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How to Onboard New Employees


Being in charge of onboarding a new employee can put anyone under a lot of pressure. Here's what you need to know to help workers start off strong:

  • Give new hires as much information beforehand as possible. For example, perhaps you can send benefit information and the employee handbook to ease pre-start jitters and allow new hires to acquaint themselves with company culture before they step through the door.
  • All relevant staff members — direct managers and teammates — should be prepared for the hire's first day. All paperwork and tech equipment should be set up and ready to go. A good first impression on day one is an essential step to a successful onboarding.
  • Facilitate integration into the company's culture and community. Block off time to go through everything together to help new employees process information. Fold new workers into your culture to increase their engagement and productivity and lower company turnover.

Avoid these mistakes:

  • Don't give new hires too much too soon — don't overload them with too much work before they are ready.
  • Don't assume new hires understand everything — you can't expect an employee to pick up on all the nuances, buzzwords and procedures involved in a new job after one quick run-through. Even new hires with industry experience should be given a chance to digest all the information they're given.
  • Measure the onboarding process. Measuring the results of your onboarding efforts is the key to improving it. You may want to send out a new hire survey after a month of employment to assess your onboarding process's effectiveness.

Don't let the onboarding process end on the first day:

  • Assign your new hires mentors — someone other than direct managers — to check in with them as they get settled. Mentors can take the new worker out of the office for a cup of coffee or lunch on the company's dime and check in on them throughout their first weeks. It means a lot for new hires to have a friendly face they feel comfortable talking to; long-standing office friendships can start this way.
  • Schedule detailed training sessions in the employee's first week that emphasize and demonstrate the importance of open communication. Check in via email and/or in person. A simple "how's it going" or even sending company or industry news until the person is added to distribution lists lets your new worker feel connected because you're communicating and sharing information.
  • Ensure engagement and involvement long after day one. Today's employees are looking for immersive and interactive communication channels and content libraries. Go beyond just learning tools and paperwork. Let onboarding be seen as a part of career development.

The basic tasks

Of course, no matter what kind of company you have, there are some tasks you have to work into the onboarding process.

  1. Think through and articulate the job descriptions and duties.
  2. Prepare team introductions, work environment explanations and new hire training.
  3. Among the information to impart to new hires: a review of company policies, an introduction to their team and key colleagues, and a tour of the office and workspace.
  4. Get and set up equipment.
  5. Review upcoming schedules.
  6. Ensure all necessary forms are filled out.
  7. Review work hours, job orientation processes, the code of professional ethics and conduct, and safety and security policies.
  8. Explain compensation and benefits.

You may want to discuss the goals, projects and plans for your new hire's upcoming year. Answer any questions and encourage feedback. Onboarding can help you increase retention and make your arriving employee feel as excited as possible to get started in their new role.


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Our firm provides the information in this e-newsletter for general guidance only, and does not constitute the provision of legal advice, tax advice, accounting services, investment advice, or professional consulting of any kind. The information provided herein should not be used as a substitute for consultation with professional tax, accounting, legal, or other competent advisers. Before making any decision or taking any action, you should consult a professional adviser who has been provided with all pertinent facts relevant to your particular situation.The information is provided "as is," with no assurance or guarantee of completeness, accuracy, or timeliness of the information, and without warranty of any kind, express or implied, including but not limited to warranties of performance, merchantability, and fitness for a particular purpose.
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