1.
Tawanda Chisiri
New Employee
Onboarding
Eswatini 2022

2.
Table of Contents
 Pre-boarding
 Orientation
 Training Activities
 Onboarding Roadmap
 Evaluation
Company Name Here 2

3.
Objectives of the
military onboarding
program.
Army relies on quality Civilians in professional, technical
and leadership positions to accomplish its mission and
provide continuity of operations and expertise essential to
nation’s defense.
The army must build employee confidence by developing
their character, competence, and commitment as members
of the Army Profession.
Company Name Here 3

4.
Objectives of the
military onboarding
program.
The purpose of the Acculturation program is to provide
a positive socialization experience for newly employed
Army Civilians to learn, understand, and foster an
appreciation for Army culture, and to reduce the
amount of time it takes to become fully productive
members of the Army Profession.
Company Name Here 4

5.
5
© 2019 SHRM. All Rights Reserved
Onboarding
Onboarding delivers three specific goals for your employees:
Now that you have the right talent it’s
time to get them fully onboard!
Use processes that allow new employees to learn about the organization, its structure, and its vision,
mission and values, as well as to complete an initial new-hire orientation process. (25)
Acclimate Engage Retain
O N B O A R D I N G

6.
6
© 2019 SHRM. All Rights Reserved
Onboarding Goals
We found the
talent, let’s keep
the talent by
attaining these
3 goals
Acclimate
• Discuss what the organisation expects from them
• Detail the role they will play in achieving team or organisations goals
• Manage expectations on what they can expect from the organisation
– Management support
– Availability of resources
– Performance reviews. (26)
Engage
• Build supportive relationships between a new employee and management
• Emphasize organisations 's commitment professional growth and talent recognition
(26)
Retain
• Increase retention rates
• Decrease monetary costs (26)
O N B O A R D I N G

7.
Welcome
Plan
Email Setup
Office Cards
Desk Area
Pre-boarding
Climatize employee to the
organisation
01
Draft a 90-day Plan
02
Draft 1 year Plan
03
Prepare tools and resources for
operation
04
Assign desk area, laptop and
other equipment
05
01
02
03
04
05
Cot consultants 7

8.
Orientation of new Hire
Company Name Here 8
Step 01 Step 03 Step 05
Welcome
01 Documentation
02 Compensation
03 Leave
04 Safety
05 Conduct
06

9.
EMPLOYEE
ONBOARDING
Practical Steps

10.
Company
Name
10
Employee onboarding according to responsibilities
Roles & Responsibilities
Roles & responsibilities Onboarding
1.
2.
3.
4.
1
2,
3.
4

11.
Company Name Here 11
Onboarding Roadmap to Productivity
WELCOME PERFORMANCE
CONTINUOUS
ALIGNMENT
Pre-
boarding
Orientation Ramp up Collaboration Full autonomy
Growth &
Refinement
Day 0 Day 1 Day 2- 5 Day 10 Day 30 Day 60 Day 90 90+
Tools &
Training
Social
Integration
Autonomy
&
Productivity
Check-in &
Assess

12.
Training
COT consultants 12
1
2
3
4
5
Basic Military Training
INSTRUCTOR
LED-TRAINING
E-LEARNING
ON JOB TRAINING
SIMULATION
EMPLOYEE TRAINING
FIELD TRAINING
Opportunities ?.
Deployment and continuous
training
Training
Activities

13.
C
o
m
p
a
n
y
n
a
m
e
.
c
o
m
13
COT consultants
Our Mission
01
Core Values
02
Company History
03
Key Statistics
04
Company Roadmap
05
Employee Scorecard
06
Training Plan
07
Benefits & Perks
08
First Week Expectations
09

14.
VISION
GOALS
MISSIONS
Our
Mission
COT consultants
14

15.
Core
Values
Integrity
Leadership
Take accountability
Innovation
Teamwork
C
o
m
p
a
n
y
n
a
m
e
.
c
o
m
15
5Core
Values
01
05
02
04
03

