 100 Day Plan is an action plan to guide executive leaders through their first critical months in a new role – outlining strategies and tactics to identify and engage key stakeholders and to build relationships, understand the business, set goals, and gain traction quickly so you can set up a foundation for long-term success in an organization.

While a plan needs to be customized for each leader – and you can download a 100 Day Plan Template here to get started – our experience points to six critical strategies all leaders can deploy to ace their first 100 days regardless of industry or function.

What should a 100 Day Plan include?

While a 100 Day Plan for executive leaders in a new role can take on many forms and is as unique as the business challenges leaders face, there are some core components that the best plans have. Use this 100 Day Plan example framework as a guide:

• Situation Summary – Outline the current business landscape, strengths, opportunities and other important headlines that capture the context you’re stepping into as the leader in your role. This might include the state of engagement at your organization, cost pressures, how employees perceive you as the new leader and more. Take an employee-centric point of view by key audience segments and then try to understand the challenge they need to overcome in today’s environment. You may need to set up informational interviews with a few key colleagues to help confirm some of your assumptions and to highlight details that you wouldn’t yet know.
• Longer-term: What do you want people to say about you and the business 18 months from now and what are some of the big actions you might consider taking to make your vision a reality?
• Near-term: Where do you want to be 100 days in on the job? What impact do you want to have made and how does that line up with your longer-term goals? List your goals, ensuring there are business metrics and relationship goals.
• Evolve the vision and goals for the organization’s future (if needed)
• Retain top talent
• Know : What facts do they need from me? What new information can I provide them? Examples: Key milestones I’m setting, changes from how the role was previously defined and new priorities / expectations I’m establishing.
• Feel: What do I want to be top of mind when they walk away from meeting with me? What pain point are they currently experiencing that I might be able to begin alleviating? Example: Confidence in the path forward, comfort in their ability to talk to me.
• Do: Is there an action that you need them to take right now? Is there a behavior that you want to see them demonstrate going forward? Example: Share the information you’ve provided them with their team, commit to asking questions and keeping the lines of communication open and adopt a mindset that assumes good intent even when faced with challenges or times of change.
• Key Messages – Articulate what the main messages are that you want to convey as you get to know your various key stakeholders. These may be key themes that you know you want to highlight about your leadership style and vision for the role, high-level examples of how you view your function tying into broader company goals and strategies, or a list of commitments you are making to your staff and the actions you are asking them to take while you settle in.
• Stakeholder Engagement and Communication Plan – Make a plan for how you’ll purposefully reach your stakeholders and how you’ll communicate over time to accomplish your goals. When you consider your stakeholders, think about big “centers of gravity” so you can separate out how to allocate time and where you can have the greatest impact by investing time and energy. Also, consider what key relationships you need to build because they’re critical to establishing bridges and sponsorship across the organization. Look for communication channels that already exist so you can simply plug in without having to build infrastructure – don’t underestimate the value of informal conversations and small group huddles as a powerful vehicle while people are getting to know you.
• Quick Win Tactics – Identify opportunities to generate quick and meaningful wins that demonstrate progress toward your overall goals. It is easy for leaders to get caught up in the long game, focusing on the notable impact they aspire to make within a business, but it’s the small wins along the way that both give you something to celebrate and help your stakeholders appreciate the impact you are already making.
• Measures for Success – Consider how you’ll know when success is achieved. Identify the metrics and how you’ll monitor progress – remember, this is a 100 Day Plan, so the metrics should fit accordingly with that timeline. For example, a measure could be around moving sentiment – such as belief in the company, confidence and optimism in the future, and clarity around where we’re heading and why. Use the progress in your stakeholder engagement and communication plans to show momentum.

Want help getting started? Download our free 100 Day Plan Template .

100 Day Plan Example – Your 3 Month Action Plan

The following is a sample 100 Day Plan that shows how to quickly and strategically build out your approach. You can simply customize this list, or you can use the list for inspiration to develop a more detailed plan in alignment with your or your new organization’s preferred format.

Before you get started:

• Continue to learn as much as you can about the organization and your team
• Have pre-meetings with identified stakeholders to discuss the game plan and listen for key expectations, core issues and opportunities
• Begin to map key stakeholders
• Get briefed on the employee, culture and communication landscape (set up an initial meeting with the Communications team, if possible)
• Consider having an informal visit with your new team over breakfast or lunch
• Prepare your elevator speech and/or your initial message platform
• Create a list for your Listening plans, outlining who all you need to meet with to hear perspectives, observe and tap for insights; set up meetings with key stakeholders (including senior leaders, peers, direct reports and skip-level reports/teams) ; if you don’t yet know their names, list their roles to prompt you to then find out the right point of contact
• Begin your listening “tour;” reinforce that you’re hearing what people are saying and make a point to circle back with anyone who asked a question that you couldn’t answer in the moment
• Connect with Communications and HR partners to understand the company culture and how communication happens
• Set the stage with your team and stakeholders with what to expect these first days and weeks, including what to continue to focus on and do
• Identify key contributors and any key people who are flight risks on your team and engage with them, including conducting stay interviews
• Actively participate in company onboarding so you experience what others also experience
• Continue listening tour
• Work with team members to codify strategy; involve people representing a cross-section of the organization whenever possible
• Identify communication channels you’ll regularly use to share updates on what you’re hearing, doing and thinking in advance of the formal launch of your communications plan
• Finalize your strategy and plan and socialize with key stakeholders for alignment
• Develop a communication plan for playback of listening and to share strategy going forward
• Refresh key messages and leader platform
• Implement communication plan
• Continue a steady cadence of employee listening, and update/amend the plan and messages in real-time based on new, viable insights that come from listening and any key changes within the business or your work environment

6 Strategies to Learn and Lead in Your First 100 Days

From our years of experience working with senior leaders as they navigate being new in their role while leading teams and organizations, we’ve compiled a list of six strategies that will help you learn while leading yourself and others with confidence and credibility.

1. Study up

Learn everything there is about the team or company you’re joining, but also spend the time where it counts so you don’t get caught up in analysis paralysis. Have a game plan leading up to your start date for what you need to know to hit the ground running, what you can learn along the way and how you want to get immersed. There’s plenty you can read online, but there’s so much more you can learn from inside the organization, especially by speaking with those who have the pulse.

Get to know the Communications and HR/People/Culture teams early on because they likely have a wealth of information about employee mindsets, hot-button issues and the best ways to reach and interact with employees. Many Communications teams we work with would be happy to help you know how information flows in the organization and what channels are best for leaders like you to get information and communicate effectively with your teams.

When an incoming senior executive was getting ready to join the organization, we partnered with the Communications team to develop an executive briefing book on the state of the workforce and how communication happens inside the company. There was a briefing meeting, great discussion and an opportunity for the leader to get to know the Communications team as they discussed shared needs and expectations so the leader could get connected and communicate effectively with key audiences. All of this led to a better, more actionable 100 Day Plan.

2. Figure out where to start

The first months are an exercise in drinking from a fire hose. Prioritizing is essential, but it can be hard to know where to start. Many leaders we’ve worked with have found it helpful to have a “working session.” In those sessions, we work with the leader to sort through critical business and communication demands and needs and then map their 100 Day Plan – with a particular eye on the next 30 days. These sessions give the leader a chance to step out of the day-to-day, assess the situation, determine priorities and frame a practical action plan for how to spend their time – always with business outcomes and stakeholder needs in mind. This session also sets the foundation for the key messages to convey and what to communicate and when.

3. Hit the road

Get out of your office . Whether you’re rounding, doing listening tours, road shows or coffees, get in front of as many people as you can so you get to know people across levels and roles in the organization. There’s nothing like being in person to ask questions, surface ideas and stories, read the room, feel the vibe and get a sense of what’s being said (and not said). If you can’t be in person, do your best to hit the road virtually with virtual office visits, coffees and the like. Make a commitment to visit those teams and sites as soon as possible when you can. This one is easy to put on the back burner, so make a point to schedule a set number of meet-and-greets per week to hold yourself accountable.

