Have You Created an Onboarding Checklist for New Hires?
If you have not created an onboarding checklist for new hires, you should pay attention. The first months of a new hire’s employment are critical…they shape the new employee’s attitude, understanding, and commitment to the job, the team and the organization. If you are in charge of talent management, it is important your organization is onboarding new talent in a way that makes sense.
A Prove Onboarding Checklist for New Hires
Here is a new hire onboarding checklist of what you need to accomplish in those early months and why your investment in time and money can make a huge difference to the degree of your new employee’s engagement going forward.
Your goal for onboarding new talent should be to get your new hires up to peak productivity as soon as possible at the same time as you assimilate them into the culture and make sure they understand how their role contributes to the overall goals of the organization.
1. The New Hire Information Basics
Your onboarding checklist should include the information basics. When it comes to onboarding new talent, there’s a lot of information for a new hire to learn. New hires need to have clear statements regarding the company’s mission, values and culture; a procedures manual that covers compliance regulations, and pay and compensation timing and guidelines; and an org chart that explains whom to contact, when, why and how.
New hires should also have an overview of the organization’s business, what the company provides in terms of products and services, and who their customers are. You need to introduce them to their co-workers, provide a work space, show how general systems work (email and Intranet) and be sure they receive training on any role-specific systems requirements.
Just do not convey the information via the all-too-common “death by PowerPoint” approach. Smart talent managers use a highly experiential learning approach combined with a robust knowledge management system to effectively and efficiently share the basics.
2. The New Hire’s Role in the First Three Months
On a regular basis during the first three months, new hires should meet with their manager. These one-one-one sessions provide a forum to set and agree upon expectations for job performance, deliverables, and priorities. Consider these crucial months a kind of shake-down cruise when the two work together to establish communication and decision-making preferences as they set goals and track achievement together. This is the time, too, when the new hire begins to work with the team and to learn how they can best contribute to the common objectives.
3. New Hire Development and Assessment Plan
Besides learning where they fit in the company and what their job-specific performance standards are, new hires need to know that there is a clear path ahead.
Every individual should have a development plan that takes into account their own interests, strengths, and motivations. The plan should be reviewed and monitored frequently as goals are reached or adjusted for current business realities. This is the part of talent management that keeps employees engaged, retained and fully committed to their own success and the success of their company.
The Bottom Line
Recent studies show that almost 50% of new hires fail within their first 18 months and that only 19% become high performers. To increase your odds, develop an effective and holistic new hire orientation program that is relevant to new employees, their hiring manager and the business as whole.
If you want more than the onboarding checklist basics, download the 7 New Employee Onboarding Best Practices to Increase Speed to Productivity
4 Steps to Create Strategic Alignment
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Vice President Human Resources
Congratulations on your pro-activity in establishing this program and developing such an effective New Employee Orientation course.
President and Chief Executive Office
The LSA Global team was very receptive and flexible to our needs every step of the way. Their staff and facilitator demonstrated attention to detail, responsiveness, and professional courtesy. The participants were thrilled with the outcome and rated the communication skills workshop and the facilitator as ‘Excellent’. I’d highly recommend working with the LSA Global team to meet your professional development needs.
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LSA has become the gold standard in team building and management training at Genomic Health! I have a hard time finding facilitators that come close to their level of customization, expertise and experience.
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We value our relationship with LSA Global. We came to LSA because we wanted to improve overall behavioral based interviewing capabilities of our managers to increase the probability of both hiring top talent and future leaders. LSA designed a highly customized solution for our business and culture. We are currently rolling out this solution to our leaders. I would highly recommend LSA Global as a top quality resource.
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I’ve been associated with LSA for the last 8 years and have found them to be an extremely professional, well managed full service training organization. Since working with LSA, I’ve participated in a number of solutions ranging from Performance Management to Assertiveness Training – I’ve found that the quality of the resources is superior. They are well prepared and have definitely done a considerable amount of pre-work in order to customize our culture and business into the total learning experience – making it most beneficial for our employees.
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Margaret M. Mader
Vice President, Human Resources
LSA custom designed a Management Development program that is absolutely “on target” for our technical managers. Their facilitator has done a superb job delivering the material in a way that is fast paced, highly interactive, and fun. She presents practical solutions to the people situations that our managers face every day. I regard LSA as an excellent partner that understands our business needs and a virtual member of our HR department.
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HR Program Manager
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Senior Manager, HR Destiny Sales Region
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Vice President of Human Resources
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