16.
C
o
m
p
a
n
y
n
a
m
e
.
c
o
m
16
Company History

17.
C
o
m
p
a
n
y
n
a
m
e
.
c
o
m
17
Key Statistics
Job
Satisfaction
Employee
Retention Growth Rate
Customer
Satisfaction
Gender
Balance
60% 76% 85% 56% 42%

18.
Company
Name
18
Training Plan
Month 01 Month 02 Month 12
.

19.
.
Health Insurance
.
Employee
Development Plans
Retirement Plan
Paid sick days
Paid vacations Benefit
C
o
m
p
a
n
y
n
a
m
e
.
c
o
m
19
Benefits & Perks

20.
Evaluation Matrix For On boarding
Company Name Here 20
Day 0
Evaluation
Level
Objectives
Evaluation
Methods
When Responsible
Level 1
Reaction
Level 2
Reaction
Level 3
Reaction

21.
21
© 2019 SHRM. All Rights Reserved
Best Practices for All: Onboarding
Have a role and responsibilities discussion
1
Match your new employee with a
peer buddy
2
Help your new employee build a social network
3
Set up onboarding check-ins once a month for
your new employee’s first six months
4
Encourage open dialogue (back Painn among
recruits)
5
O N B O A R D I N G

22.
• Onboarding is the strategic process of
welcoming new employees, establishing their
responsibilities, and familiarizing them with the
Army culture. A successful onboarding program
creates a positive experience for new employees
and advances them to the desired level of
productivity as quickly as possible.
• The supervisor is responsible for an employee’s
project assignments, educational opportunities and
career progression. Therefore, the supervisor who
takes time to provide information, discuss issues,
show concern about the employee’s training and
acculturation, and who knows the employee’s
current capabilities and career goals, demonstrates
professional concern for every new employee.
22
Objectives of the Military on Boarding
Program

23.
THANK YOU

24.
Module One:
Getting
Started
Employee onboarding is
essential to retaining top talent.
An onboarding program does
more than help orient new
employees. Implementing an
employee onboarding program
will shape the company culture
while developing a highly
qualified pool of talent.
The
beginning
is the
most
important
part of
work.
Plato

25.
Workshop
Objectives
Define
onboardin
g
Purpose
of
onboardin
g
Engage
and
follow up
with
employee
s

26.
Module Two: Purpose
of Onboarding
The purpose of onboarding is
to help new hires transition
into the roles at the company.
When implemented correctly,
onboarding will alleviate stress
as it improves the culture of
an organization.
The
employer
generally
gets the
employees
he
deserves.
Walter
Gilbey

27.
Start-up
Cost
Salary Benefits
Miscellaneou
s

28.
Anxiet
y
• People naturally experience
anxiety
• New job will automatically
create stress.
• Excessive stress will
impede performance

29.
Employee
Turnover
Exit costs
Absence costs
Recruitment
Onboarding
costs

30.
Realistic
Expectations
Company
expectations
Policies and
procedures
Housekeeping

31.
Case Study
A small publishing firm had high
turnover of 75 percent
Most employees left within a year, and very
few people lasted five years
There was no orientation or onboarding process
Implementing a simple onboarding strategy
reduced turnover by 55 percent within a year

32.
Module Two: Review
Questions
1. What is not a benefit?
a) Insurance
b) Vacation pay
c) Legal benefits
d) Training
2. What is not a miscellaneous
cost?
a) Training
b) Equipment
c) Retirement
d) Rent
3. Employees need to be oriented in
their jobs and .
a) Surroundings
b) Location
c) Requirements
d) Area
4. What is the effect of stress on
performance?
a) It increases productivity
b) It impedes performance
c) There is no effect
d) It increases goals

33.
Module Two: Review
Questions
5. What is an exit cost?
a) Productivity
b) Contacts
c) Advertising
d) Screening
6. What is a recruitment
cost?
a) Disruption
b) Productivity
c) Advertising
d) Overtime
7. Expectations that are
unexplained
or hinder performance.
a) Unrealistic
b) Measurable
c) Attainable
d) Timely
8. What is not part of a job
description?
a) Training
b) Evaluation
c) Expectation
d) Vision