Asking questions during your onsite or virtual meetings is an important part of your listening. The best leaders lead by listening . They seek to understand, not to judge, and make this a regular part of how they lead. Find out why things are the way they are. Get to know people’s stories. Ask them what gets them excited to come to work, and what pain points or barriers they see and experience that get in the way. Make it about them, while also giving them a window into who you are.

As important as listening is, that doesn’t mean you can’t also share your story. As a leader, people need to know you first before they’ll get on board with your vision or strategy. Help them know who you are as a person and as a leader – what gets you excited, why you want to be a part of the team, how people who know you best describe you, what principles you live by and what brings you joy outside of work. All these things give others a chance to know you, how you tick and how you think about the world, which gives them a chance to have a human connection with you and to be able to help you deliver on your vision.

Another key part of sharing your story is being ready with your elevator speech and core messages. The elevator speech is the main message that you want to convey succinctly to your key stakeholders and audiences. Have your story ready and use it regularly from day one. You may customize this a bit for your various audiences and over time, but there’s power in being consistent overall.

Determining your Elevator Speech as a Leader New in Role

Keep it short and make it conversational. Speak to what your role is and how you’ve been here before in your previous role. Write it out so you’re thoughtful about what you want to convey. This is how many people will first remember you. For example:

Example Elevator Speech 1:

I’ve seen the power of transforming the employee experience and am excited to lead our team as we make it happen here together.

• This says you know employee experience and that you’ve been here before, which speaks to credibility and confidence in the role and where you’re going to take the team.
• This shows that you’re bringing energy and enthusiasm, and that you want to be part of the team because you view yourselves on a common journey aimed at getting results. This is motivating, speaks to a shared end game, and reinforces camaraderie and collaboration.

Example Elevator Speech 2:

Having a child with medical issues, I have immense appreciation for how much work goes into making great healthcare possible . I’m grateful to be part of this team and to partner together with you to improve access to great care for those we serve.

• Self discloses something personal and relatable, and establishes that this is a field of work that the person respects and appreciates.
• Sharing gratitude signals a person with character, humility and heart.
• Speaks to leading the team as colleagues, not subordinates, and that we’re in this together.
• Signals a vision of what’s possible that you want the team to work toward.

For senior-most executives, a best practice is having your own leadership message platform. Much like a “stump speech” for politicians, this is a set of key messages and stories to help you tell your story in a way that connects to your audiences and drives line of sight and engagement. It’s a useful tool for driving message consistency across communications and channels, as well as for saving time preparing for meetings and communications (for both the leader and the communicators who support them).

When leaders are new in role, the method of developing this platform is especially powerful in helping leaders think purposefully about how to articulate their story, their vision and their approach to shaping the strategy.

4. Have a stakeholder engagement and communication plan

The complement to your core messages is an engagement and communication plan. Whether you’re preparing your own, or have the support of your Communications team, this is a must so that you are intentional in your first 100 days (and beyond) about which stakeholders and audiences you are reaching, the best approach to do so and the outcome you want to see.

Take a few minutes to follow this 5-step method to plan your communication:

• OUTCOME: What’s the business goal for your engagement and outreach? As a leader new in role, your business goal may be to keep people focused on the current strategy, while you listen and determine the path forward. Or perhaps you need to stabilize the business and/or team. Whatever the situation, pinpoint what your business outcome is for the first 100 days.
• AUDIENCE: Who are the key audiences you need to engage and where are they coming from? Different audiences will have different perceptions and information needs – and the more you know about each, the more effective you’ll be at connecting with them and ultimately moving them to action. If you discover that you don’t know much about some audiences, it’s a signal you need to go and get to know them more.
• Why (rationale and context)
• What (what’s happening and what to focus on for now)
• When (a sense of timing for what’s happening and what’s to come)
• How (how you’re approaching the coming weeks, how they can help, how you’ll use their insights to develop your action plan)
• Who (who you are, what brings you here, what’s important to you, what they can expect from you and what you expect from them)
• WIIFM (what’s in it for “me” – in other words, what all of this means for them)
• METHOD: What’s the best way to reach them? Map your plan for how to connect with people in ways that foster conversation and the ability to share information freely and candidly. In-person is ideal. Consider where you need one-on-one conversations vs. where small group sessions or larger sessions – such as town halls – can be helpful. Maybe there are feedback channels you want to use or initiate. Consider the mix of methods.
• MEASURE: How do you know if the plan is working? You can learn a lot about what’s working based on the nature of the conversations you’re having, whether you sense people are sharing their views openly and the questions you’re getting. Engage your direct reports and Communications team to share insights and feedback on what they’re hearing. Consider whether informal or formal pulse checks would be useful to get a sense of things as well.

TIP: Having a stakeholder engagement and communication plan is a critical tool beyond your first 100 days, too. The best leaders are always purposeful about how they stay connected with stakeholders and audiences and how they’re showing up regularly through communications.

5. Resist the urge to make change right away

Most leaders are hired to be change agents, so it’s counterintuitive to say don’t come in and change things right away. Even if you think you know what needs to change, try to avoid making big changes in those first 100 days as it can usually cause more harm than help.

Typically, leaders use the first 100 days to listen and formulate an informed strategy, gain key stakeholder buy-in, and then they roll out the strategy in a thoughtful way, so the right audiences are reached at the right time and with the right message. To the greatest extent possible, let others be part of the strategy shaping so it’s the collective plan, not “your” plan alone. WATCH OUT: Without adequate upfront listening in the first 100 days, there’s an assumption that the leader may be uninterested, uninformed or misaligned with the company’s heritage, culture and people. Any which way, it’s a bad look, and it hinders your and the team’s ability to get things done if you come out of the gate with your mind made up about what needs to happen.

There are a few exceptions when making changes in the first 100 days could be the right option. Perhaps there are things you’ve heard and seen that are clearly broken and getting in the way of the employee experience that could be fixed right away and that signal your focus on the people. Or, perhaps something is happening that’s putting the organization at major risk and cannot wait for action. In those cases, immediate change may be the answer to stop the bleeding and/or to signal important and meaningful change right away.

Engage key stakeholders who have institutional perspective in the planning so you’re aware of blind spots or bright spots and leverage your Communications team so what’s communicated is done in the right way and casts a positive light on your approach and intention.

6. Be yourself

All eyes are on you as the new manager or leader, especially those first 100 days, and people are searching for meaning in everything you do (or don’t do). Consider your leadership style and what has served you well and will continue to serve you. Bring that forward with intentionality in how you show up. Check the old habits or ways of working that may not have been as effective at the door. Communicate with purpose.

Lead with heart – knowing that the best leaders today are those who bring authenticity, empathy and humanity to the workplace, so teams can be their best selves and deliver on their mission and goals in the best way.

Empathy is not a “soft” skill

Leaders who practice empathy have more engaged and higher-performing teams, as well as more profitable businesses overall. (Catalyst research study: “The Power of Empathy in Times of Crisis and Beyond,” Sept 2021)

• 79% of US workers agree empathetic leadership decreases employee turnover. (EY Consulting survey, Oct. 2021)
• 85% of employees report that empathetic leadership in the workplace increases productivity. (EY Consulting survey, Oct. 2021)

The Bottom Line

Being an executive leader in a new role comes with big responsibility and a lot of hard work. With the right preparation and thoughtful approach to how you lead and communicate in your first 100 days – and year – you can make your first weeks and months ones that recharge, inspire, motivate and chart the path for great work together to accomplish your goals and strengthen your company’s future.

Don’t feel you need to do this important work on your own. Let those with expertise in these areas partner with you so you can elevate your presence, focus your time where you can have the greatest impact on the business, and achieve the results you want faster and better. If you’d like to discuss ways we can help you get quick wins and plan for long-term impact, contact us today.

—Kate Bushnell

Set the right tone in your new role from the start by being purposeful, organized, and action-oriented with the help of this 100 Day Plan Template. Click the image below to download the 100 Day Plan Template today!

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The Best 30-60-90 Day Plan for Your New Job [Template + Example]

Published: December 06, 2023

I remember my first day at HubSpot. I was so nervous and had a million concerns swimming around in my head.

