Provide welcome pack, handbook, and role-specific documents
2
Assign a mentor or buddy
3
Introduce the new manager to the team
4
Conduct an orientation of company policies, services, and procedures
5
Explain the IT services delivery strategy of the company
6
Provide details of the ongoing and upcoming projects
7
Give an overview of client expectations and objectives
8
Assign first project responsibilities
9
Approval: First Project Responsibilities by Senior Manager
10
Set-up access to necessary software and systems
11
Go through communication and reporting hierarchy
12
Training on company's IT service management tools
13
Explain the process of incident, request and change management
14
Discuss the key performance indicators (KPIs) and service level agreements (SLAs)
15
Approval: KPIs and SLAs by Department Head
16
Explain the performance review process and targets
17
Orientation on emergency procedures and contacts
18
Provide company-wide IT contact list
19
Approval: Onboarding Process by Human Resources
20
Schedule regular check-ins to discuss progression and challenges
Provide welcome pack, handbook, and role-specific documents
Welcome the new IT Service Delivery Manager by providing them with a welcome pack, handbook, and role-specific documents. This task plays a crucial role in setting the tone for their onboarding experience and ensuring they have the necessary resources to understand their role. The desired result is that the new manager feels welcomed and equipped with the information they need to succeed. Additionally, it helps them become familiar with the company's values, culture, and expectations. Are the required resources available?
1
Yes
2
No
Assign a mentor or buddy
Assign a mentor or buddy to the new manager. This task is important for providing support, guidance, and an avenue for the new manager to ask questions and seek advice. The mentor or buddy should be an experienced team member who can help the new manager navigate the company culture and their specific role. Who will be assigned as the mentor or buddy?
Introduce the new manager to the team
Introduce the new IT Service Delivery Manager to the team. This task is crucial for fostering a sense of belonging and building relationships within the team. The desired result is that the new manager feels welcomed and has an opportunity to connect with team members. Who will be responsible for introducing the new manager to the team?
Conduct an orientation of company policies, services, and procedures
Conduct an orientation session to educate the new manager about company policies, services, and procedures. This task is essential for ensuring the new manager understands the organization's guidelines, operational processes, and compliance requirements. The desired result is that the new manager is aware of and aligned with the company's policies and procedures. Were all the necessary policies, services, and procedures covered?
1
Yes
2
No
Explain the IT services delivery strategy of the company
Explain the IT services delivery strategy of the company to the new manager. This task is crucial for ensuring the new manager understands the company's approach to delivering IT services and aligns their actions with the overall strategy. The desired result is that the new manager is aware of and capable of contributing effectively to the IT services delivery strategy. How would you explain the IT services delivery strategy briefly?
Provide details of the ongoing and upcoming projects
Provide details of the ongoing and upcoming projects to the new manager. This task is essential for familiarizing the new manager with the current project portfolio and upcoming initiatives. The desired result is that the new manager understands the scope, timelines, and objectives of each project. Ensure the details are accurate and up to date.
Give an overview of client expectations and objectives
Give an overview of client expectations and objectives to the new manager. This task is important for aligning the new manager's actions with client needs and objectives. The desired result is that the new manager understands the specific expectations and objectives related to client engagements. Provide a brief overview of client expectations and objectives.
Assign first project responsibilities
Assign first project responsibilities to the new manager. This task is crucial for enabling the new manager to start contributing to projects promptly. The desired result is that the new manager has a clear understanding of their responsibilities and can effectively execute their tasks. What are the assigned project responsibilities for the new manager?
Approval: First Project Responsibilities by Senior Manager
Will be submitted for approval:
Assign first project responsibilities
Will be submitted
Set-up access to necessary software and systems
Set up access to necessary software and systems for the new manager. This task is key to ensuring the new manager can perform their job effectively and efficiently. The desired result is that the new manager has the required access privileges and can navigate the necessary tools and systems. Were all the necessary software and systems set up for the new manager?