34.
Module Two: Review
Questions
9. What was the initial turnover?
a) 55 percent
b) 20 percent
c) 75 percent
d) 25 percent
10. What was the turnover after the
onboarding?
a) 55 percent
b) 20 percent
c) 75 percent
d) 25 percent

35.
Module Two: Review
Questions
1. What is not a benefit?
a) Insurance
b) Vacation pay
c) Legal benefits
d) Training
2. What is not a miscellaneous
cost?
a) Training
b) Equipment
c) Retirement
d) Rent
3. Employees need to be oriented in
their jobs and .
a) Surroundings
b) Location
c) Requirements
d) Area
4. What is the effect of stress on
performance?
a) It increases productivity
b) It impedes performance
c) There is no effect
d) It increases goals

36.
Module Two: Review
Questions
5. What is an exit cost?
a) Productivity
b) Contacts
c) Advertising
d) Screening
6. What is a recruitment
cost?
a) Disruption
b) Productivity
c) Advertising
d) Overtime
7. Expectations that are
unexplained
or hinder performance.
a) Unrealistic
b) Measurable
c) Attainable
d) Timely
8. What is not part of a job
description?
a) Training
b) Evaluation
c) Expectation
d) Vision

37.
Module Two: Review
Questions
9. What was the initial turnover?
a) 55 percent
b) 20 percent
c) 75 percent
d) 25 percent
10. What was the turnover after the
onboarding?
a) 55 percent
b) 20 percent
c) 75 percent
d) 25 percent

38.
Module
Three:
Introduction
There are a number of
reasons to implement an
onboarding program. Before
this can be done, however,
you need to understand
exactly what onboarding
involves and its importance to
the success of the company.
Encourage
your people
to be
committed
to a project
rather than
just be
involved in
it.
Richard
Pratt

39.
What Is
Onboarding?
Systemati
c
method
Hire the
best
employees
Speed up
the
training
process
Compan
y
standard
s
Cultural
assimilatio
n

40.
The Importance of
Onboarding
Generally 20 weeks to break
even
Onboarding shortens this
time Functional and social
levels

41.
Making Employees Feel
Welcome
Contact the employee after he or she is
hired
Send information
early
Choose a
mentor
Prepare for the first
day
Have the new hire meet people the first
day
Schedule
lunch

42.
First Day
Checklist
Great and introduce the employee
Tour the office and take a lunch
Set schedules and
expectations
Explain employee resources
Conduct orientation

43.
Case Study
A manufacturing company was
experiencing a time of
growth
Employees were given a traditional
orientation Without specific instructions,
expensive
miscommunications developed

44.
Module Three: Review
Questions
1. Employees align with .
a) Vision of the company
b) Company tools
c) Training
d) Company culture
2. What will onboarding
accelerate?
a) Hiring
b) Company standards
c) Training
d) Accommodation
3. How long does it take
employees
to “break even”?
a) 10 weeks
b) 20 weeks
c) 10 days
d) 20 days
4. What is an example of a social
level?
a) Policies
b) Training
c) Expectations
d) Mentoring

45.
Module Three: Review
Questions
5. Welcome employees to help
them acclimate to their
environment and .
a) Stay prepared
b) Break even
c) Be productive
d) Alleviate anxiety
6. When should new hires meet
their
mentors?
a) First week
b) Second day
c) First day
d) Second week
7. The first day checklist should
be tailored to each company
and
.
a) Industry
b) Employee
c) Employer
d) Meeting
8. What is not part of a typical first
day
checklist?
a) Greet the employee.
b) Send information early.
c) Discuss expectations.
d) Plan the first week’s training.

