HP Talent & Learning –
New Manager Learning Experience
Duration
July 2024 - September 2024
Tools Used
Figma
Adobe CC
Miro
Roles & Responsibilities
Project Management
UX Research & Testing
Learning Design Experience
Service Design
Content Design
How might we accelerate the learning experience of Aspiring & New Managers to power them up with the skills they need to thrive in their first 18 months?
The challenges
70%
Their managers has more impact on their mental health than their therapist or doctor.
60%
underperform up to 18 months after taking new responsibilities.
In most cases that’s due to underestimation and inadequate preparation for the transition required to shift from being an individual contributor (IC) to Manager.
FROM
An overwhelming and fragmented learning landscape that managers struggle to navigate.
TO
A simple structured and high-impact learning experience, delivered globally, rooted in practical skills and executed across an 18-month learning journey.
We designed the journey for 3 key audiences.
Aspiring, Key Talent (with a focus on helping Women in Leadership) and New Managers were our target.
Over the course of the project we worked closely and tested ideas with approximately 45 managers representing different levels of experience including director level Managers.
The insight gathered in interviews was themed into 6 insight platforms.
Restless Activators
For Aspiring Managers
Frustrated and restless waiting for a manager role to open, many aspiring managers are not sitting back but are independently seizing opportunities, activating their own networks and creating their own personal development experiences.
For Aspiring and New Managers
Widening the lens
Exceptional employees, who are excellent in their role don’t automatically become exceptional managers. On the other hand, just because someone is a “people person” or “outspoken” doesn’t necessarily make them the right choice either. Getting tangible on what it means to be “high potential” means we will identify talent we might otherwise have missed.
For New Managers
Continuous Learning
We heard that in order to prioritise learning, it needs to be continuous; and that the best way to do this is to create a rhythm. This not only encourages a learning mindset but ensures learning is baked into the DNA of manager’s Business As Usual (BAU).
For Aspiring Managers
Lonely at the top
For New Managers
Driving in the dark
For New Managers
A safe space to grow
Many managers spoke of how lonely the experience of leading a team can be without support. More experienced managers have actively sought out relationships outside their organisations so they can draw on the experiences of an experienced / trusted advisor but new managers without a network may struggle to admit to the need for advice and navigate the challenges themselves.
Without guidance of the expectation of what “good” looks like, managers struggle to know where they are in the journey and how to level up. They default to driving in the dark, navigating the complexities of management without an internal compass to guide their team or know where they are headed.
We heard that learning alone can be tough, especially when it comes to the more difficult parts of managing. Creating a safe space to practise, roleplay, test ideas and gather feedback from your peers means that you don’t have to go into difficult conversations unprepared. Learning through doing makes sure that knowledge is translated into action.