Will I adapt to my new job? How long will it take for me to get the hang of things? Can I manage the workload and maintain a good rapport with my coworkers?

Fortunately, my outstanding manager at the time prepared a comprehensive checklist to be completed over a few months, and it helped me slowly but steadily adapt to HubSpot. Fast forward a few years, and I'm a rockstar at my job.

The checklist was called a 100-day checklist, but it followed the rhythm of a typical 30-60-90 Day Plan.

A 30-60-90 Day Plan, or something similar, is imperative to the success of a new employee as it helps them set and reach attainable goals and acclimate to their new position.

To help set your new employee, or yourself, up for success, here's what you need to know about crafting the best 30-60-90 Day Plan.

30-60-90 Day Plan

A 30-60-90 day plan lays out a clear course of action for a new employee during the first 30, 60, and 90 days of their new job. By setting concrete goals and a vision for one's abilities at each stage of the plan, you can make the transition into a new organization smooth and empowering.

Learning the nuances of your new role in less than three months won't be easy. But crafting a strong 30-60-90 day plan is your best bet for accelerating your development and adapting to your new work environment as quickly as possible.

You‘d write a 30-60-90 day plan in two situations: during the final stages of an interview and the first week of the job. Here’s how each type can be executed:

Free Sales Training Template

Use this template to set up a 30/60/90 day sales training and onboarding plan.

• 30/60/90 Day Goals
• People to Meet
• Feedback/Review Process

You're all set!

Click this link to access this resource at any time.

30-60-90 Day Plan for Interview

Some hiring managers ask candidates to think about and explain their potential 30-60-90 day plan as a new hire.

As a candidate, this would sometimes confuse me in the past, but I now understand they just want to see if a potential hire can organize their time, prioritize the tasks they likely take, and strategize an approach to the job description.

For a new hire, a well-thought-out 30-60-90 day plan is a great way to help the hiring manager visualize you in the role and differentiate yourself from all other candidates.

But how can you outline your goals before accepting a new job? How are you supposed to know what those goals are? I've found that starting with the job description is an excellent stepping stone.

Typically, open job listings have separate sections for a job‘s responsibilities and a job’s qualifications. Work to find commonalities in these two sections and how you might turn them into goals for yourself.

Then, stagger those goals over three months.

For example, let‘s say a job requires three years of experience in Google Analytics, and the responsibilities include tracking the company’s website performance every month.

I would use these points to develop an action plan explaining how:

• I‘ll learn the company’s key performance metrics (first 30 days)
• Strengthen the company's performance in these metrics (next 30 days)
• Lead the team toward a better Google Analytics strategy (last 30 days)

30-60-90 Day Plan for New Job

The second situation where you‘d write a 30-60-90 day plan is during the first week of a new job, which I highly recommend whether you’re a new employee or a manager working with a new hire.

If you're the hiring manager, this plan will allow you to learn how the new employee operates, address their concerns or preconceived notions about the role, and ultimately help them succeed.

If you‘re starting a new job and are not asked to craft a 30-60-90 day plan during the first week of that job, it’s still a good idea to write one for yourself.

A new position can feel like a completely foreign environment during the first few months, and having a plan in place can make it feel more like home.

Even though 90 days is the standard grace period for new employees to learn the ropes, it's also the best time to make a great first impression.

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

While there's no set length for a 30-60-90 day plan, it should include information about onboarding and training, set goals that you're expected to hit by the end of each phase, and all the people to meet and resources to review in support of those goals. This can result in a document that's 3-8 pages long, depending on formatting.

The purpose of your plan is to help you transition into your new role, but it should also be a catalyst for your career development.

Instead of just guiding you over your job's learning curve, the goals outlined in your plan should push you to perform up to your potential and raise the bar for success at every stage.

HubSpot's Senior Manager of Content (and my former manager) Meg Prater suggests having a solid template for your plan that allows it to evolve.

“Anytime I onboard someone, I review all training docs and ensure they're up to date,” she says. “I also ask for feedback from the folks on the team who have most recently been onboarded. What did they like? What didn't work for them?”

She also says moving the plan to a more interactive platform proved to be helpful to new employees.

“One of the most helpful shifts we've made recently is moving our 30-60-90 plan (or 100-Days Plan) from a static Google Doc to Asana,” she says. “The plan is organized by week, and each task contains relevant readings and links. It's much easier for folks to move through, and it gives me better insight into where folks are in the plan.”

Meg onboarded me when I started at HubSpot, and I can confirm that my checklist in Asana was a game-changer because it helped me stay on task and visually track my progress.

The checklist below isn‘t mine, but it’s one she set up and follows the same format as the one she created for me.

Free 30/60/90 Day Onboarding Template

Fill out the form to get the template., parts of a 30-60-90 day plan.

An effective 30-60-90 day plan consists of three extensive phases — one for days 1-30, one for days 31-60, and one for days 61-90.

Each phase has its own goal. For example, the goal in the first 30 days is to learn as much as possible about your new job.

The following 30 focus on using learned skills to contribute, and the last 30 are about demonstrating skill mastery with metrics and taking the lead on new challenges.

Each phase also contains components that help define goals and describe desired outcomes. These parts include:

The primer is a general overview of what you hope to achieve during the current 30-day period.

I prefer sitting down with my manager to pinpoint a primer that aligns with my goals and desired company outcomes, and I encourage you to do the same.

This ensures you and your manager are on the same page about expectations early on in your journey with the company.

The theme is a quick-hitter sentence or statement summarizing your goals for the period. For example, your theme might be “find new opportunities”, “take initiative,” or “be a sponge.”

Learning Goals

Learning goals focus on skills you want to learn or improve to drive better outcomes at your job. For example, if you're responsible for creating website content at your company, you should learn new HTML or CSS skills .

At the start of my career with HubSpot, some marketing trends and jargon were unfamiliar, and I wasn‘t used to the company’s writing style.

As a result, my learning goals as a new blogger were to become more well-versed in marketing and to adapt to HubSpot's writing style.

Performance Goals

Performance goals speak to specific metrics that demonstrate improvement. These include making one more weekly content post or reducing the revisions management requires.

For example, I was only writing one article per week when I started HubSpot, but it was my performance goal to be able to write multiple articles by the end of 30 days.

Initiative Goals

Initiative goals are about thinking outside the box to discover other ways you can contribute. This might mean asking your manager about taking ownership of new website changes or upgrades with a specific deadline in mind.

Personal Goals

Personal goals focus on company culture — are there ways you can improve relationships with your team members or demonstrate your willingness to contribute?

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How to create a new role at work (and avoid common mistakes)

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What does it mean to create a new role?

What to consider before creating a new role, how to announce the creation of a new role, 4 things you should avoid when creating a new role.

Creating a new role at your company holds infinite possibilities. Learn the pros of creating a new position and how to avoid common mistakes when doing so.

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People want to be given the chance to succeed and grow. If your company is doing its job right, your team will be learning and challenging themselves. Employees grow into leaders by taking on more responsibility. 

Sometimes, people will do this by leaving the organization. If they believe that they’ve hit their peak at the company, they may look for an environment that’s a better value fit or provides more upward potential.

Instead of waiting for a promotion to come around for an employee, you may be able to retain more of your best talent by transitioning an employee to a new role. Creating a new position gives the opportunity to bring nuance to a position and strengthen a department. It rewards the investment of time people have made in your company and team. This sets your organization — and your newly promoted employee — on track for long-term growth and industry success.

But if you’re the employee thinking about leaving, you may want to consider partnering with your leaders to create a new role at work. You may like your company, but feel unsatisfied with your current position. Changing roles within a company allows you to build on what you’ve already accomplished . As someone who is familiar with the company, you can leverage your experience to address pitfalls a newcomer likely won’t see. You also get to maintain your seniority and any benefits you’ve accumulated as a result.