46.
Module Three: Review
Questions
9. What caused the company
change?
a) Turnover
b) Production
c) Growth
d) New policies
10. How much did productivity
improve?
a) 5 percent
b) 8 percent
c) 18percent
d) 10 percent

47.
Module Three: Review
Questions
1. Employees align with .
a) Vision of the company
b) Company tools
c) Training
d) Company culture
2. What will onboarding
accelerate?
a) Hiring
b) Company standards
c) Training
d) Accommodation
3. How long does it take
employees
to “break even”?
a) 10 weeks
b) 20 weeks
c) 10 days
d) 20 days
4. What is an example of a social
level?
a) Policies
b) Training
c) Expectations
d) Mentoring

48.
Module Three: Review
Questions
5. Welcome employees to help
them acclimate to their
environment and .
a) Stay prepared
b) Break even
c) Be productive
d) Alleviate anxiety
6. When should new hires meet
their
mentors?
a) First week
b) Second day
c) First day
d) Second week
7. The first day checklist should
be tailored to each company
and
.
a) Industry
b) Employee
c) Employer
d) Meeting
8. What is not part of a typical first
day
checklist?
a) Greet the employee
b) Send information early
c) Discuss expectations
d) Plan the first week’s training

49.
Module Three: Review
Questions
9. What caused the company
change?
a) Turnover
b) Production
c) Growth
d) New policies
10. How much did productivity
improve?
a) 5 percent
b) 8 percent
c) 18percent
d) 10 percent

50.
Module Four:
Onboarding
Preparation
Every successful program
demands preparation, and
onboarding is no exception.
Before implementing an
employee onboarding
program, make sure that
each person involved
understands what is
expected of him or her.
Success
always
comes
when
preparation
meets
opportunity.
Henry
Hartman

51.
Professionalis
m
Make sure everyone knows that the
new hire is coming
Choose someone to greet the new
hire
HR should have the paperwork
prepared in advance
Designate a mentor ahead of time

52.
Clarity
• Goals
• Expectatio
ns
• Culture
Clarif
y

53.
Designating a
Mentor
Tim
e
• Overworked
employees cannot
mentor another.
Trainin
g
• Is the employee
qualified to teach
someone else?
Rol
e
mode
l
• Qualities you would like
to see in other
employees.

54.
Training
Train
tasks
Train
communications
Provide
feedback

55.
Case Study
The Time Clock Corporation attempted a
new mentoring program
The want to reduce a 75 percent turnover rate
The first review showed a 15 percent
reduction in
turnover
It was revealed that many mentors have little time to

56.
Module Four: Review
Questions
a) Busy
b) Supervise
d
c) Profession
al
d) Personal
2. Who should be informed about
a
new hire?
a) Everyone
b) Peers
c) Superviso
rs
d) Customer
s
1. Onboarding demands that people 3. What does not need to be
clear?
be friendly and . a) Goals
b) Time
c) Culture
d) Expectation
s
4. What goals do new hires need
to know?
a) SMART goals
b) Company
c) Personal
d) Personal and
Company

57.
Module Four: Review
Questions
5. does not equal the
ability
to teach.
a) Age
b) Experience
c) Seniority
d) Attitude
6. What is not important in
designating a mentor?
a) Training
b) Time
c) Age
d) Model behavior
7. What is true of feedback at the
beginning?
a) It should be infrequent
b) It should focus on mistakes
c) It should be encouraging
d) It should not involve the
supervisor
8. Employees need to be able
to communicate their .
a) Requirements
b) Feedback
c) Frustration
d) Needs

58.
Module Four: Review
Questions
9. What was the goal to reduce turnover?
75 percent
25 percent
50 percent
15 percent
10. How far did turnover fall at the first
review?
15 percent
25 percent
50 percent
75 percent

59.
Module Four: Review
Questions
a) Busy
b) Supervise
d
c) Profession
al
d) Personal
2. Who should be informed about
a
new hire?
a) Everyone
b) Peers
c) Superviso
rs
d) Customer
s
1. Onboarding demands that people 3. What does not need to be
clear?
be friendly and . a) Goals
b) Time
c) Culture
d) Expectation
s
4. What goals do new hires need
to know?
a) SMART goals
b) Company
c) Personal
d) Personal and
Company

60.
Module Four: Review
Questions
5. does not equal the
ability
to teach.
a) Age
b) Experience
c) Seniority
d) Attitude
6. What is not important in
designating a mentor?
a) Training
b) Time
c) Age
d) Model behavior
7. What is true of feedback at the
beginning?
a) It should be infrequent
b) It should focus on mistakes
c) It should be encouraging
d) It should not involve the
supervisor
8. Employees need to be able
to communicate their .
a) Requirements
b) Feedback
c) Frustration
d) Needs

