Tips to Create an Exceptional and Comprehensive Onboarding Program

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.