For companies that are in rapid growth phases, creating a new position may be ideal. In the early stages, small businesses and startups often work on a skeleton crew . It’s not uncommon to have “one-person departments” or departments made up of people who were just “pitching in.” Creating new positions as you grow — or moving an employee to another department — reduces the chance of burnout . This increases employee retention of your most talented, loyal employees.

For companies that are in rapid growth phases, creating a new position may be ideal. In the early stages, small businesses and startups often work on a skeleton crew . It’s not uncommon to have “one person departments” or departments made up of people who were just “pitching in.” Creating new positions as you grow — or moving an employee to another department — reduces the chance of burnout . This increases employee retention of your most talented, loyal employees.

Creating a new position at work isn’t something to take lightly. A new job is a commitment on both the part of the employee and the company. 

In addition to the cost of salary and benefits, there are logistical considerations. A major one is the longevity of the new role. Once you shift responsibilities from one job description to another, it may disrupt the operations of your team to try to shift them back.

Here are some ideas to keep in mind before creating a proposal for a new position:

Reasons that justify a new role

1. consistent overload.

Is your team constantly overworked ? Are most people wearing multiple hats? Is overtime an expectation rather than an exception? If all this is true, your team is on the fast track to burnout. Creating a new position can help manage long term growth and improve employee morale.

2. Saving money on freelancers

Are you spending lots of money on contractors? While hiring freelancers or an external agency can be a smart way to streamline your workload, they can be a mixed bag . You may deal with privacy concerns, a lack or industry expertise, or struggle to communicate certain nuances. Managing your contractors can become a full-time job in itself. Replacing them with an employee could be the most efficient and inexpensive option.

3. Keeping the business competitive

Want to know where an organization is going? Look at who they’re hiring. If your competitors are creating new roles or even entirely new departments, beefing up your staff can keep you relevant in the industry. This is especially true as organizations change their hiring practices to reflect new priorities. This might include diversity leadership roles or managers with experience leading remote teams .

4. Providing room for growth

People enjoy feeling that the work they do is rewarding and helping them grow. If your team members are doing things that underutilize their skill sets, it may make sense to hire others to fill that role. This frees seasoned leaders to engage in projects that use their skills more effectively. It improves revenue as less complex tasks are delegated to less costly labor.

Reasons that do not justify creating a new role

1. temporary increase in workload.

Is your company moving into a busy season, taking on a major project, or short-staffed due to multiple leaves of absence? Hold off before creating a new position to cover the demand. While you may be feeling the crunch, short-term challenges don’t necessarily justify long-term solutions. Even if you need additional help, onboarding freelancers, interns, or even a part-time employee might be a better option. 

2. An offer you can’t refuse

If you’re being offered more money for your desired role at another company, that may not be enough incentive to get a new position created for you. If you are considering leaving and want to use the offer for leverage, outline the value that a new position would create for the company. Be sure that you’re willing to move on before you use that as an ultimatum.

3. To keep an unhappy employee

Rewarding hard work and loyalty with upward mobility is a strong retention strategy. However, the move should be mutually beneficial. Talk to the employee first to see if a new opportunity or job description would alleviate their distress. The company may not be a value match. Sometimes they want something that isn't possible or they’re just ready to move on . If that's the case, there’s no sense in creating a new role.

Before you create — or announce — a new role, it’s necessary to sit down with everyone who will be a part of the process. Create a business plan or proposal for the new position . Ask the following questions:

• What skills and core competencies do they need to have?
• Who will they work most closely with?
• How does this role contribute to the overall business strategy?
• What are they responsible for?
• How does this differ from similar roles in this organization?
• What metrics will they use to measure success?

From there, you can begin to establish the specifics of the position. These include job title, part-time or full-time, direct manager, and an estimated salary range. If you can, determine the amount of revenue this new position can generate.

Internal communication:

Once you’ve decided to create a new position, make it public knowledge in the company with internal communication . How you communicate will depend on the role and whether someone is already in mind to fill it. This may involve recruiting internally, sourcing candidates, or sending out a memo. Don’t forget to loop the teams (and managers) most directly affected into the conversation. 

It may be helpful to have a smaller meeting in advance of the announcement. The department welcoming the new person or position is likely to field the most questions about it. They’ll also have the most insight into how to support employees for a successful transition.

Onboarding of the person in the new role

Take enough time for training. Whether you hire externally or you’re helping a current employee transition from one job to another, don’t shortcut the process. It may help to create an employee transition plan that covers the expectations and skills needed for success in the new role. 

If the person is a new hire or someone else has been handling these tasks, outline a timeframe to have responsibility handed over to the new hire.

Checking up on the new role

Once the new hire has settled into their position, don’t abandon them! Check in with them throughout the onboarding process, starting with the first day. 

An ideal timeframe might include check-ins at two weeks, six weeks, and three months, with on-going support from a trainer. Set clear deliverables with the new hire so they know how to measure their own benchmarks and what your expectations are.

Ultimately, the goal of any new role is to increase the organization’s efficiency and revenue. 

It makes sense to take care when designing a new role — or moving an employee from their current role to another. Done well, this can create lasting benefits for both the individual and the team.

Here are 4 common mistakes to avoid when creating a new role:

1. Short-term thinking

How will this role benefit your organization in six months? A year? Five years? Outline a potential career path and long term goals for this position. When considering candidates, take those ideals into account. 

If you imagine the role quickly growing into a full-time position, don't hire somebody who only wants to work part-time. 

2. Blowing the budget

Be sensible about how you budget funds for this new role. Avoid being too optimistic about market growth or potential revenue. 

Hiring someone whose position is only justified by an idealistic income goal will put pressure on everyone. The new hire and the team will feel the pinch on the budget.

3. One-sided decision making

Even if they won’t have the final say in staffing, don't create a new role without talking to everyone involved who will be working with that person. Their input will be invaluable. If you can, get them involved in the interview process. They'll have a better understanding of the skill sets required to be successful in the role and how the new position will improve the company.

4. Putting your new hire in the crossfire

If your company is having internal issues, it might be wise to hold off on hiring anyone new. Don't create a new position to teach your employees “a thing or two.” Even a new supervisor, manager, or executive will rely on the team to get them acclimated to the new role. Introducing them as the tough new “boss” will just set your new hire up to be ostracized, making it harder for them to integrate into the new team.

Creating a new role for yourself or others at your company can be an exciting path forward — or it can be a frustrating waste of time and money. Take care to carefully outline the expectations of the new position. Talking to everyone involved will go a long way towards ensuring a smooth transition.

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Allaya Cooks-Campbell

With over 15 years of content experience, Allaya Cooks Campbell has written for outlets such as ScaryMommy, HRzone, and HuffPost. She holds a B.A. in Psychology and is a certified yoga instructor as well as a certified Integrative Wellness & Life Coach. Allaya is passionate about whole-person wellness, yoga, and mental health.

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Home Blog Presentation Ideas About Me Slides: How to Introduce Yourself in a Presentation

About Me Slides: How to Introduce Yourself in a Presentation

From conference talks to client demos, it’s always essential to include an About Me slide in any presentation you are giving. Introducing yourself early into the presentation helps build a better rapport with the audience.

You can start with several fun facts about me slide to break the ice or go for a more formal professional bio to explain your background and what makes you qualified to talk about the topic at hand. At any rate, your goal is to get the audience on your side by revealing some of your personality. 

How to Introduce Yourself in a Presentation: 4 Approaches 

It’s a good practice to include self-introduction slides at the beginning of your presentation. If you are looking to answer how to introduce yourself professionally, typically somewhere after the title, opening slide , and the main agenda. However, the presentation structure will be somewhat different depending on whether you are presenting to a new audience or a group of people familiar with (e.g., your team, clients, or business partners). 

Here are four about me slide ideas you can try out, plus an About me template you can use to present yourself in a presentation. 

1. Mention Your Name and Affiliations

Start with the introduction basics. State your name, company, title/position, and several quick facts about who you are and what you do. Even if you present to a familiar audience, a brief recap is always welcome. 