61.
Module Four: Review
Questions
9. What was the goal to reduce turnover?
a) 75 percent
b) 25 percent
c) 50 percent
d) 15 percent
10. How far did turnover fall at the first
review?
a) 15 percent
b) 25 percent
c) 50 percent
d) 75 percent

62.
Module Five:
Onboarding
Checklist
One thing that will help
onboarding go smoothly is to
create a checklist for each step of
the process. Keep in mind that
the lists in this module provide a
place to start. You will have to
tailor each checklist to meet the
needs of your own organization.
In all
planning
you make
a list and
you set
priorities.
Alan
Lakein

63.
Pre-Arrival
Welcom
e
packet
Prepare
work
area
Provide
a
contact
Schedule
onboardin
g
Infor
m
other
s
First
week
check
list

64.
Arrival
Welcom
e HR
tasks
Policies and
procedures
Schedule
Introduce

65.
First
Week
Trainin
g
Inclusio
n
Introduction
s
Review
Housekeeping
Feedbac
k

66.
First
Month
Clarify: Continue to clarify roles and
expectations.
Meet: Meet weekly to give and receive
feedback.
Enroll: If necessary, enroll the new hire for
any
benefits.
Check training: Make sure that the
training is completed.
Evaluate: Schedule a 30-day evaluation.

67.
Case Study
An expanding company needed to
improve productivity by 20
percent
Unfortunately, the growing number of new
hires seems to be counterproductive
An onboarding process existed, but managers
had
control of the process
Checklists were created, and productivity
improved 25

68.
Module Five: Review
Questions
1. When should you work on the
first
week’s checklist?
a) Pre-arrival
b) First week
c) Second day
d) Never
2. What should not be prepared in
the work area?
a) Nametags
b) Parking permits
c) Start date
d) Computer
3. What is not part of the arrival
checklist?
a) Welcome
b) Meetings
c) HR paperwork
d) Introductions
4. You should the new
hire.
a) Question
b) Observe
c) Follow
d) Greet

69.
Module Five: Review
Questions
5. When should you complete leftover
housekeeping items?
a) First week
b) First day
c) Second week
d) First month
6. Managers need to provide feedback and the
first week?
a) Explain rules
b) Ask about onboarding
c) Reward employees
d) Promote awareness
7. How often should you meet in
the
first month?
a) Weekly
b) Daily
c) Once
d) Twice
8. A formal evaluation should be
made in .
a) One week
b) 10 days
c) 30 days
d) 60 days

70.
Module Five: Review
Questions
9. What was the goal to improve productivity?
a) 10 percent
b) 20 percent
c) 25 percent
d) 30 percent
10. How did productivity change with the
checklists?
a) Increased 25 percent
b) Increased 20 percent
c) Increased 10 percent
d) Not at all

71.
Module Five: Review
Questions
1. When should you work on the
first
week’s checklist?
a) Pre-arrival
b) First week
c) Second day
d) Never
2. What should not be prepared in
the work area?
a) Nametags
b) Parking permits
c) Start date
d) Computer
3. What is not part of the arrival
checklist?
a) Welcome
b) Meetings
c) HR paperwork
d) Introductions
4. You should the new
hire.
a) Question
b) Observe
c) Follow
d) Greet

72.
Module Five: Review
Questions
5. When should you complete leftover
housekeeping items?
a) First week
b) First day
c) Second week
d) First month
6. Managers need to provide feedback and the
first week?
a) Explain rules
b) Ask about onboarding
c) Reward employees
d) Promote awareness
7. How often should you meet in
the
first month?
a) Weekly
b) Daily
c) Once
d) Twice
8. A formal evaluation should be
made in .
a) One week
b) 10 days
c) 30 days
d) 60 days

