1.
IT’S
JUST
THE
BEGINNING
BUS
68
Olga
Hoffman
May
2016
SUCCESSFUL
NEW
HIRE
ONBOARDING

2.
Make
the
employee’s
first
day
memorable
by
making
them
Feel
welcome
and
Connected
to
the
team.
Find
out
their
favorite
snack
and
have
it
on
their
desk
the
day
they
start.
LiIle
acJons
like
this
don’t
take
a
lot
of
Jme,
money
or
effort,
but
can
mean
so
much
to
a
new
hire,
and
help
make
them
feel
connected.
Don‘t
miss
out
on
the
opportuniJes
provided
by
NHO
to
help
people
feel
Connected
from
day
one
New
Hire

3.
Take
the
new
employee
to
lunch
on
day
one,
this
says
they’re
important.
Make
it
a
fun
day.
Take
the
employee
on
a
tour
of
the
department,
break
room,
building
or
enJre
campus.
Maybe
show
those
secret
areas
the
public
never
gets
to
see,
like
the
lab
where
the
secret
recipe
is
concocted.
Warm
Welcome
–
Make
Them
Feel
Connected
from
Day
One

4.
Announce
the
new
employee
via
email
and
post
the
informaJon
online.
Reach
out
to
your
manager
and
other
execuJves
asking
them
to
introduce
themselves
and
make
your
new
hire
feel
welcome.
Encourage
long-­‐term
employees
to
stop
by
and
share
stories.
Schedule
a
team
lunch
or
dinner
to
welcome
them.
Warm
Welcome

5.
Be
IntenJonal
About
Exposing
Your
New
Hires
to
Your
Culture
New
Hire
Who
We
Are
There’s
no
feeling
like
pride
in
belonging
to
something
bigger
than
yourself,
so
tap
into
that
and
shake
some
company
booty!
Connect
the
dots
between
your
amazing
company
culture
and
how
they
can
be
part
of
it.

6.
Day
One
Shuffle
Paperwork
w
Find
some
way
to
minimize
the
stupefying
boredom
of
new
hire
paperwork.
Mail
it
ahead
and
provide
online
access
for
them
to
review
everything
before
they
start.
Have
stuff
ready
w
Every
day
a
new
hire
sits
around
unable
to
get
started
because
the
new
laptop
has
not
been
configured
yet
is
money
wasted.
Not
to
menJon
frustraJng
for
the
new
hires
who
are
anxious
to
ramp
up
quickly.

7.
What
are
the
rules
of
engagement?
Describe
the
company
culture.
Explain
when
management
prefers
to
use
email,
phone
or
face-­‐to-­‐face
communicaJon.
Review
topics
like
cadence
of
meeJngs,
eJqueIe
of
dialing
into
meeJngs,
and
how
to
approach
senior
execuJves.
What’s
Your
Management
Style?
Discuss
your
expectaJons,
hot
buIons,
strengths
and
blind
spots.
Advise
who
they
go
to
for
quesJons
when
you
are
not
available.
If
there
are
suggesOons
or
concerns,
what
are
the
appropriate
channels
to
share
those.
Day
One
QuesJons
to
Answer

8.
Is
there
any
one
to
be
wary
of?
MenJon
any
adversaries
who
may
transfer
an
a`tude
to
your
innocent
new
hire.
This
could
be
an
individual,
a
group,
or
an
organizaJon.
Another
QuesJon

9.
New
hires
want
to
make
a
good
impression
and
start
adding
value.
Ensure
they
have
the
resources.
Set
Up
Technology
Working
from
home
or
offsite
Provide
Resources
Provide
both
the
Company’s
and
your
department
‘s
current
Q-­‐T-­‐D
and
annual
reports,
goals,
policies
and
procedures.
Specify
on
the
org
charts
who
is
important
and
who
are
the
key
stake-­‐
holders
on
current
projects.
Provide
a
list
of
key
contacts
inside
and
outside
the
company.
Select
and
Schedule
Training
Help
Them
Do
Their
Best
Work

10.
Review
calendar
on
key
organizaJon
deliverables
and
let
them
know
when
performance
reviews
are
held
and
how
new
hires
are
evaluated.
Set
30/60/90/180
day
milestones.
Check
in
frequently,
at
a
minimum
when
they
are
due.
Encourage
them
to
network
outside
of
the
organizaJon.
NoJfy
them
of
company
brown
bag
lunches
and
seminars
they
can
aIend.
Establish
Goals
and
Clarify
ExpectaJons
Right
Away

