Welcoming Your New Employee
Providing a welcoming, supportive and engaging work environment for each new employee sets the stage for success throughout the employee’s career at the RF. They look to you, their manager, for a clear process to learn the new job and begin contributing quickly to the department and organization. That is why your role is so important in the orientation and onboarding process.
Orientation is more administrative in nature and typically involves the completion of new hire paperwork, enrolling new hires in benefit plans, and setting the new employee up on the company’s payroll. Onboarding, however, has more of a long-term focus and is aimed at identifying training needs, setting performance goals, providing on-going feedback, and ensuring the new employee is a positive contributor to your organization’s success.
The information provided in the Manager Resources section is focused around the Five Phases of an Effective Onboarding Program and incorporates elements of the orientation process. These phases are as follows:
- Pre-Hire Preparation -- From the time of job acceptance to the first day on the job
- At this stage you should be reviewing and customizing the Onboarding Checklist. You should also be identifying a peer mentor, drafting/sending out the Welcome Letter as well as sending out the formal announcement to your department(s).
- New Hire Introductions – Official welcome of your new or transferring employee
- Officially welcoming your new or transferring employee on their first day in the department helps them feel valued and respected. Introduce them to the team, their peer mentor and other key people. The first few weeks are critical in establishing a strong foundation for your newest team member, reassuring them that they have made the right choice in coming to work at the RF. At this stage you should look to provide an overview of the job, coordinate first day logistics (ie: where to meet, where to have lunch, campus tour, who will spend time with them, etc).
- New Hire Orientation – Orientation Power Point sent through RF HR.
- You should be working with HR to ensure a smooth onboarding. RF HR will be reaching out to engage with the new employee on their benefits eligibility and enrollment deadlines.
- Department Orientation – Day One through the successful completion of the 90-day orientation
and evaluation period
- The manager plays a very important role in ensuring the new staff member’s success during the orientation process, particularly in the first 90 days of employment (known as the Orientation and Evaluation Period for New Hires). You are usually the first to have contact with the new staff member and are often the most influential in the development of a new staff member's attitudes and impressions. Frequent communication and engagement between you and the staff member is essential during this stage. The time spent developing and implementing plans for the staff member’s first months on the job will greatly increase the chance for a successful start.
- Throughout the first 90 days, the staff member determines whether or not the position meets their expectations, and you determine whether or not the staff member possesses the knowledge, skills and necessary competencies to perform satisfactorily in the position. During this time, you should observe and monitor performance and provide timely feedback. The staff member should also regularly seek advice, counsel, and feedback on his or her performance from you.
- During this phase you should be setting up the 30,60, and 90 day meetings. You should also be working on setting up their standing meeting with key department personnel, establishing their training plan based on their success in the 30,60, and 90 day check in meetings, and obtain feedback from them on what they need to be successful going forward.
- Ongoing Onboarding – 90 days through at least the first year
- In order to attract and retain high-performers, employees should participate in an ongoing process that is designed to keep them engaged in their jobs and proactive and focused on their development beyond the first 90 days, and even the first year after hire or transfer.
- You should continue to engage with your new hire and complete midyear/annual performance reviews as well as support professional development opportunities.
Getting a new employee off to a good start can make a big difference in their feeling welcomed and, in their effectiveness, and attitude on the job.
Tool and Templates:
Peer Mentor Program and Guidelines