73.
Module Five: Review
Questions
9. What was the goal to improve productivity?
a) 10 percent
b) 20 percent
c) 25 percent
d) 30 percent
10. How did productivity change with the
checklists?
a) Increased 25 percent
b) Increased 20 percent
c) Increased 10 percent
d) Not at all

74.
Module Six: Creating
an Engaging
Program
Any program you implement
needs to be engaging. The
purpose of employee
onboarding is to engage
employees from the beginning.
Onboarding is more than simple
checklists; it engages new hires in
the company culture and
promotes a highly functioning
team.
In
motivating
people,
you’ve got
to
engage
their minds
and their
hearts.
Rupert
Murdoch

75.
Getting Off on the Right
Track
• Trust and communication are
essential
• Don’t cram in information
• Make a connection
• Build a relationship

76.
Role of Human
Resources
Provide a welcome
package
Help with paperwork
Company
policies
Explain benefits

77.
Role of
Managers
Prepare the
workstation
Schedule
training
Explain roles and
expectations
Meet frequently
Assign tasks to new
hires

78.
Characteristic
s
Engaged employees enjoy their work
They work towards the
goal Do more than the

79.
Case Study
The Good Song Company had a problem
with retention
Employees seemed to leave shortly after they
were trained
The basic orientation with HR lasted for four hours
and
consisted of reading the manual
The onboarding process changed so that orientation
with HR took place over a week

80.
Module Six: Review
Questions
1. What is a common mistake
of traditional orientations?
a) Occur frequently
b) Too little information
c) Too much information
d) Are too small
2. Employees should be provided
with important information .
a) First day
b) Second day
c) First hour
d) First week
3. What is not a role of HR?
a) Set up workstation
b) Policies
c) Documentation
d) Tour
4. Which role of HR should
run throughout the whole
organization?
a) Explain benefits
b) Welcome new hires
c) Explain policies
d) Help with paperwork

81.
Module Six: Review
Questions
5. What is not a role of
management?
a) Meeting
b) Prepare
c) Documentation
d) Schedule
6. Who meets with new hires
to
discuss training?
a) Peers
b) Mentors
c) HR
d) Management
7. What is not a characteristic of
engagement?
a) Going the extra mile
b) A good attitude
c) Completing projects
d) Enjoy work
8. Engaged employees enjoy
and opportunities.
a) Challenges
b) Work
c) Experience
d) Training

82.
Module Six: Review
Questions
9. What percent of employees left after the first year?
a) 50
b) 40
c) 30
d) 20
10. What was the percentage of improvement after onboarding
improved?
a) 20 percent
b) 30 percent
c) 50 percent
d) 60 percent

83.
Module Seven:
Following Up with New
Employees
Following up with new
employees is essential to
effective onboarding.
Managers need to be
involved with their new hires
and determine whether or not
any changes need to be
made in their training
process.
It’s
the
peopl
e
who
follow
through
who
excel.
Mary Kay
Ash

84.
Initial Check
in
Goals and
progress
Discuss
onboarding
Offer help

85.
Following
Up
Mentor Expectation
s
Relationship
s
Inclusion Work Feedback

86.
Setting
Schedules
Orientation and
Training for each
week
Meeting other people
and Follow ups
Goals and
Evaluation

87.
Mentor’s
Responsibility
Role
model
Advis
e
Feedbac
k
Assi
st
Trustworth
y

88.
Case Study
A new sales firm was having trouble
with its onboarding program
Turnover was still at 60 percent and
productivity needed to improve
Checking in and follow-ups were added to
managers’
responsibilities
Training was scheduled better, and employee
concerns
were addressed

89.
Module Seven:
Review
Questions
a) Goals
b) Progress
c) Manageme
nt
d) Satisfaction
2. What is a not something to
discuss
at the initial check in?
a) Goals and progress
b) Past work
experience
c) Onboarding
process
d) Needed help
1. Review company and employee
3
.
.
Employee should
be
addressed in the follow
up.
a) Experience
b) Goals
c) Expectation
s
d) Progress
4. What is not something to
address
in the follow up?
a) Inclusio
n
b) Feedbac
k
c) Mentors
d) Pay

