On boarding is the way you orient and integrate new employees into the organization. On boarding provides employees with an in-depth overview of the organization, the people, the culture, the resources and tools they need to do their job.
On boarding is about creating conditions for success and realizing your investment in the hiring process. Successful on boarding leads to accelerated productivity, improved retention, higher employee satisfaction and employees committed to the organization’s mission and objectives.
It is important to understand that on boarding extends way beyond the first day. The work begins prior to the new employee’s arriving and extends for several months afterwards.
Here are some suggestions for developing an on boarding process. Consider using some or all of these ideas to create a customized checklist for your organization. We divide on boarding up into 4 steps: Preparation, Day-1, The First 90 Days and 90 Days and Beyond.
Preparation
On boarding begins long before the new employee sets foot in the door. Lots of preparation is required for that new employee to feel welcomed and valued.
- Ensure the basics like phone set up and telephone number, system access, computer, and email as well the physical space where the employee will sit are all set up and ready to go.
- Give the new hire a call a few days before they start to welcome them, confirm start date and provide parking information.
- Tell people when the new employee will be starting. Tell them what this person will be doing and whom he or she will report to. Enlist their support in welcoming the new employee and ask that they stop by and to say hello sometime during the first week.
- Consider scheduling periodic lunch meetings with key people in advance.
- Schedule any required training before they arrive.
- Have their business cards available on their desk on their first day.
- Prior to starting, send them information about the company, customers, competitors, the industry etc to start bringing them up to speed more quickly.
Day 1
The Day 1 experience leaves a lasting impression so it’s important the experience is positive. This is where the manager’s attention and involvement are critical.
* Someone needs to greet the new employee when they arrive. Make a big deal about their walking in the door for the first time as an employee. Consider a “Welcome” banner or some other visible sign to make the new person feel welcome.
* Find the highest person possible on the management team to extend a personal welcome. The manager needs to spend time with the employee reviewing the company’s history, mission, vision and values, business goals and strategies, products/services, customers, the culture, the organization structure, their department, their colleagues and job responsibilities and expectations. These topics should all be covered by the end of the first week. All of this information can be put together in a Welcome Packet for the new employee.
- The manager needs to introduce the new hire to their team and others critical to their success.
- The manager needs to take the new employee to lunch.
- The manager needs to review their style and begin the discussions on how they will work with the new employee.
- Arrange for a tour to see work areas, break room/vending, options for lunch – cafeteria/restaurants, mail room, exits, copy/fax machines, restrooms, training/meeting facilities.
- It is critical that the new employee have specific objectives to accomplish in the first 90 days on the job. New employees need to feel like they are contributing and have something to do that matters and makes a difference.
- Take adequate time to review basic tools and resources like the phone system, voice mail, intranet, network access, software, hardware, printers, pagers, email, mail, business cards, IT support, access cards, building security, safety and emergency procedures, phone lists, office supplies,
- Cover all benefits and other matters related to personal comfort – medical plans, dental plans, insurance, pension, service and reward programs, tuition reimbursement, 401k, work hours, flex time, holidays, vacation, sick time, room reservations, smoking, personal belongings, travel policy and expenses, ethical standards, dress code, causes for termination, sexual harassment, accepting gifts.
The First 90 Days
On boarding extends way beyond the first day on the job. The next 90 days are all about building relationship, learning how to get things done and beginning to make a contribution.
- Review need to know HR policies and procedures and explain how to get answers to questions.
- Review the performance management process and how the new employee will be evaluated and when. This includes a discussion on compensation and the compensation philosophy.
- Help the new employee identify groups they need to know and have them set up appointments to meet. It is important to establish cross-functional relationships where there are key interdependencies.
- This is the time when the manager begins coaching the new employee on how to behave so they learn how things get done, are accepted by their colleagues and build strong relationships. The main message to the new employee is to listen, observe and ask more questions before offering advice.
- The new employee should have regularly scheduled meetings with their manager to review progress on objectives and assess how the adjustment is going. Plan for informal lunches where you can get to know each other and build an open and honest working relationship.
- Consider assigning the new employee a “buddy” that they can go to when the manager is unavailable when they have a question or need help.
- Ask the new employee to share observations and inquire about suggestions for improvement they might have. Use this as an opportunity to provide more context about the way things are and coaching on how to successfully implement change.
- Make a point to regularly ask about frustrations or barriers to productivity to encourage open communication and to remove roadblocks.
- Provide periodic feedback and coaching on performance so the employee learns early in the process how they are being perceived.
- Plan once a month new hire gatherings where you can get a collective pulse on what it’s like to join your organization and can build an informal new hire support network.
90 Days and Beyond
In order to retain employees and keep them engaged, the on boarding process needs to continue beyond the first 90-days.
- Continue the monthly new hire meetings and continue to monitor the new hire experience. Are their new ideas being heard? Do they understand where they fit into the big picture? Are they getting adequate feedback? This time could also be used for short training sessions on the business, the industry, current projects etc.
- Conduct a 6-month performance review to provide feedback and gauge the employee’s performance.
- Consider the use of a Mentor outside of the normal chain of command to act as another resource and sounding board for getting help.