Join Todd Dewett for an in-depth discussion in this video Information and activities before the first day, part of Onboarding New Hires.
After you and the team make the big decision about who to hire and the person accepts the job, next you have a lot of information to push out to your new colleague. The main purpose of this video is to make you aware of the array of things you'll likely want to share. However, let me begin by reminding you that it's easy to be overloaded as the new person. You'll find lots of things you need to give them but there are two things that are most vital to remember. The first is to remember to offer a genuine congratulations and welcome. Your best bet is to schedule a call or video call to tell them they have the job.
No email, which can be very impersonal. If they call and accept, show your enthusiasm. The contract may not yet be signed and received but you have a verbal confirmation, so remember this will be their first interaction as an employee not as a prospect, so make it sincere and positive. Next, realize that you're about to pass along a ton of information. While you're chatting with them, and later in materials you'll send them, you'll want to provide the names and contact information for the handful of people who will have answers to the questions your new hire is likely to have.
Okay, on the phone you can let them know a big welcome packet is coming their way after you receive their formal acceptance and it's going to contain a lot of information. For example, consider this list of common topics. These are not presented in any order of importance. A welcome letter confirming their acceptance and their employment start date. A temporary parking pass and information for obtaining a permanent pass. Directors to their place of work, including a map with all major parking lots and buildings which should also indicate major departments and show the location of their new workspace.
Information on the history of the organization and their current major products and services, market positions, and recent performance. Positive press clippings featuring the organization's business and community activities. Information about company policies and the employee handbook as well as links to more extensive digital versions available on the company's network. Information about the company's approach to employee evaluations and the evaluation calendar so the new hire will know exactly when they will happen and specifically how new hires are treated in that process.
All relevant information about relocation assistance, if it applies. Employee benefits, including everything from health insurance options to vacation and sick days. And, of course, information about how to initiate the compensation process. Okay, I've got three extra things that will wrap up your list. First is an FAQ, which stands for frequently asked questions. This can be a simple, one-page document with many relevant contacts and links.
I mentioned contacts earlier, but it's best to embed them appropriately on this list of commonly asked questions. Being pro-active with an FAQ will give your new hire a nice sense of comfort. Next, it's the name and contact information for their new buddy at work. We'll talk later about using a buddy versus a mentor but we'll start here with a buddy. This is a person on or near the same level as the new hire who will make themselves available as a friendly, information source of information and advice about anything, even the trivial, such as "Where's the cafeteria?" or "Where do we keep office supplies?" Finally, provide your new hire with a short, concise agenda for the onboarding process.
Let them know how you're going to structure their time during their initial employment. That includes everything from the initial employee orientation to meeting with their mentor to follow-up discussions with their new supervisor. Being new is stressful enough, so don't have them guessing about how they'll initially be using their time. I know that's a lot, but it's necessary. Be clear and concise, and be sure to specify all relevant contacts or online resources so they never feel in the dark. That's what it means to set them up for success before they even start the job.
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