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- Onboarding - The First 90 Days
Onboarding - The First 90 Days
Dave White
September 18, 2024
In This Week’s Issue
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“Sustainable companies are built on passion, persistence, and patience, not just capital.”
Welcome
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Onboarding - So Critical / So Overlooked
Part 2: The First 90 Days
What are some best practices to ensure effective onboarding?  |
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⏰ Prepare for the 1st day
Create a welcoming and productive first day plan
Do not leave too much free time and keep them busy
Create a 90 day onboarding plan and checklist, i
Include a calendar of appointments, events, and expected deliverables
Include specific meetings with team members across the company, self study time, time with HR to set up benefits and the like, and some open time
Talk through the plan with your new employee and follow up with an email
Include the start time and location as well as your expectations for the 1st day
Review the plan with your people and ensure they are prepared
Send a reminder the day before your new employee starts
Connect new employees with experienced employees who can be mentors
Appoint an “onboarding buddy”: A current employee can help new hires acclimate to the company culture and their role
Gather onboarding documents including legal documents and benefits forms
Have their work area set up and ready (if remote, make sure they have what they need
📆 The 1st day sets the stage
The Hiring manager makes the 1st meeting or call
Express your excitement to have them join the team
Set the stage for how independent you expect them to be during onboarding
Answer their questions
Review the day’s agenda and lay the groundwork for the next 90 days
Ensure they have all of the paperwork they need
Everyone greets your new hire and reaches out to them
If in the office, have people introduce themselves, show them around, and introduce them to everyone else. Make the person feel that they are expected and welcome.
If remote, have people attend a video chat to make introductions
Schedule time with your HR function to review the organization, help fill out paperwork, and answer questions
The hiring manager has an extensive meeting during the day
Review the job function, expectations, and goals for their first day, week, month and 90 days
Train them on your business, products, markets and organization
The hiring manager or mentor has the last meeting of the day to review the day and answer questions
📆 The first week and beyond
The Hiring manager continues to be the lead
Meet with your new employee frequently (even when traveling)
Own the agenda and goals and makes changes as needed
Ensure people are showing up for meetings and the agenda is on track
Routinely collect feedback from your team
Ensure all paperwork is complete
Stay close to your new employee to make sure all is on track
Your new employee becomes more independent and can work on their own
Completes projects, demonstrates knowledge and ability to perform
Asks questions and seeks guidance accordingly
Reference Checks
Use reference checks to not only see if the candidate is qualified; use them to get insight into the bast ways to manage them once they join your team.
Ask your candidate for 3 references; a direct manager, a peer, and a customer (internal or external).
Develop and use a written reference form with the questions you want to ask and room to take notes. It is important to document references.
Bonus tip - make sure the person you are calling has enough time for a good reference. If not, set a time that works for them.
👉 Excellent article from Indeed
📙 Recommended Reading
Highly recommended reading offering excellent advice and guidance on helping your startup become more creative and efficient while moving quickly in today’s rapidly changing environment.
Parting Thought
“The best predictor of future behavior is past behavior, and reference checks give you that insight.
You Can Help
Simply reply to this email and let me know what you think. What would you like to see in upcoming issues? Your feedback is appreciated. Dave
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