It’s been noticed that over the past few weeks Maria has been identifying those people with real influence in the organisation. A particularly important strategy for any new hire.

So far she seems to be making an effort to engage with the Sales Director, Project Manager and Company Secretary.

The Sales Director views having the Personnel Manager on his side as being a very useful alliance as he has some changes in mind for the structure of the sales teams and he will need help and advice to implement these correctly.

Developing a network seems to be going well for Maria. There is one fly in the ointment however. She was overheard running down some members of her team to the Sales Manager saying, “I’m not sure how Christine (her assistant manager) would be much help to you, I think she’s overrated. If you need some help, come directly to me”.

I came across a case study that I thought I could share with you as it develops. That is the adventures of Maria during her first six months in her new job.

Maria has volunteered herself to be featured in this blog and it will be interesting to see if she makes the typical mistakes of a new hire and a few “special mistakes” of her own.

Over the months of her job transition we can follow Maria and develop a case study around her.

The story begins:

Maria has landed a job as HR manager at an Insurance brokers employing about sixty people. Her team is made up of five people who are all qualified by examination with the CIPD (Chartered Institute for Personnel Development).

On her first morning she meets with the CEO and discusses the company’s main priorities with HR which is to reduce turnover and increase HR capability. She feels well briefed.