11.
Build
trust
by
establishing
a
mutually
agreed
level
of
autonomy
for
the
employee.
Which
decisions
can
the
employee
make
without
consulOng
and
informing
the
manager
and
how
long
are
you
willing
to
wait
for
status
updates?
bound
of
discreJon.
Decision
Decision
Check
w/Mgr
Inform
Mgr
of
Type:
Maker:
Befofe
AcJng
Outcome
Leaf
Employee
No
No
Branch
Employee
No
Aher
AcJng
Trunk
Empolyee
Yes
B
4
AcJng
Root
Manager
Yes
B
4
Decision
Decision
Tree

12.
Reimburse
for
work
related
social
media
accounts
and
learning,
TED,
lynda.com,
etc.
Consider
new
hire
sales
training.
This
is
good
knowledge
to
have,
especially
if
you
are
in
a
customer
facing
posiJon.
Provide
presentaJon
training
and
let
them
pracJce
presenJng
to
your
team.
Have
them
create
their
own
presentaJon
that
“Brands”
them
and
their
mission.
See
reference
secJon.
Encourage
Learning

13.
¤ Intoday’swired,networkedworldof
constantlyandrapidlychanging
conditionshelpyournewhireto
understandTheBigPicturebybeing
connected.
¤ Google
reader
lets
you
set
up
alerts
for
any
informaJon.
¤ Zite
is
an
iPad
app
that
learns
what
you
like
and
don’t
like,
customizing
your
feeds
according
to
your
preferences.
Pulse
is
another
iPad
app
that’s
good.
¤ Save
your
web
surfing
arJcles
to
Instapaper
on
your
PC,
phone
or
tablet.
¤ Kindle,
Kobo,
iBooks.
Kindle
supports
features
such
as
social
media
integraJon
Be
Socially
CollaboraJve

14.
Assign
A
Mentor
Every
new
hire
should
have
a
‘buddy‘
to
help
them
navigate
the
informal
network.
They
are
that
extra
support
–
like
the
training
wheels
on
your
bike.
They’ll
know
the
go-­‐to
people,
the
gatekeepers,
the
people
who
know
what's
happening
before
it
happens.
They
can
be
your
English
to
English
translator
for
the
company’s
inside
jokes
and
jargon.

15.
People
Don’t
Leave
Companies
.
.
.
.
They
Leave
Managers.
Hew
hire
turnover
is
greatest
in
the
first
40-­‐50
days.
The
First
Few
Months
Focus
on
These
3
CommunicaJng
and
Giving
RecogniJon
Giving
Work
with
Purpose
Managing
the
RelaJonship

16.
Don`t
communicate
to
be
understood;
rather,
communicate
so
as
not
to
be
misunderstood.
Engaging
as
a
listener
is
one
of
the
greatest
things
you
can
do
for
your
new
hire.
Echoing
the
other
person’s
words
helps
you
process
what
they’re
saying
and
signals
to
them
that
you’re
really
listening.

17.
Be
Aware
How
Your
Body
Language
&
Tone
Speaks
to
Your
New
Hires
We
pay
more
aIenJon
to
facial
expressions
and
body
language,
than
to
tone
of
voice,
or
to
actual
words.
55%
Facial
expressions
&
body
language
8%
Actual
Words
37%
Tone
of
voice

18.
Make
“thank
you”
and
“nice
job”
a
regular
part
of
your
vocabulary.
AddiJonally,
take
the
Jme
to
teach
new
employees
why
what
they
did
is
so
intrinsically
important
to
the
organizaJon’s
mission
and
purpose.
Give
RecogniJon

19.
Harness
that
new
hire
energy
from
the
get
go
with
a
key
meaningful
project
Give
Work
with
Purpose

20.
Target
a
great
small
win
they
can
achieve
in
the
first
few
days
or
weeks.

21.
Manage
the
RelaJonship
v
Assign
A
Mentor
Ask
them
if
they
would
like
you
to
assign
one
or
if
they
would
like
to
select
one
themselves.
It
should
be
someone
in
management
who
can
help
them
with
their
career
goals.
Mentors,
like
the
buddy,
reduce
the
ramp
up
Jme
and
inspire
moJvaJon
in
your
new
hire.

22.
It’s
criJcal
managers
show
their
employees
they
have
an
interest
in
them
as
human
beings,
not
just
as
employees.
You
can
do
this
by
keeping
the
channels
of
communicaJon
open.
Ask
for
frequent
feedback
and
remember
to
encourage
an
atmosphere
of
fun.
Foster
the
New
Employee
RelaJonship
Whether
it’s
working
out
at
the
company
gym,
playing
PicJonary
or
going
to
grab
an
ice
cream
cone,
it’s
important
that
as
they’re
learning
the
ropes,
your
new
hires
also
have
a
good
Jme
with
you
and
their
coworkers.

