Talent Management: A Checklist for Onboarding New Talent

A picture of a checklist that illustrates the best way to go about onboarding new talent

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.

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
    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. The new hire 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 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, on the team and what their job-specific performance standards are, new hires need to know that there is a path ahead. What are the possibilities for their future with the organization? In what ways can they learn, grow and thrive in their new company? 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.

If you want more than the onboarding new talent basics, download the 7 New Employee Onboarding Best Practices to Increase Speed to Productivity

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Working with LSA Global has proven to be extremely valuable and worthwhile. LSA understands our business, has deep expertise in content areas, and tailors the programs to deliver great results. The facilitator was extremely knowledgeable about Working Globally with India and her energy and passion made the session interesting, fun, and enjoyable for all that attended. The participants walked away extremely pleased along with highly useful practices and tools. I would highly recommend LSA Global to any company that has partners or offices in India.

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Intuit

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I had been working with LSA for many years with my prior company. Currently, I’m with a company who hadn’t done much basic management skills training. After identifying and presenting a program recently, our managers are excited and talking in the halls about the great experience. LSA saves us time in delivering the right training for our needs.

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David Fiano
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On behalf of Roche and my staff I would like to sincerely thank you for your help with this. The English as a Second Language (ESL) assessment and coaching that you provided for our team was a great success.

Cam Greig
Associate Director

Roche

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