90.
Module Seven:
Review
Questions
5. What will help determine
schedules?
a) Checklists
b) Surveys
c) Mentors
d) Communication
6. Training should be scheduled
each
.
a) Hour
b) Day
c) Week
d) Month
7. To be successful, mentors need
to
approach their roles .
a) Carelessly
b) Seriously
c) Recklessly
d) Unprepared
8. What is not a mentor’s role?
a) Spy
b) Role model
c) Encourage
d) Advise

91.
Module Seven:
Review
Questions
9. Turnover was at percent.
a) 30
b) 40
c) 50
d) 60
10. How much did turnover
decrease?
a) 35 percent
b) 30 percent
c) 20 percent
d) 25 percent

92.
Module Seven:
Review
Questions
a) Goals
b) Progress
c) Manageme
nt
d) Satisfaction
2. What is a not something to
discuss
at the initial check in?
a) Goals and progress
b) Past work
experience
c) Onboarding
process
d) Needed help
1. Review company and employee
3
.
.
Employee should
be
addressed in the follow
up.
a) Experience
b) Goals
c) Expectation
s
d) Progress
4. What is not something to
address
in the follow up?
a) Inclusio
n
b) Feedbac
k
c) Mentors
d) Pay

93.
Module Seven:
Review
Questions
5. What will help determine
schedules?
a) Checklists
b) Surveys
c) Mentors
d) Communication
6. Training should be scheduled
each
.
a) Hour
b) Day
c) Week
d) Month
7. To be successful, mentors need
to
approach their roles .
a) Carelessly
b) Seriously
c) Recklessly
d) Unprepared
8. What is not a mentor’s role?
a) Spy
b) Role model
c) Encourage
d) Advise

94.
Module Seven:
Review
Questions
9. Turnover was at percent.
a) 30
b) 40
c) 50
d) 60
10. How much did turnover
decrease?
a) 35 percent
b) 30 percent
c) 20 percent
d) 25 percent

95.
Module Eight:
Setting
Expectations
We have already established
that setting and clarifying
employee expectations is an
important part of the
onboarding process.
Requirements and
expectations need to be
established from the
beginning.
An
employee’s
motivation is
a direct
result of the
sum of
interactions
with his or
her
manager.
Bob Nelson

96.
Defining
Requirements
Skills Experienc
e
Education
Compan
y
culture
Behavior

97.
Identifying Opportunities
for Improvement and
Growth
Meetings and
evaluations
Coach employees
Additional tasks

98.
Setting Verbal
Expectations
• Personally connect with
employees
• Address any questions
• Does need to be documented

99.
Putting It in Writing
Evaluation
s
Review
s
Actio
n
plans
Policie
s

100.
Case Study
A manager’s department staff cannot
reach their sales expectations
Another manager advised that he documented
the personal goals
The employees took more responsibility in their
performance and pride in meeting their goals
By the end of the quarter, the manager made
budget

101.
Module Eight: Review
Questions
1. What are the abilities that
are
necessary to complete a job?
a) Behavior
b) Experience
c) Skills
d) Education
2. Requirements are determined
by
.
a) Age
b) Encouragement
c) Position
d) Documentation
3. Unmet expectations are
opportunities for .
a) Help
b) Improvement
c) Development
d) Growth
4. Excelling expectations
are opportunities for .
a) Help
b) Improvement
c) Development
d) Growth

102.
Module Eight: Review
Questions
5. Why document verbal expectations?
a) Hold employees accountable
b) Remind employees about
conversations
c) Remind yourself about
conversations
d) Encourage better behavior
6. What is a benefit of verbal
expectations?
a) Time out of the office
b) Better accountability
c) Answer questions
d) Encourage better behavior
7. What changes need to be put
in
writing?
a) Job description
b) Questions
c) Feedback
d) Journal entries
8. When should a job description
be
written?
a) When the job changes
b) During evaluations
c) Before the job is filled
d) After surveys

103.
Module Eight: Review
Questions
9. Who gave the manager the idea about personal
goals?
a) Customer
b) Another manager
c) Supervisor
d) HR
10. How behind was the manager from goal?
a) 15 percent
b) 20 percent
c) 50 percent
d) 10 percent