23.
Manage
New
Employee
RelaJonships
CONSIDER
HOLDING
A
RE-­‐ORIENTATION
-­‐
All
employees
hired
in
the
past
quarter
come
back
to
ask
the
quesJons
they
hadn‘t
thought
of
Day
1.
Make
it
a
safe
environment
to
ask
any
quesJons
and
have
them
connect
with
the
colleagues
from
other
departments
with
whom
they
had
spent
vast
amounts
of
Jme
on
day
1,
but
didn‘t
really
interact
with
anymore.
Break
the
ice
with
a
fun
interacJve
game
or
acJvity.
This
is
a
chance
for
the
group
to
get
to
know
one
another
and
begin
idenJfying
itself
as
‘us’.
START
GROUP
–
People
who
start
together
have
a
higher
chance
of
building
lasJng
bonds
as
they
spread
out
over
the
company.
Help
your
new
hires
define
their
first
network
at
your
company
by
assigning
them
to
a
start
group.

24.
Research
has
found
that
strong
social
Jes
in
the
workplace
can
boost
producJvity,
make
employees
more
passionate
about
their
work
and
less
likely
to
quit
their
jobs.
When
we
look
at
what
makes
people
happy
and
effecJve
at
work,
it’s
being
able
to
spend
Jme
with
a
close
group
of
people.
You
need
to
structure
work
in
such
a
way
that
new
hires
have
those
opportuniJes.
A
feeling
of
connecOon
makes
people
want
to
come
to
work.

25.
You
probably
had
some
help
on
the
climb
up.
Now
it’s
Jme
to
return
the
favor.
Give
your
Jme,
give
your
counsel,
give
of
your
emoJons
and
be
involved
in
the
process.
The
more
you
give
of
yourself,
the
bigger
the
impact.
It
does
not
have
to
be
terribly
formal
or
Jme-­‐consuming.
Carving
out
a
few
minutes
to
listen
shows
the
new
hire
they
are
important.
Schedule
1:1s
and
work
hard
to
keep
them.
Give
of
Yourself
to
the
New
Employee

26.
Taking
breaks
is
at
odds
with
how
the
new
employee
wants
to
be
viewed,
but
it
is
not
Jme
wasted.
Brief
diversions
significantly
increase
one’s
ability
to
focus
on
that
task
for
prolonged
periods
of
Jme.
Get
up
and
move
around
to
get
the
blood
flowing
and
clear
the
mind.
Bonus
points
if
you
take
a
walk
outside!
Walking
just
10
minutes
will
relieve
stress,
reduce
faJgue
and
boost
mood.
Encourage
New
Employees
Going
100mph
to
Take
EffecJve
Breaks

27.
Curiosity
is
key
to
empathy.
Ask
your
new
hire
about
their
struggles
&
strategies
for
coping
with
a
challenge
they’re
having
and
offer
to
help.
When
its
been
a
tough
day,
tell
them
go
get
a
good
night’s
sleep
and
recall
something
that
went
well
that
day,
and
be
thankful
for
that.
Life
always
offers
you
a
second
chance
.
.
.
its
called
Tomorrow.
Be
EmpatheJc

28.
Encourage
QuesJons
It’s
OK
to
ASK!
You
want
to
take
the
Jme
upfront
to
make
sure
your
new
hire
knows
how
to
succeed,
because
if
they
don‘t
.
.
.
you
will
be
doing
this
all
over
again!

29.
NOW
GO
GET
‘EM

30.
References
Data
Source:
Todd
DeweI,
Onboarding
New
Hires,
Lynda.com
Pg.
1,
2,
5,
6,
7,
10,
11,
13,
14,
20,
21,
22,
26,
27,
28,
29
Marcos
Chin
Artwork,
www.marcoschin.com
Pg.
4,
8,
9,
18
Photos
by
Thomas
Peschak,
www.thomaspeschak.com
Pg.
12
Photo
from
film
“My
Name
is
Doris”,
Red
Crown
ProducJons.
2016
Pg.
14
Decision
Tree,
“Fierce
ConversaJons”
by
Susan
ScoI
Pg.
15
ArJcles
on
Crea%ng
a
Compelling
Presenta%on
and
Personal
Branding
hIp://blog.ted.com/2014/07/15/10-­‐Jps-­‐for-­‐beIer-­‐slide-­‐decks/
hIp://www.forbes.com/sites/dailymuse/2012/02/14/the-­‐first-­‐step-­‐to-­‐building-­‐
your-­‐personal-­‐brand/#5e6a46dd2c72
Pg.
17
Quote
by
Dr.
John
Lund
Pg.
18
CommunicaJon
Studies
StaJsJcs
by
Dr.
John
Lund