How to Build an Onboarding Program- and Why It Matters

Most of us have experienced a bad onboarding at some point in our career. Whether it’s a chaotic start-up that forgot to order your computer before your first day, or the large corporation that neglects to connect with you on a human level, making you feel unimportant and lost, these kinds of missteps start the employee/employer relationship off on a sour note. 

The data shows that a new-hire’s first 90 days are absolutely crucial in determining their potential for progress with your organization, and Forbes.com says that employees who go through a structured onboarding process are 58% more likely to remain with your organization after three years.

There are a lot of programs out there that claim to provide the ideal onboarding experience through software, outsourcing, etc., but it can be done without spending a lot of money or purchasing yet another software. The key thing is to be consistent and to be considerate. Here is a breakdown you can follow to ensure that your new-hires feel valued, heard, and engaged:

Prehire

• Once they have accepted the offer, send the new-hire a welcome note that tells them where to report to, where to park, the dress code, and what they should bring for their first day.

• Send the new-hire a schedule of what their training will be, so they know what to expect for their first week. 

• Set up the employee’s workstation- make sure they have their company phone, computer, email, and basic office supplies.

First Day

• Tell the receptionist a new employee is arriving, and give them direction on where to send the new employee when they get there.

• Leave a welcome gift on the new-hire’s desk. This could be flowers, company-branded swag, or product samples. 

• Take the new hire on a tour of the workplace, and introduce the new employee to the team, show them the important areas, like the restrooms and break area.

• Have the new-hire’s manager take them out for lunch or coffee to get to know them a bit and answer any questions they may have about the department or the role. 

Week 2

• Invite the new-hire to an informal gathering so they can get to know the team on a personal level.

Week 3

• Have the manager do a 1:1 check-in with the new-hire to go over progress and discuss setting and reaching goals for their 60 and 90 day check-ins.

• Send the employee information about any benefits that they are eligible to enroll in, if that wasn’t a part of their onboarding.

• Send the employee a brief survey (google forms makes this very simple) to gain feedback on their onboarding, and use that feedback to improve the process for future new-hires.

60 Days

• Do a check-in with the employee to see how they are doing, resolve any issues they are experiencing, and remind them of any support resources that the company offers, like an EAP program.

• Ask the employee’s manager to do a 60-day check in with the employee, where they can have an open dialogue about wins, struggles, and provide updates on assigned projects.

90 Days- This is about the average time that an employee has fully transitioned into their new role and has a good understanding of the organization.

• Conduct a Stay Interview (https://www.glassdoor.com/blog/guide/stay-interview/)

• Provide open and honest feedback to the employee about their progress. Make sure to highlight some wins and positive behaviors that have been noticed, along with any areas for improvement. 

• Have the employee’s manager do a check-in meeting and ask the employee how the manager and the company can improve, and what they can do to better support and empower the employee. 

If you follow these steps, you will find that you will have lower turnover, less confusion, and you will be able to identify and solve potential problems early on.

Reach out to Full Spectrum via our Contact page for help structuring your onboarding program, or for a template to use for your stay interviews!