Intuit NME Learning Journey

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Re-imagining the New Manager Experience:

A Learning Journey

Jill Coln


Create an environment where the world’s top

talent can do the best work of their lives.


1. Accelerate the business impact of new managers

2. Help managers to live and lead through the Intuit Values everyday

3. Promote a One Intuit mindset

4. Enculturate externally hired leaders into Intuit

The Challenge


How do you support the development of our front-line

leaders and hold them accountable to behavior

change?


Honor What is Unique About Intuit

Culture HistoryValues


Experiment and Use Data to Make Decisions


Changing Behavior is a Journey


Peer Relationships are Critical


In Summary:

Immerse new

managers in a 6 month

journey to practice desired

behaviors and skills

Create an environment where managers learn from each other

and get candid

feedback

Create experience

s that honors what is unique about Intuit

Continually experiment

and use data to improve

the impact


New Manager Essentials: A Six Month Learning Journey

243

65

1

360Pre-

Assessment

1st Face-to-Face

2nd Face-to-Face

Pulse Assessment

Monthly VirtualAccelerator Calls

Monthly VirtualAccelerator Calls

360Post-

Assessment


Reinforcement and Accountability

Complete monthly “Go-Do” assignments to apply

learning on the job

Join monthly coaching calls to reinforce learning, deepen

relationship, and drive accountability

1 32

Create and delegate a stretch assignment to

a member of your team

Meet with stakeholder you need to get alignment with

Ask for feedback from peers. Take away one

action to work on.

Month

Coaching Call with facilitator and table

team

Coaching Call with facilitator and table

team

Final wrap-up virtual session with coach

and table team

Small Groups:

Individualy:

“Hearing how others are putting their learning into practice and having their feedback on situations that I am experiencing is very useful. I learn from their ideas as well as from giving

and receiving coaching.”

-Intuit New Manager


Measuring Impact

How well did participants like the learning process?• Net Promoter Score benchmarked across multiple companies• Post-Journey Feedback Survey

What did they learn? What knowledge and skills were developed or improved?

Coach observation of application of skill during Virtual calls 90-day 360 Pulse Survey to Manager and Participant

To what extent did a change in behavior occur on the job? Pre and post 360 assessment Success Case to capture anecdotal impacts Post 4 month survey with managers of participants

Weak results

StrongResults

Opportunity to improve


Which Statement Below Best Characterizes Your Experience Regarding New Manager

Essentials?

I learned something new, have used it, and have ev-idence to describe the impact

I learned something new, have used it, and expect results (not achieved yet)

Mostly a reminder of what I already knew, but also valuable, motivating, and led to worthwhile results

While I may have learned something new, I have not put it to use yet

This training did not cover anything new or useful

0% 10% 20% 30% 40%

28.6%

36.5%

30.2%

3.2%

1.6%

• Almost all respondents found the learning valuable (95%)

• A majority can already point to evident impact (59%)


Missed Opportunity to Drive Accountability Through Manager’s Manager

Any expectations I had came only from my own thinking

I had some interaction with my boss about my participation, but no dialogue about expectations for results

My boss and I talked generally about how I might benefit from this, but we did not jointly set any expectations

My boss and I jointly discussed and set expectations

0% 10% 20% 30% 40% 50% 60%

51.4%

21.4%

27.1%

0.0%

Over half of respondents had no dialogue with their supervisors to help set expectations


Thank You!

Intuit NME Learning Journey

Documents

Transcript of Intuit NME Learning Journey