1
Yes
2
No
Go through communication and reporting hierarchy
Go through the communication and reporting hierarchy with the new manager. This task is essential for ensuring the new manager understands the reporting lines, communication channels, and escalation paths within the organization. The desired result is that the new manager knows who to communicate with and escalate issues to. Was the communication and reporting hierarchy explained to the new manager?
1
Yes
2
No
Training on company's IT service management tools
Provide training on the company's IT service management tools to the new manager. This task is vital for equipping the new manager with the necessary skills and knowledge to effectively utilize the company's IT service management tools. The desired result is that the new manager becomes proficient in using the tools for efficient service delivery. Is the training on IT service management tools completed?
1
Yes
2
No
Explain the process of incident, request and change management
Explain the process of incident, request, and change management to the new manager. This task is important for ensuring the new manager understands the standardized processes for managing incidents, requests, and changes. The desired result is that the new manager can effectively handle incidents, requests, and changes in accordance with the established processes. Provide a brief explanation of the incident, request, and change management processes.
Discuss the key performance indicators (KPIs) and service level agreements (SLAs)
Discuss the key performance indicators (KPIs) and service level agreements (SLAs) with the new manager. This task is critical for aligning the new manager's focus and expectations with the organization's performance goals and customer commitments. The desired result is that the new manager understands the KPIs and SLAs specific to their role. What are the key performance indicators (KPIs) and service level agreements (SLAs) pertinent to the new manager?
Approval: KPIs and SLAs by Department Head
Will be submitted for approval:
Discuss the key performance indicators (KPIs) and service level agreements (SLAs)
Will be submitted
Explain the performance review process and targets
Explain the performance review process and targets to the new manager. This task is crucial for setting performance expectations and providing clarity on the evaluation process. The desired result is that the new manager understands how their performance will be assessed and the targets they need to meet. Provide a brief explanation of the performance review process and targets.
Orientation on emergency procedures and contacts
Provide orientation on emergency procedures and contacts to the new manager. This task is essential for ensuring the new manager is prepared to handle emergency situations and knows whom to contact in such circumstances. The desired result is that the new manager is familiar with emergency procedures and has the necessary contacts readily available. Were the emergency procedures and contacts discussed?
1
Yes
2
No
Provide company-wide IT contact list
Provide the new manager with a company-wide IT contact list. This task is important for facilitating communication and collaboration with IT personnel across the organization. The desired result is that the new manager has a comprehensive contact list to reach out to IT professionals when needed. Is the company-wide IT contact list provided?
1
Yes
2
No
Approval: Onboarding Process by Human Resources
Will be submitted for approval:
Provide welcome pack, handbook, and role-specific documents
Will be submitted
Assign a mentor or buddy
Will be submitted
Introduce the new manager to the team
Will be submitted
Conduct an orientation of company policies, services, and procedures
Will be submitted
Explain the IT services delivery strategy of the company
Will be submitted
Provide details of the ongoing and upcoming projects
Will be submitted
Give an overview of client expectations and objectives
Will be submitted
Assign first project responsibilities
Will be submitted
Set-up access to necessary software and systems
Will be submitted
Go through communication and reporting hierarchy
Will be submitted
Training on company's IT service management tools
Will be submitted
Explain the process of incident, request and change management
Will be submitted
Discuss the key performance indicators (KPIs) and service level agreements (SLAs)
Will be submitted
Explain the performance review process and targets
Will be submitted
Orientation on emergency procedures and contacts
Will be submitted
Provide company-wide IT contact list
Will be submitted
Schedule regular check-ins to discuss progression and challenges
Schedule regular check-ins with the new manager to discuss their progression and address any challenges they may be facing. This task is crucial for providing ongoing support, feedback, and guidance to the new manager. The desired result is that the new manager feels supported and has a platform to discuss their experience, ask questions, and receive guidance. How frequently should the check-ins be scheduled?