To keep things a bit more engaging, consider adding some lesser-known facts about yourself. For example:

• Your interests 
• Recent accomplishments
• Testimonial/quote from a team member 
• Fun nicknames you got 

The above can be nice ice breakers for less formal team presentations, project updates, or catch-ups with clients. 

Here are several unique About Me examples you can try out:

For a client case study presentation : 

“Hi, I’m Lynda, Chief Customer Success Specialist with Acme Corp. (Also, someone you thought was a chatbot for the first few encounters)

47 NPS | 15% Churn Rate | 40% repeat purchase rate”

For a team after-action review presentation :

Mike, Project Manager at Cool Project

(aka Maximizer)

Personal Project stats:

387 Slack messages answered

56 cups of coffee consumed

Project profit gross margin: $1.2 million 

2. Work On Your Elevator Pitch 

One of the best ways to introduce yourself in a presentation is to share a punchy elevator pitch. This works extra well if you are presenting to a new audience. 

An elevator pitch is a concise statement (1-2 sentences) that summarizes your unique strengths, skills, and abilities and explains how these can benefit your listener. 

It’s nice to have one ready for your presentations and networking in general since it helps you immediately connect with new people and communicate your value. 

Writing a solid elevator pitch may require several attempts and iterations. But the sooner you start — the faster you’ll arrive at the best formula! 

To get your creative juices flowing, here are several elevator pitch ideas you can incorporate in an introduction slide about yourself. 

For professionals: 

“Certified Salesforce Administrator, data visualization specialist, and analytics for top SaaS brands. I help businesses make more sense of their data to drive better outcomes”.

For a mentor :

“Adjunct professor of creative writing at Columbia University, published author, former lifestyle editor at Esquire, the New York Times. I can teach you how to find, shape, pitch, and publish stories for web & print.”

For a student: 

“Third-year Marine Biology student at Denver State Uni. Volunteer at Lake Life Protection NGO, climate change activist, looking to expand my research about water conservation”.

3. Answer Popular Questions or Assumptions 

If you are a frequent presenter , chances are you get asked a lot of the same “About Me questions” after your speeches and during the networking bits. So why not address a roaster of these in your About Me slide? Select 4-5 most common questions and list them as quick FAQs on your slide deck. 

4. Focus on Telling a Story 

Strong introductions are personable. They are meant to offer a sneak-peak into your personality and the passion behind your work. That’s why for less formal presentations, you can (and should!) start with a short personal story. 

Remember: reliability is important to “click” with your audience. 

For instance, neuroscience research of political ads recently found that ads featuring real people performed better than those with genetic stock footage. Among viewers, emotional engagement and memory encoding (recall) increased dramatically when political ads showed relatable people. 

The same holds true for commerce. In 2015, GE launched a viral “What’s the Matter With Owen?” video ad series to attract more young talent to the company. The clips featured a relatable protagonist, struggling to explain what his work at GE entails e.g. that the company isn’t building railroads, but actually does some very innovative pilots. Many engineers related to the promo and work applications to GE shoot up by 800% ! 

As the above examples show, a good relatable story can go a long way. So think about how you can make a PowerPoint presentation about yourself more representative of who you really are as a person. 

How to Give a Presentation About Yourself: 4 Fool-Proof Tips

On other occasions, you may be asked to give a full-length “about me” presentation. Typically, this is the case during a second interview, onboarding , or if you are in attending a training program or workshop where everyone needs to present themselves and their work. 

Obviously, you’ll need more than one good about me slide in this case. So here’s how to prepare a superb presentation about me. 

What to Put in a Presentation About Yourself?

The audience will expect to learn a mix of personal and professional facts about you. Thus, it’s a good idea to include the following information: 

• Your name, contact info, website , social media handles, digital portfolio .
• Short bio or some interesting snippets. 
• Career timeline (if applicable).
• Main achievements (preferably quantifiable).
• Education, special training.
• Digital badging awards , accolades, and other types of recognition.
• Something more personal — an interest, hobby, aspiration. 

The above mix of items will change a bit, depending on whether you are giving an interview presentation about yourself or introduce yourself post-hiring. For example, in some cases a dedicated bio slide may be useful, but other times focusing on main achievements and goals can be better.

That being said, let’s take a closer look at how to organize the above information in a memorable presentation. 

P.S. Grab an about me slide template to make the design process easier! 

1. Create a List of “Facts About Me”

The easiest way to answer the “tell me about yourself” question is by having an array of facts you can easily fetch from your brain. 

When it comes to a full-length about me presentation , it’s best to have a longer list ready. To keep your brainstorming process productive, organize all your ideas in the following buckets: 

• Key skills (soft and hard)
• Educational accolades, training
• Accomplishments and other “bragging rights”
• Personal tidbits (a.k.a. fun facts ) 

Once you have a list, it gets easier to build a series of slides around it. 

2. Think Like Your Audience 

Most likely you’d be asked to make a presentation about yourself by a recruiter. There’s a good reason why many ask this — they want to determine if you are a good “cultural fit” for their organization. 

After all, 33% of people quit within the first 3 months of accepting a new job. Among these:

• 43% of employees quit because their day-to-day role was different than what they were told it would be during the hiring process.
• 32% cite company culture as a factor for leaving within the first three months. 

About me presentations often serve as an extra “filter” helping both parties ensure that they are on the same page expectations- and work style-wise. Thus, when you prepare your slide deck, do some background company research. Then try to align the presentation with it by matching the company tone, communication style, and cultural values. 

3. Include Testimonials and Recommendations

Use the voice of others to back up the claims you are making in your presentation. After all, trumping your own horn is what you are expected to do in such a presentation. But the voices of others can strengthen the claims you are personally making. 

Depending on your role and industry, try to sprinkle some of the following testimonials: 

• LinkedIn recommendations
• Quotes from personal or professional references
• Social media comments 
• Data metrics of your performance
• Funny assessments from your colleagues/friends 

The above not just strengthen your narrative, but also help the audience learn some extras about you and your background. Testimonial slides can be of help for this purpose.

4. Include a Case Study 

One of the best ways to illustrate who you are is to show what you are best in. Remember, an about me presentation often needs to “soft sell” your qualifications, experience, and personality. 

One of the best ways to do that is to showcase how you can feel in a specific need and solve issues the business is facing. 

So if you have the timeframe, use some of the ending slides to deliver a quick case study. You can present: 

• Short retrospective of a past successful project
• Before-after transformations you’ve achieved 
• Spotlight of the main accomplishments within the previous role 
• Main customer results obtained
• Specific solution delivered by you (or the team you’ve worked with) 

Ending your presentation on such a high note will leave the audience positively impressed and wondering what results you could achieve for them.

To Conclude 

It’s easy to feel stumped when you are asked to talk about yourself. Because there are so many things you could mention (but not necessarily should). At the same time, you don’t want to make your introduction sound like a bragging context. So always think from the position of your audience. Do the facts you choose to share benefit them in any way? If yes, place them confidently on your About Me slides! 

1. Personal Self Introduction PowerPoint Template

Use This Template

2. Self Introduction PowerPoint Template

3. Meet the Team PowerPoint Template Slides

4. Introduce Company Profile PowerPoint Template

5. Modern 1-Page Resume Template for PowerPoint

6. Modern Resume Presentation Template

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Fact Sheet | Building for the Future Through Electric Regional Transmission Planning and Cost Allocation

FERC’s new transmission and cost allocation rule, Order No. 1920, continues the essential work of the Commission – ensuring a reliable grid – by requiring the nation’s transmission providers to plan for the transmission we know we will need in the future. 

This rule adopts specific requirements addressing how transmission providers must conduct long-term planning for regional transmission facilities and determine how to pay for them, so needed transmission is built. The final rule reflects more than 15,000 pages of comments from nearly 200 stakeholders representing all sectors of the electric power industry; environmental, consumer and other advocacy groups; and state and other government entities. 

The grid rule contains these major elements:

• Requirement to conduct and periodically update long-term transmission planning to anticipate future needs.
• Requirement to consider a broad set of benefits when planning new facilities.
• Requirement to identify opportunities to modify in-kind replacement of existing transmission facilities to increase their transfer capability, known as “right-sizing.”
• Customers pay only for projects from which they benefit.
• Expands states’ pivotal role throughout the process of planning, selecting, and determining how to pay for transmission facilities.

