When you have a new hire starting: 9 tips to onboard effectively

Last week I wrote about how to make a good hiring decision. The next important step is to bring that person on board so they feel welcomed, needed and important to the success of the group. In today’s remote world, there are some tactics a manager can use that are still relevant. However, if you are not greeting (or even interviewed) your new hire face to face, there are extra things you need to do to ensure they can start with a purpose.

Unfortunately, too many people get hired and then are left wondering how day one is going to go. Regardless of how robust your Onboarding Program is usually led by Human Resources, the hiring manager plays a big role in this experience.

I have had good onboarding experiences and not so good onboarding experiences. I recall many years ago joining a new organization. Recruiting told me when and where to show up and with what for paperwork and the like. Then, Recruiting had to chase down my manager to come pick me up after completing my paperwork. They couldn’t find her so I sat with the recruiter for a while. She was very gracious and gave me a tour and told me about key initiatives. This was great but I could tell this wasn’t part of her routine that day.

After they finally found my manager, she showed me to my desk and said she was really busy that day so I would have to wait until she was out of meetings to get started. That was it. At least I had a desk. Another time, I was given a temporary desk in a closet. That is a whole other story.  I sat at my desk trying to forage for office supplies, seeing if I could get the phone to work, trying to log into a computer. I had to introduce myself to my colleagues and one of them graciously offered to help me with some of these logistics. 

At the end of the day, my manager came to speak with me only to say that I was not her first choice but the team really liked me and that is why I was hired. Wow....what a nice welcome! That certainly set the tone for our relationship and for my tenure at this company.

Have you ever had this experience? First, I hope not exactly! Or, have you inadvertently created this experience for a new hire where they just sat there waiting for something to happen or someone to come talk with them? I am always shocked how managers don’t block their day and plan for a new hire to start. Sadly, this happens all of the time. I have spoken to many managers who said they actually forgot their new hire was starting. Seriously? First impressions count. New hire turnover is very common and those first days and weeks play into that.

Having an employee turn over in their first months is a costly result. You lose real money if any was spent on recruiting but you also lose time. Re-opening a search and interview process can take months. Below are a few key things managers can do to ensure sitting at a desk and waiting is not the day one experience.

1. Call or email them.

Before your new hire even walks in the door, call or email them about how thrilled you are that they are starting. It is okay to communicate to them after they accept the offer. I have had flowers delivered, a company-logo gift delivered. I have received phone calls or emails welcoming me before I even walk in the door. This is so simple and goes a long way in making the new hire feel special. Many managers wait until the first day. That can be a somewhat long period of time from when you last interviewed them to when they actually start. Shortcut that process and reach out.

2. Clear your day(s).

I know this is extremely simple but clear your calendar when your new hire starts. Be ready and available. They are the most important to-do that day...to ensure they are welcomed and that they were expected. Nothing communicates how unimportant someone is to be forgotten. To arrive with nothing prepared for them — no space, no equipment, no introductions. Clear time through that entire first week every day to at least check in every single day.

3. Assign a Buddy.

I have personally surveyed new hires in my tenure to find that those who had a Buddy assigned — someone to help them get set up, introduced to various people, understand the company and culture — are way more engaged and likely to stay than those who did not have someone assigned. As a manager, you don’t have to do everything. Enrolling someone else on the team or a related team to help is a good way for the new hire to meet others and quickly get up to speed. The buddy can help with technology, whether on site or off site, they can help direct them to websites for help, people to call when they need help, etc. This does not have to fall all on your shoulders as a manager. Select someone to be a buddy and don’t forget to reward them for serving as one.

4. Set up technology, tools and supplies.

Organizations have always struggled with getting the appropriate computer, equipment and access set up day one. Some companies have strict information security policies about when a new hire can have access. Regardless of your policies or processes, get to know them. Request whatever the new hire needs as soon as they accept the offer. IT can be overwhelmed so get your requests in as soon as possible. Tight turn-around times can be accommodated but it is better to do this right way to ensure a laptop, soft phone, software access or whatever can be available for them on day one. Sometimes, it is difficult to remember everything someone needs to be productive. The manager and buddy should work together to create a list to help drive everything that needs to be requested. Not always, but usually, the hiring manager has some responsibility to get their new hire properly equipped. There is nothing worse than starting a new job only to not have a computer or access to anything that will help you get started.

5. Create a schedule for them.

Something else I see skipped often is creating some kind of week one or so schedule for them. Even senior people don’t know who to connect with about what. Get meet and greets on the calendar for them. Set up coffees and lunches...even if you are remote these days. Ensure people turn on their cameras to say hello. Not every minute of every day needs to be accounted for but meeting clients - internal or external, partners, colleagues, leaders is an important part of coming on board. Attending important meetings right at the start can be helpful as well. 

6. Use your team meeting to introduce them.

Another basic, right? Well...yes. But, there are fun ways to do this. Don’t just ask them to say who they are and little about themselves. Use an icebreaker so everyone gets to know one another. Type in “Team Icebreakers” into an internet search and many will be returned to you. Have them share using visuals how they would describe themselves and what they love to do. Ask them to share what led them to take the job and what they look forward to. Set this up within their first 1-2 weeks.

7. Get them on a project right away.

Even if the new hire doesn’t know everything about the company or culture yet, get them on a project right away. Get them learning and contributing quickly...even if it just to ask questions or review something someone else did. The quicker you get them working, the quicker they will feel like they are adding value. Start small if you want but find something quickly. Ask them to review an internal process and give their recommendations. This is always a good way to introduce them to the group’s work.

8. Get them involved in the culture/organization.

Scheduling time with colleagues via a formal schedule is a good way to help them meet others. Learning the culture and values of an organization can be more challenging in our current remote world. Sometimes culture is best felt by walking the hallways and observing people interacting. So, how do you acquaint a new hire with the culture if they have never walked through a hallway? HR may have training and programs to help do this. If they don’t, then, set up two things: 1) Have them shadow a colleague for a bit and ask them to observe how people interact, how decisions are made. 2) Connect them with informal or formal leaders to share stories of success and failure. The best way to get connected to a culture is through stories and through leaders. If you have social groups or volunteer activities, make sure they know about them. This is another way to get connected to the culture and others.

9. Share expectations within 30 days.

While you are engaging them with people and activities, be sure to share their performance expectations at the end of 30 days. Many new hires may also have required training or other activities they must complete coming in so make room for those. The most important factor for any employee but especially for new hires is to know what is expected of them. They may be able to contribute to this but, more than likely, you will need to set the initial goals for them. They can always change but helping the new hire understand their role and purpose as soon as possible will help them feel part of the team.

Hiring someone takes a lot of work. No lie. Managers will spend a number of hours interviewing, selecting and onboarding their new hire. This is important work for the manager. You want to select the best candidate and ensure they are engaged, feel part of the team and feel they can contribute and have a purpose at the organization. Creating that sense of belonging is critical for the new hire to reaffirm their decision to join. Spend the time needed to set them up for success.