how to set the right foundation for new employees...onboarding your new hires– confidential....

Information provided in the Seminar (and all associated materials) entitled “Onboarding Your New Hires” has been researched and reviewed by the HR experts at OperationsInc. The information in this presentation is in part gathered via information available in the public domain, as well as in part the original, copyrighted work of OperationsInc and is protected under U.S. copyright laws. As such, you may not reprint or publish in any format any portion of this presentation without the express permission of OperationsInc. OperationsInc provides the information in this presentation. The information provided herein should not be used as a substitute for consultation with professional human resources, legal, or other competent advisers. Before making any decision or taking any action, you should consult a professional adviser who has been provided

with all pertinent facts relevant to your particular situation.

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Onboarding Your New Hires

April 22, 2016

How to Set the Right Foundation

for New Employees

About OperationsInc

• Human Resources Outsourcing and Consulting firm,

established in 2001 (15+ years)

• Team of 40+ HR professionals who operate as an HR

department for hire, one hour at a time

• Recognized HR subject matter experts

• Support over 1,200 clients + over 8,000 subscribers to our bi-

weekly HR newsletter – The OperationsInc Navigator

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OperationsInc – www.OperationsInc.com

Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.

http://www.operationsinc.com/

The Issues and Concerns • “You never get a second chance

to make a first impression!”

• What happens from offer to day

90 directly impacts the likelihood

a new hire will stay or leave /

succeed or fail

• It’s important to match the

excitement and enthusiasm of the

moment with a professional,

organized, well thought out

process for onboarding a new

hire

3 Onboarding Your New Hires– Confidential. Reproducing this packet is not allowed without express written consent of OperationsInc, LLC.

Delivering the Offer

• Cover things verbally

AND then follow it up in

writing

• Communicate by

phone, noting that

documents are

forthcoming


Delivering the Offer (continued)

• Offer Letter • Outlines the terms and

conditions of employment in

clear, precise language

• At-will statement / Non-

contractual

• Employment Agreement • Used if you feel the need to

provide a contract

• Usually used for more senior

executives, key employees


From Offer Accepted to Day 1

of Employment

Goals

• Covering as much NOW as

possible vs. on the first day

will deliver your new hire to

their new manager more

quickly

• Eliminate need to call a

spouse to secure social

security numbers, doctor

names

6



of Employment (continued)

Goals

• Limits the chances of

chasing someone for

paperwork during their first

few days / weeks of

employment

• Makes the first day about

the new job, not the

paperwork associated with

the new job



of Employment (continued)

Steps to take

• Send all paperwork in advance

• Provide instructions on what is being sent, what to do with each

document

• If benefits start day one, send them that info too • Can provide overview info now for benefits that kick in on day 30 / 60

• Set up a time to talk BEFORE day one, even with the spouse, to answer

questions (email alternatively)

• Have the new hire bring whatever you sent them to their first day

COMPLETED to the extent they can


Additional Preparation for Day 1 The more the newly hired employee knows about what to expect, the better

they will handle their first day

• Provide a schedule in advance

• Where to report

• Who to ask for

• Timing for the day

• Helps to know when they will actually be joining their new department

• Eases the stress on getting paperwork done that morning when they

know expectations

• Provide a checklist of items they need to bring with them on day 1

• Documentation for I-9 completion

• All forms you sent them, completed


Preparation for Day 1 – Office &

Workplace Setup Have a checklist of the things that need to be prepared

in advance of Day 1 and notify those responsible for

handling:

• Desk location

• Computer Equipment

• Network ID

• Email

• Phone

• Badge / ID

• Business Cards

• Office Supplies

• Name Plate


Orientation • The goal – Educate your new hire on:

• Company history

• Products and Services

• Organizational Structure

• Policies and procedures

• HR Programs and Services

• Upcoming Events

• Corporate Culture


Orientation (continued)

• The goal – Educate your new hire on:

• Key members of Management / Staff

• Industry Role / Status / Standing

• Competitors

• Facility Layout / Services

• Use of Equipment

• Pay Schedule / Time sheets or timekeeping

• Dress Policy

• Lunch Options


Coaching Your Managers • Your managers need some guidance

as well on what they should be doing

the first day, week, month

• Timing for when YOU will be done with

the new hire / when they should be

expected • Helps avoid the manager who pokes

their head into your orientation to see

“how much longer?”

• Recommendations on who they should

meet

• Send announcement of new hire to

applicable staff / departments


Coaching Your Managers (continued)

• Extension of YOUR Orientation on services within

the building / area • Bathrooms

• Pantries

• Key players in the department

• Department culture

• Partnering the new hire with the key staff member

• May be more accessible than you

• Grooming for management?


DAY 1 – Sample Schedule • 8:45 a.m.

• Arrival

• 9:00 a.m. to 9:30 a.m.

• Meet with HR to complete forms,

Policy Review

• 9:30 a.m. to 10:00 a.m.

• Provide orientation

• 10:00 a.m. – Deliver to Manager


The First 30 Days

• Goals for the first 30 days

• Meet to discuss handbook and overall check in to see

how things are going

• Collect all forms

• Review first paycheck / stub

• Touch base with Manager to see how things are going

• Same with employee

• Ensure a smooth integration is occurring


Day 90 • 90 Day Post-Hire Interview

• How are things going?

• Think about what we told you

in the interview about us and

the job. How accurate were

we?

• Issues?

• Concerns?

• Question?

• Following up on the above can be

the difference between a future

star and a future resignation


Summary • The difference between retaining someone vs. sending them

out as fast as they came in can come down to how you

onboard

• The investment in the steps as outlined delivers HUGE ROI

when considering the cost of replacing a newly hired resource

• You do not need an HR professional to handle simple laid out

steps

• Ask your recent hires the question “What would you have liked

to been told during your first 30 days?” and then build your

onboarding program off of those answers


Thank You

David Lewis

President / CEO

OperationsInc

(800) 307-5513

[email protected]

www.OperationsInc.com


mailto:[email protected]

http://www.OperationsInc.com

how to set the right foundation for new employees...onboarding your new hires– confidential....

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