Long-Term Regional Transmission Planning

More specifically, the rule requires each transmission operator to:

• Produce a regional transmission plan of at least 20 years to identify long-term needs and the facilities to meet them.
• Conduct this long-term planning at least once every five years using a plausible and diverse set of at least three scenarios that incorporate specific factors and use best available data.
• Apply seven specific benefits to determine whether any identified regional proposals will efficiently and cost-effectively address long-term transmission needs.
• Include an evaluation process to identify long-term regional transmission facilities for potential selection in the regional plan.
• Include a process giving states and interconnection customers the opportunity to fund all, or a portion, of the cost of a long-term regional transmission facilities that otherwise would not meet the transmission provider’s selection criteria.
• In the event of delays or cost overruns, reevaluate long-term regional transmission facilities that previously were selected in a regional transmission plan.
• Consider transmission facilities that address interconnection-related needs identified multiple times in existing generator interconnection processes, but that have not been built.
• Consider the use of Grid Enhancing Technologies such as dynamic line ratings, advanced power flow control devices, advanced conductors and transmission switching.

How to Pay for Transmission

The grid rule contains these cost-allocation provisions:

• Before applicants submit compliance filings, they must open a six-month engagement period with relevant state entities.
• Applicants must propose a default method of cost allocation to pay for selected long-term regional transmission facilities.
• Applicants may propose, a state agreement process that lasts for up to six months after a project is selected for participants to determine, and transmission providers to file, a cost allocation method for the selected facilities.

Enhanced Transparency, “Right-Sizing” and Interregional Transmission Coordination

The grid rule requires transmission providers to:

• Be transparent regarding local transmission planning information and conduct stakeholder meetings during the regional transmission planning cycle about the local process.
• Identify opportunities to modify in-kind replacement of existing transmission facilities to increase their transfer capability, known as “right-sizing,” when needed.
• Give incumbent transmission owners a right of first refusal to develop these “right-sized” replacement facilities.
• Revise existing interregional transmission coordination processes to reflect the new long-term regional transmission planning reforms. 

Order No. 1920 takes effect 60 days after publication in the Federal Register .   Compliance filings with respect to most of the rule’s requirements are due within 10 months of the effective date, while filings to comply with the interregional transmission coordination requirements are due within 12 months of the effective date.

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Nicolas Cage to Star in Spider-Man Noir Live-Action Series at MGM+, Amazon Prime Video

By Joe Otterson

Joe Otterson

TV Reporter

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Nicolas Cage will once again play Spider-Man Noir, but this time in a live-action series.

Cage is set to star in the live-action show “Noir,” which has been ordered to series at MGM+ and Amazon Prime Video. The series will debut domestically on MGM+’s linear channel followed by a global launch on Prime Video. Variety exclusively reported the series was in development in February 2023, though Cage was not attached at that time.

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Cage previously played Spider-Man Noir in the Academy Award-winning animated film “Spider-Man: Into the Spider-Verse.” This will be the first time the character has been portrayed in a live-action project. Per the official logline, “Noir” will tell the story “of an aging and down on his luck private investigator (Cage) in 1930s New York, who is forced to grapple with his past life as the city’s one and only superhero.”

The show hails from Oren Uziel and Steve Lightfoot, who will also serve as co-showrunners and executive producers. They developed the series with the “Into the Spider-Verse” team of Phil Lord, Christopher Miller, and Amy Pascal, all of whom will also executive produce. Harry Bradbeer will executive produce and direct the first two episodes. Pascal executive produces via Pascal Pictures. The series is produced by Sony Pictures Television and Amazon MGM Studios, with Lord and Miller currently under an overall deal at Sony.

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The role will mark the first regular television role of Cage’s career. He has long been praised for his film work, having won the Academy Award for best actor for “Leaving Las Vegas” and getting a nomination in the same category for “Adaptation.” He is also known for his starring roles in films like “Moonstruck,” “Raising Arizona,” “Face/Off,” and the “National Treasure” and “Ghost Rider” films. His recent projects include “Pig,” “Dream Scenario,” and “Renfield.”

He is repped by WME, Stride Management, and Goodman Genow.

This is now the second Sony-Marvel project to be greenlit at Amazon. It was previously announced that Amazon was moving forward with the series “Silk: Spider Society” from showrunner Angela Kang, with several other shows in the works. It is unknown at this time which other Marvel characters will be featured in the other Amazon shows, though Sony currently controls over 900 such characters associated with the Spider-Man franchise. Sony has released multiple Spider-Man live-action films in the past and currently works with Marvel Studios on the rebooted film franchise starring Tom Holland via Columbia Pictures.

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To date, Sony has also released the live-action films “Venom” and its sequel “Let There Be Carnage” starring Tom Hardy, as well as “Morbius” starring Jared Leto and “Madame Web” starring Dakota Johnson. A third “Venom” film is currently in the works, while Sony is also at work on film versions of characters like “Kraven the Hunter” starring Aaron Taylor-Johnson.

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Artificial intelligence  is being used in healthcare for everything from answering patient questions to assisting with surgeries and developing new pharmaceuticals.

According to  Statista , the artificial intelligence (AI) healthcare market, which is valued at $11 billion in 2021, is projected to be worth $187 billion in 2030. That massive increase means we will likely continue to see considerable changes in how medical providers, hospitals, pharmaceutical and biotechnology companies, and others in the healthcare industry operate.

Better  machine learning (ML)  algorithms, more access to data, cheaper hardware, and the availability of 5G have contributed to the increasing application of AI in the healthcare industry, accelerating the pace of change. AI and ML technologies can sift through enormous volumes of health data—from health records and clinical studies to genetic information—and analyze it much faster than humans.

Healthcare organizations are using AI to improve the efficiency of all kinds of processes, from back-office tasks to patient care. The following are some examples of how AI might be used to benefit staff and patients:

• Administrative workflow:  Healthcare workers spend a lot of time doing paperwork and other administrative tasks. AI and automation can help perform many of those mundane tasks, freeing up employee time for other activities and giving them more face-to-face time with patients. For example, generative AI can help clinicians with note-taking and content summarization that can help keep medical records as thoroughly as possible. AI might also help with accurate coding and sharing of information between departments and billing.
• Virtual nursing assistants:  One study found that  64% of patients  are comfortable with the use of AI for around-the-clock access to answers that support nurses provide. AI virtual nurse assistants—which are AI-powered chatbots, apps, or other interfaces—can be used to help answer questions about medications, forward reports to doctors or surgeons and help patients schedule a visit with a physician. These sorts of routine tasks can help take work off the hands of clinical staff, who can then spend more time directly on patient care, where human judgment and interaction matter most.
• Dosage error reduction:  AI can be used to help identify errors in how a patient self-administers medication. One example comes from a study in  Nature Medicine , which found that up to 70% of patients don’t take insulin as prescribed. An AI-powered tool that sits in the patient’s background (much like a wifi router) might be used to flag errors in how the patient administers an insulin pen or inhaler.
• Less invasive surgeries:  AI-enabled robots might be used to work around sensitive organs and tissues to help reduce blood loss, infection risk and post-surgery pain.
• Fraud prevention:  Fraud in the healthcare industry is enormous, at $380 billion/year, and raises the cost of consumers’ medical premiums and out-of-pocket expenses. Implementing AI can help recognize unusual or suspicious patterns in insurance claims, such as billing for costly services or procedures that are not performed, unbundling (which is billing for the individual steps of a procedure as though they were separate procedures), and performing unnecessary tests to take advantage of insurance payments.

A recent study found that  83% of patients  report poor communication as the worst part of their experience, demonstrating a strong need for clearer communication between patients and providers. AI technologies like  natural language processing  (NLP), predictive analytics, and  speech recognition  might help healthcare providers have more effective communication with patients. AI might, for instance, deliver more specific information about a patient’s treatment options, allowing the healthcare provider to have more meaningful conversations with the patient for shared decision-making.

