Last year's “New Manager Program” met all success criteria. Still, concerns were raised about the effectiveness of the program:

Did the many days in a classroom – away from the team – really create the best possible start for a new manager?
Were the needs of “new managers” similar enough to be addressed by the same program?
Was the program cost-effective?

Analyzing the true needs revealed that the needs were in fact extremely different. Just looking at two characteristics – “new to the company” and “new as a people leader” – created two fundamentally different sets of needs with literally no overlap.

Re-thinking the approach, and bringing Triggerz into the solution, led to a completely new approach based on the following concepts:

Segmenting on 4 key characteristics, the new managers are assigned to one out of 16 programs, matching their individual needs for the first phase
A few days after the start, the programs are fine-tuned in a conversation with the individual's direct manager and HR Partner, and a network of support persons is established
The “control and check-up” culture is replaced by a culture of trust and support: The new managers are in charge – with people around them, available to help them succeed
The solution changes over time, so development focus is gradually broadened from “short-term survival” to general competence development

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