By Batbold Munkhzul
Onboarding Plan for a new hire is to well introduce and familiarizing them with organizational culture, with employee’s job role and with organizational policies. It more involves building an atmosphere in which the agent is fashioned comfortable enough to communicate freely accompanying their colleagues and organize public relationships in the institution.
For example, I like how Twitter welcomes their new hires. Before they attain their table on the primary day, new Twitter personnel have had breakfast with the CEO and been given their employer electronic mail address, an employer T-shirt, and a celebratory bottle of wine. They pass directly to an excursion of the workplace and attend a collection training session, and then they are able to settle into their workspaces, comfortably placed close to key colleagues who can assist and solution questions. A new-hire glad hour with senior management takes location as soon as a month.
Here are some example steps to include in an onboarding process. I have outline four here:
Step 1: The Welcome
Before first day we need to plan an environment that says we’re excited to have you with us and we’re ready for you to join the team.
Ask team members to send a welcome to the team email or message to introduce themselves, offer help, invite them to lunch or a meet-up in the break room.
Set up email and other accounts with generic passwords they can change.
Populate contacts list with coworkers, vendors, and clients they may need.
Populate calendars with meetings, company events and payday.
Have a workstation ready with all the supplies needed.
Plan lunch with the group on the first day. A best practice is to pay for lunch in the so they can start connecting with their peers.
Set up their work area with company pens, tees, tote bags, cups. A little bit of swag goes a long way to making a new employee feel like a part of the team.
Step 2: Cultivating Connections
On day one, offer a few minutes to put away their things and check out their new work space, then start the tour.
Make sure they can navigate to find rest, lunch and break rooms and supplies.
Introducing people. Ask staff members to stop what they’re doing to say hi and welcome to the team.
Don’t limit the welcomes. New hires may get to know their immediate peers right away, but a quick intro to others they might not see regularly provides a sense of the larger team.
Step 3: Plan Meaningful Meetings
Onboarding should be an ongoing process. Who to meet with and how often? Again it depends on the learning curve and the size of the company, but general guidelines:
Team members and non-direct cohorts should meet at least once a week during the first few months. If the new hire works more independently, plan on a half-hour meeting during the first weeks to keep them in the loop and in with the group.
Other team members who aren’t part of the immediate group (marketing that supports design, IT, etc.) should also be on the schedule to meet routinely: possibly once in the first week and then periodically over the next few months. The broader the connections a new hire makes, the more a part of the larger team they will become.
Managers who aren’t directly involved in training should meet with the new hire at least once a week for the first several weeks.
HR should check in during the first week and month at least.
Is everything going to plan?
Are there any questions about benefits or paperwork that need to be addressed?
It’s never too early to start talking about growth.
Step 4: The Buddy System
Having someone to provide training is important. Assign someone who well-represents the company, is enthusiastic and has time and patience to devote to the process. We may need to ask others in the group to help with the buddy’s workload as they help the new hire.
A new hire that lasts on the job benefits the entire group. Everyone has a vested interest to make sure they’re welcomed, learn quickly, and become productive. Some companies even offer ‘buddy bonuses’ to entice team members to become a part of the process. Research shows 87% of companies that use a buddy program during onboarding say it’s effective in fast-tracking new hire proficiency.
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