According to  Harvard’s School of Public Health , although it’s early days for this use, using AI to make diagnoses may reduce treatment costs by up to 50% and improve health outcomes by 40%.

One use case example is out of the  University of Hawaii , where a research team found that deploying  deep learning  AI technology can improve breast cancer risk prediction. More research is needed, but the lead researcher pointed out that an AI algorithm can be trained on a much larger set of images than a radiologist—as many as a million or more radiology images. Also, that algorithm can be replicated at no cost except for hardware.

An  MIT group  developed an ML algorithm to determine when a human expert is needed. In some instances, such as identifying cardiomegaly in chest X-rays, they found that a hybrid human-AI model produced the best results.

Another  published study  found that AI recognized skin cancer better than experienced doctors.  US, German and French researchers used deep learning on more than 100,000 images to identify skin cancer. Comparing the results of AI to those of 58 international dermatologists, they found AI did better.

As health and fitness monitors become more popular and more people use apps that track and analyze details about their health. They can share these real-time data sets with their doctors to monitor health issues and provide alerts in case of problems.

AI solutions—such as big data applications, machine learning algorithms and deep learning algorithms—might also be used to help humans analyze large data sets to help clinical and other decision-making. AI might also be used to help detect and track infectious diseases, such as COVID-19, tuberculosis, and malaria.

One benefit the use of AI brings to health systems is making gathering and sharing information easier. AI can help providers keep track of patient data more efficiently.

One example is diabetes. According to the  Centers for Disease Control and Prevention , 10% of the US population has diabetes. Patients can now use wearable and other monitoring devices that provide feedback about their glucose levels to themselves and their medical team. AI can help providers gather that information, store, and analyze it, and provide data-driven insights from vast numbers of people. Using this information can help healthcare professionals determine how to better treat and manage diseases.

Organizations are also starting to use AI to help improve drug safety. The company SELTA SQUARE, for example, is  innovating the pharmacovigilance (PV) process , a legally mandated discipline for detecting and reporting adverse effects from drugs, then assessing, understanding, and preventing those effects. PV demands significant effort and diligence from pharma producers because it’s performed from the clinical trials phase all the way through the drug’s lifetime availability. Selta Square uses a combination of AI and automation to make the PV process faster and more accurate, which helps make medicines safer for people worldwide.

Sometimes, AI might reduce the need to test potential drug compounds physically, which is an enormous cost-savings.  High-fidelity molecular simulations  can run on computers without incurring the high costs of traditional discovery methods.

AI also has the potential to help humans predict toxicity, bioactivity, and other characteristics of molecules or create previously unknown drug molecules from scratch.

As AI becomes more important in healthcare delivery and more AI medical applications are developed, ethical, and regulatory governance must be established. Issues that raise concern include the possibility of bias, lack of transparency, privacy concerns regarding data used for training AI models, and safety and liability issues.

“AI governance is necessary, especially for clinical applications of the technology,” said Laura Craft, VP Analyst at  Gartner . “However, because new AI techniques are largely new territory for most [health delivery organizations], there is a lack of common rules, processes, and guidelines for eager entrepreneurs to follow as they design their pilots.”

The World Health Organization (WHO) spent 18 months deliberating with leading experts in ethics, digital technology, law, and human rights and various Ministries of Health members to produce a report that is called  Ethics & Governance of Artificial Intelligence for Health . This report identifies ethical challenges to using AI in healthcare, identifies risks, and outlines six  consensus principles  to ensure AI works for the public’s benefit:

• Protecting autonomy
• Promoting human safety and well-being
• Ensuring transparency
• Fostering accountability
• Ensuring equity
• Promoting tools that are responsive and sustainable

The WHO report also provides recommendations that ensure governing AI for healthcare both maximizes the technology’s promise and holds healthcare workers accountable and responsive to the communities and people they work with.

AI provides opportunities to help reduce human error, assist medical professionals and staff, and provide patient services 24/7. As AI tools continue to develop, there is potential to use AI even more in reading medical images, X-rays and scans, diagnosing medical problems and creating treatment plans.

AI applications continue to help streamline various tasks, from answering phones to analyzing population health trends (and likely, applications yet to be considered). For instance, future AI tools may automate or augment more of the work of clinicians and staff members. That will free up humans to spend more time on more effective and compassionate face-to-face professional care.

When patients need help, they don’t want to (or can’t) wait on hold. Healthcare facilities’ resources are finite, so help isn’t always available instantaneously or 24/7—and even slight delays can create frustration and feelings of isolation or cause certain conditions to worsen.

IBM® watsonx Assistant™ AI healthcare chatbots  can help providers do two things: keep their time focused where it needs to be and empower patients who call in to get quick answers to simple questions.

IBM watsonx Assistant  is built on deep learning, machine learning and natural language processing (NLP) models to understand questions, search for the best answers and complete transactions by using conversational AI.

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May 14, 2024

• Rosowsky appointed to new role at Arizona State University

Submitted by Division of Communications and Marketing

David Rosowsky, vice president for research, is leaving K-State in early July to become the senior advisor to the president of Arizona State University.

Rosowsky joined K-State in July 2021 to lead the university's research enterprise by encouraging and facilitating the integration and enhancement of research and scholarly and creative activities across the university's colleges and multiple research centers. During his time at K-State, the university's total extramural awards funding increased to $225 million.

"I am grateful to President Myers for bringing me to K-State and for the opportunity to envision a bold future in which research and economic development were linked," said Rosowsky. "And I am grateful to President Linton for allowing me to be part of his exciting future for this great university. Working with the team in the Office of the Vice President for Research was both an honor and a privilege."

In December 2021, Rosowsky launched K-State's Economic Prosperity Plan to create 3,000 new jobs and $3 billion in additional investments in Kansas by 2029. The plan is a response to a request from the Kansas Board of Regents to demonstrate how Kansas institutions of higher education will contribute to economic prosperity in the state.  To date, the plan has generated 1,699 jobs, with an additional 866 jobs announced or in the pipeline, plus $1.9 billion in secured or planned investments.

A focus area of Rosowsky's is to increase interdisciplinary research. After the launch of the university's Next-Gen K-State strategic plan, Rosowsky announced the Multidisciplinary Hiring Initiative in biomanufacturing. This initiative is underway and creates 12 new faculty positions in biosecurity, biodefense and biomanufacturing technologies. He also launched K-State's Game Changing Research Initiation Program , which builds teams of faculty from across the university to conduct research on the most complex, challenging and important problems facing our world. This was followed by a second program, GRIPex: AI in the Disciplines.

"I appreciate David's work to advance K-State's research enterprise and economic growth across Kansas," said Richard Linton, university president. "His leadership positions K-State research for continued growth and success as we become a next-generation land-grant university."

Rosowsky will also hold the titles of senior fellow in the University Design Institute and foundation professor of engineering at Arizona State University.

In the near future, the university will begin a national search to find a leader who will continue to elevate and grow K-State's research and innovation. A search committee for an internal search for an interim vice president for research has been formed, and details about the search are available online .

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NFL responds to Kansas City Chiefs kicker Harrison Butker's commencement speech urging women to be homemakers

By Christopher Brito

Updated on: May 16, 2024 / 10:49 AM EDT / CBS News

The NFL has responded to Kansas City Chiefs kicker Harrison Butker 's controversial commencement speech at Benedictine College, where he urged women to be homemakers and railed against Pride Month. The league said in a statement to CBS News that it doesn't hold his views. 

"Harrison Butker gave a speech in his personal capacity," said Jonathan Beane, the senior vice president and chief diversity and inclusion officer at the NFL. "His views are not those of the NFL as an organization. The NFL is steadfast in our commitment to inclusion, which only makes our league stronger."

The organization's response comes after backlash over the three-time Super Bowl champion's remarks. In a 20-minute address last weekend at the Catholic liberal arts school, he took aim at Pride Month, women in the workforce, President Biden and abortion. 

