Tips to Create an Exceptional and Comprehensive Onboarding Program
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There are the basics – such as having the new hires' first few days
mapped out with meetings with the hiring manager and members of the team. Have their workspace ready for them – business cards on their desk, phone,
laptop up and running. Review their benefits and policies.
In addition to the basics, there are several other things to
consider when assimilating new hires:
- Who are the key stakeholders that the new hire should get to know
over their first 90 days?
- How will they get access to information on the company’s strategy
and goals as well as the strategy and goals for their specific business
line?
-
Is there someone you can assign as a "buddy" who can be the go-to
for questions?
- How will the new hire get access to senior leaders?
- Are there upcoming company meetings they should be invited
to?
- Are there meetings that would help them understand other parts
of the business?
- Who will check in with the new hire and how often? Is there
training the new hire can be a part of during their first 90 days?
An assimilation process does not need to be overly formal or
structured, but does require effort and planning to be successful. New
hires are a great resource for information on what is working and what
isn’t. Plan to check in with the new hire to find out what worked and
what could be improved.
Essential Assimilation To Do's:
- Use a mix of in-person and virtual delivery.
- Utilize case studies and stories to make the culture come alive.
- Arm new hires with business acumen by educating them on the
company’s products, services and key initiatives.
- Weave in company values. Again, use stories and case studies to
bring them to life.
- Start groups or communities within the new hire population – offer
venues to meet and share ideas, learnings and notes as they
are getting up and running.
- Don’t wait until the last minute. Prepare for your new hire: Send
them a welcome letter letting them know about their first day or week.
- Ask your hiring manager to reach out to the new hire during the
period of offer to start date, to welcome them and to let them know what to
expect on the first day.
- Identify mentors to work with new hires. Assign someone who can be a go-to person to answer "the basics."
- Identify other key stakeholders the new hire should get to
know. Get them scheduled to meet within the first few weeks.
Kelly Botto is a partner with Camden
Consulting Group, specializing in the management of Camden’s strategic
coaching programs as well as driving business development and client
relationship management.
Kelly has more than 15 years of
diverse human resources experience, including deep talent management expertise.
Her background is rich in design and implementation of competency-based
performance management programs to align employee and organizational goals;
designing and managing global executive coaching programs to integrate company
cultures in a post-merger environment; and crafting and facilitating employee
and management training workshops.
Before Camden, Kelly held roles
at Dunkin' Brands, Lois Paul & Partners, Omgeo, Thomson & Thomson,
Thomson Financial and Topaz Partners. Kelly has a Bachelor's degree in
Psychology with a Human Relations and Work concentration from Saint Anselm
College.
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