On the first day of the new job, my manager gave me an assignment: put together an “MOS” and have a draft ready in two weeks.
As it turns out, the MOS is a critical concept in my new company—and a prime example of how to accelerate learning in a new job.
What is the MOS?
MOS stands for “Management Operating System” and represents the planned systems that help a person drive forward communication, performance monitoring, and continuous improvement. It outlines the key methods a person will use to ensure that they are moving things towards the right targets while involving the right people. A completed MOS document can contain key meetings including one-on-ones, project meetings, quarterly business reviews, or project portfolio reviews. In addition, the MOS helps define the metrics that will determine if work activity is headed in the right direction.
After consulting an internal website detailing the MOS process, I put together a spreadsheet outlining the key meetings I would set up, what my key metrics would be, and how I would manage performance. During the first two weeks, I met with numerous stakeholders, learned more, and factored new knowledge into my draft MOS. I found I was continually updating the document—sometimes several times a day.
Why have new employees build an MOS within the first two weeks?
One of the challenges of a new job is to filter out the most important things from the avalanche of information that is thrown at you. Having new employees prepare an MOS helps them create a mental structure to prioritize and arrange the work, relationships, and performance expectations that accompany new responsibilities. Without delving into learning theory, there is certainly plenty that has been written about the power of sense-making structures to help people grasp complex information faster.
Most importantly, the MOS builds ownership. Nobody handed me a completed MOS. Certainly my own manager would have a very good idea how to build one for my role. The process of creating the MOS helped form a picture of the relationships, challenges, and objectives that I would face. It made the work tangible and got me engaged very quickly.
How do you create structure for learning during on-boarding?
Starting a job in a new company can be one of the most anxiety-causing events in a person’s career. However, we also know that these transitions can be amazing opportunities for personal growth—especially if organizations take steps to structure on-the-job learning in the right way.
When starting a new role, we are hyper-sensitive to the reactions of people—always looking for subtle feedback contained in every interaction that helps us better understand how we are fitting in and what the organization values.
Organizations can build on this natural openness for learning that new employees bring to the first weeks in a role. By providing an MOS or other system to help people make sense of their new organization and new role, you quickly help new employees shift from new-job overload to focused effort and accelerated learning.
What has worked for you? What structures have fueled learning from critical experiences during on-boarding?