Butker, who has made his conservative Catholic beliefs well known, began his address by attacking what he called "dangerous gender ideologies" in an apparent reference to Pride month, which has been celebrated in June since the Stonewall riots in 1969.

View this post on Instagram A post shared by CBS News (@cbsnews)

In a different part of this speech, he said, "Things like abortion, IVF, surrogacy, euthanasia, as well as a growing support for degenerative cultural values in media all stem from the pervasiveness of disorder." He also condemned the president for his handling of the COVID-19 pandemic and for his pro-abortion stance, despite being Catholic himself. 

He later addressed the women in the audience, suggesting that their "most important title" should be that of "homemaker."

"I think it is you, the women, who have had the most diabolic lies told to you," Butker said. "Some of you may go on to lead successful careers in the world, but I would venture to guess that the majority of you are most excited about your marriage and the children you will bring into this world. I can tell you that my beautiful wife Isabelle would be the first to say her life truly started when she started living her vocation as a wife and as a mother."

The kicker also quoted Taylor Swift's song "Bejeweled" while criticizing the Catholic church and its clergy for being "overly familiar" with their parishioners. 

"As my teammate's girlfriend says, 'familiarity breeds contempt,'" Butker said, referencing  Travis Kelce .

Butker received criticism from many online, including former Kansas City commissioner Justice Horn. "Harrison Butker doesn't represent Kansas City nor has he ever. Kansas City has always been a place that welcomes, affirms, and embraces our LGBTQ+ community members," Horn said on social media. 

The Los Angeles Chargers also mocked Butker in their schedule release video , showing him cooking in a kitchen and causing a fire as a Sims character. 

A petition on Change.org has been circulating calling for the dismissal of Butker. It's collected more than 95,000 signatures so far. 

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Christopher Brito is a social media manager and trending content writer for CBS News.

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OpenAI’s GPT-4o Model Gives ChatGPT a Snappy, Flirty Upgrade

Since it launched in late 2022, OpenAI’s ChatGPT has generally fended off suggestions that it has emotions or desires by responding that it’s just an artificial intelligence model. Upgrades announced by OpenAI Monday showed the company apparently trying to make the chatbot act more like a human.

In demos, the new version of ChatGPT was capable of rapid-fire, natural voice conversations, picked up on emotional cues, and displayed simulated emotional reactions of its own.

During a livestream from the company’s headquarters in San Francisco on Monday, Mira Murati, OpenAI’s chief technology officer, announced that ChatGPT will be powered by a new, more powerful AI model called GPT-4o. The model will be available to both free and paid users of ChatGPT via a new desktop app as well as the existing mobile app and web version.

Murati said the GPT-4o model allows ChatGPT to respond more rapidly to voice, image, and video input than OpenAI’s previous technology. In demos, she and other OpenAI employees had fast-flowing conversations with ChatGPT, which answered using a liveley and expressive female-sounding voice and nimbly kept up when interrupted.

ChatGPT adopted different emotional tones during the conversation and at times responded as if it were experiencing feelings of its own. When an OpenAI employee said he had been talking about how “useful and amazing” the chatbot is, it responded flirtatiously, gushing “Oh stop it, you’re making me blush.”

“This just feels so magical, and that’s wonderful,” Murati said, adding, “over the next few weeks we’ll be rolling out these capabilities to everyone.”

At another point in the demo, ChatGPT responded to OpenAI researcher Barret Zoph’s greeting by asking, “How can I brighten your day today?” When Zoph asked the chatbot to look at a selfie of him and say what emotions he was showing, ChatGPT responded, “I’ll put my emotional detective hat on” and warmly said, “It looks like you’re feeling pretty happy and cheerful … whatever’s going on, it looks like you’re in a great mood.”

In a blog post Monday, OpenAI’s CEO, Sam Altman, highlighted the significance of the new interface. “It feels like AI from the movies; and it’s still a bit surprising to me that it’s real,” Altman wrote. “Getting to human-level response times and expressiveness turns out to be a big change.”

OpenAI’s tweaks may make ChatGPT more engaging and popular, but they may also change the way users think about the program.

ChatGPT became a sensation last year thanks to its remarkable ability to answer questions and generate text with what often resembles humanlike understanding. But OpenAI and leading competitors such as Google have so far generally sought to limit the anthropomorphism of their chatbots, by refusing to answer certain types of questions and having models remind users that they are mere computer programs.

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By Reece Rogers

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By Brian Barrett

Despite that caution, the sometimes lifelike repartee of the latest chatbots can tap into users’ emotions. Some companies have adapted the technology to maximize this phenomenon, offering AI companions that role-play different human emotions or are offered as AI girlfriends and boyfriends . Some AI researchers have warned that the long-term implications of deploying programs that mimic and respond to emotions could be unwelcome.

A team at Google DeepMind last month released a research paper exploring the ethical risks that may arise as AI assistants become more capable. Among other things, the researchers warn that such assistants could become highly persuasive and addictive. Last year, a British man pleaded guilty to breaching security at Windsor Castle , saying that a chatbot he had exchanged more than 5,000 messages with had encouraged him to do so.

In addition to snappier conversational skills, OpenAI says its GPT-4o model makes ChatGPT better able to make sense of images, including photos and charts, and can store more information about a user in its “memory” to provide a more personalized experience.

OpenAI says it will make GPT-4o available to users of the free version of ChatGPT, essentially upgrading all users to its most capable AI model.

Google is expected to unveil new AI technologies of its own at the search company’s I/O developer conference starting Tuesday. Competition between companies working on AI seems unlikely to cool down. At the end of today’s OpenAI event, Murati promised that the company would soon be offering more announcements, “on our progress towards the next big thing.”

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Introducing GPT-4o: OpenAI’s new flagship multimodal model now in preview on Azure

By Eric Boyd Corporate Vice President, Azure AI Platform, Microsoft

Posted on May 13, 2024 2 min read

• Tag: Copilot
• Tag: Generative AI

Microsoft is thrilled to announce the launch of GPT-4o, OpenAI’s new flagship model on Azure AI. This groundbreaking multimodal model integrates text, vision, and audio capabilities, setting a new standard for generative and conversational AI experiences. GPT-4o is available now in Azure OpenAI Service, to try in preview , with support for text and image.

Azure OpenAI Service

A step forward in generative AI for Azure OpenAI Service

GPT-4o offers a shift in how AI models interact with multimodal inputs. By seamlessly combining text, images, and audio, GPT-4o provides a richer, more engaging user experience.

Launch highlights: Immediate access and what you can expect

Azure OpenAI Service customers can explore GPT-4o’s extensive capabilities through a preview playground in Azure OpenAI Studio starting today in two regions in the US. This initial release focuses on text and vision inputs to provide a glimpse into the model’s potential, paving the way for further capabilities like audio and video.

Efficiency and cost-effectiveness

GPT-4o is engineered for speed and efficiency. Its advanced ability to handle complex queries with minimal resources can translate into cost savings and performance.

Potential use cases to explore with GPT-4o

The introduction of GPT-4o opens numerous possibilities for businesses in various sectors: 

• Enhanced customer service : By integrating diverse data inputs, GPT-4o enables more dynamic and comprehensive customer support interactions.
• Advanced analytics : Leverage GPT-4o’s capability to process and analyze different types of data to enhance decision-making and uncover deeper insights.
• Content innovation : Use GPT-4o’s generative capabilities to create engaging and diverse content formats, catering to a broad range of consumer preferences.

Exciting future developments: GPT-4o at Microsoft Build 2024 

We are eager to share more about GPT-4o and other Azure AI updates at Microsoft Build 2024 , to help developers further unlock the power of generative AI.

Get started with Azure OpenAI Service

Begin your journey with GPT-4o and Azure OpenAI Service by taking the following steps:

• Try out GPT-4o in Azure OpenAI Service Chat Playground (in preview).
• If you are not a current Azure OpenAI Service customer, apply for access by completing this form .
• Learn more about  Azure OpenAI Service  and the  latest enhancements.  
• Understand responsible AI tooling available in Azure with Azure AI Content Safety .
• Review the OpenAI blog on GPT-4o.

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