Ready. Set. Start!
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Ready. Set. Start!

Get your new hires off on the right foot. Here are the five phases for successful onboarding.

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A new hire's first 30 days within your snow and ice management operation is the most critical to their long-term success. Therefore, it's important to have a sound onboard plan in place for before, during, and after a new hire’s first day.

Here are the five phases for onboarding a new hire accompanied by their corresponding tasks.

 

ONBOARDING PHASE 1
Beginning 15 days prior to the new hire's start date, here’s how to prepare for their arrival.

PREPARATIONS

  • Confirm start date, time, place, parking,
  • Transportation, and dress code
  • Identify computer needs and requirements
  • Set up email address and add to company directory
  • Add your new hire to relevant email lists

WORK ENVIRONMENT

  • Assign (and clean) desk area, truck, and crew
  • Set up workstation with laptop, etc.
  • Company phone and or tablet
  • Safety PPE
  • Prepare phone, access cards, nameplate, and printer access
  • Create a welcome pack with instructions for access

COMMUNICATION

  • Request employee bio for easier team assimilation
  • Define week one agenda and share with the new hire

PLANNING

  • Grant access to key accounts, drives, systems, tools, and platforms
  • Set up regularly scheduled meetings, and add the new employee to other department meetings that will be helpful to onboarding
  • Schedule pertinent training sessions
  • Schedule a team lunch to introduce the new hire on day one or two
  • Plan the new hire’s first assignment

 

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  • Show them how to get IT support
  • Introduce supervisors and subordinates

GETTING COMFORTABLE

  • Present them with company swag to make them feel like part of the team
  • Provide a list of nearby restaurants
  • Take new hire out to lunch with some of the core team

OFFICE TOUR

  • Bathrooms
  • Printers, copiers, and fax machines
  • Office supplies
  • Break rooms
  • Production yard
  • First aid kit

 

ONBOARDING PHASE 3
The Day 2 goal is to get your hire up to speed and empowered to succeed in the role.

JOB OVERVIEW

  • Provide insight on what the job requires on a day to day basis
  • Clarify the schedule for the week, and confirm required training
  • Review job description, duties, and expectations
  • What will the new hire be doing?
  • What are their specific responsibilities?
  • What are your goals for that person?
  • What are their goals and expectations?
  • What’s expected in 30 days? 60 days? 90 days?

HIRING MANAGER OVERVIEW

  • Define your personal management style
  • What are ways you can best work together?
  • What are your preferences and expectations as a manager?
  • Review internal processes and workflow overview
  • Explain annual performance review and goal setting


ONBOARDING PHASE 4
By the end of the first week, here’s a list of managerial goals for overseeing a new hire.

ESSENTIAL RESOURCES

  • Supply a list of helpful onboarding resources, product information/roadmap, industry research, competitive analysis, brand materials, internal process documentation, and system training links
  • Define expectations for how and when they should master the information, and set priorities

COMPANY MISSION

  • Set the stage at a macro level, from the perspective of the organization as a whole
  • Review the company mission statement, brand values, organizational structure, and goals

LOOKING AHEAD

  • Set up any additional training sessions
  • Schedule check-ins to review progress on onboarding materials, discuss questions, and fill any gaps
  • Assign an onboarding buddy
  • Choose someone who performs similar day-to-day responsibilities that the new hire can lean on

THE FIRST ASSIGNMENT

  • Take time to design an initial assignment that will challenge your new hire; this will help instill confidence in their role and position them for longer term success
  • Consider a “Show me, don’t tell me” approach

 

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ONBOARDING PHASE 5
In the first month on the job encourage success and foster growth by supplying regular feedback and setting clear expectations and goals.

ENCOURAGE SUCCESS

  • Arrange a lunch or happy hour with the larger team
  • Help the new hire meet more people at the company and grow their visibility
  • Set aside a time to review your working relationship
  • Are there areas to improve on?
  • How could we work better together?
  • Encourage openness; ask if there are any questions or concerns

ASSESS THE WORK

  • Based on the success of your new hire’s first assignment, schedule time to regroup and discuss what worked and what didn’t
  • Make adjustments and set clear goals for a six-month review

FOSTER GROWTH

  • Discuss additional assignments as well as a larger roadmap of key initiatives
  • Assign a mentor, and make introductions
  • Set performance expectations and establish that you’ll provide monthly feedback to the new hire regarding job performance, including a more formal evaluation annually\
  • Assign any other required reading (ex: books that are critical to the industry or role)

 

Contributing editor, business coach and co-founder of TrueWinds Consulting Fred Haskett often writes about a wide variety of management issues, including planning, training, recruiting, and sales and marketing. You can reach him at fred@truewindsconsulting.com