104.
Module Eight: Review
Questions
1. What are the abilities that
are
necessary to complete a job?
a) Behavior
b) Experience
c) Skills
d) Education
2. Requirements are determined
by
.
a) Age
b) Encouragement
c) Position
d) Documentation
3. Unmet expectations are
opportunities for .
a) Help
b) Improvement
c) Development
d) Growth
4. Excelling expectations
are opportunities for .
a) Help
b) Improvement
c) Development
d) Growth

105.
Module Eight: Review
Questions
5. Why document verbal expectations?
a) Hold employees accountable
b) Remind employees about
conversations
c) Remind yourself about
conversations
d) Encourage better behavior
6. What is a benefit of verbal
expectations?
a) Time out of the office
b) Better accountability
c) Answer questions
d) Encourage better behavior
7. What changes need to be put
in
writing?
a) Job description
b) Questions
c) Feedback
d) Journal entries
8. When should a job description
be
written?
a) When the job changes
b) During evaluations
c) Before the job is filled
d) After surveys

106.
Module Eight: Review
Questions
9. Who gave the manager the idea about personal
goals?
a) Customer
b) Another manager
c) Supervisor
d) HR
10. How behind was the manager from goal?
a) 15 percent
b) 20 percent
c) 50 percent
d) 10 percent

107.
Module Nine:
Resiliency and
Flexibility
Resiliency and flexibility are
important to success. People will
make mistakes and no program is
perfect, but reacting resiliently
and learning to be flexible will
eventually strengthen employees
and the company.
That which
does not
destroy
strengthen
s.
Nietzsche

108.
What Is
Resiliency?
Bounce
back
Keep going
In times of
stress

109.
Why Is It
Important?
A new
job is
stressful
Transitio
n
quickly
Times
of
chang

110.
Five
Steps
Acceptanc
e
Be self-
aware
Embrace
adversity
Relationship
s Set
goals

111.
What is
Flexibility?
When, where, and how work is
done
Not resisting
change Open to
change

112.
Why Is It
Important?
Recruiting qualified
talent
Act with
conviction

113.
Five
Steps
Release any attachment
that is making you inflexible
Practice a work and life
balance
Admit when you make
mistakes Stop fighting every
change Gather feedback

114.
Case Study
A training manager with 20 years of
experience began having trouble with his
new employees
He used the same techniques as
always They did not pay attention during his
slide show
presentations

115.
Module Nine: Review
Questions
1. Some people are more
resilient than others.
a) Carelessly
b) Obviously
c) Or less
d) Naturally
2. What impedes resiliency?
a) Work
b) Evaluations
c) Stress
d) Expectation
3. What can companies do to
increase improve resiliency?
a) Raises
b) Stress management
c) Goals
d) Relationships
4. Resiliency in important in times
of
.
a) Growth
b) Change
c) Goal setting
d) Evaluation

116.
Module Nine: Review
Questions
a) Acceptance
b) Adversity
c) Goals
d) Relationshi
ps
6. Change and
ar
e inevitable.
a) Failure
b) Goals
c) Acceptance
d) Relationship
s
5. What may be beneficial? 7. Flexibility is not .
a) Specific
b) Importan
t
c) Passivity
d) A priority
8. What do employers not need to
be flexible about?
a) When work is
done
b) Why work is done
c) How work is done
d) Where work is
done

117.
Module Nine: Review
Questions
a) New employees
b) General
happiness
c) Better hours
d) Attract talent
10. Flexible individuals act
with
.
a) React
b) Conviction
c) Carelessne
ss
d) Plans
9. What is a benefit of employer 11. What is the first step to
flexibility?
flexibility? a) Relax
b) Support
c) Pick
battles
d) Let go
12. How will you know when you
are not being flexible?
a) Stress
b) Convictio
n
c) Feedbac
k
d) Passivity

118.
Module Nine: Review
Question
13. How long was the manager a trainer?
a) 20 years
b) 30years
c) 15 years
d) 25 years
14. Which attempt at onboarding was
successful?
a) First
b) Second
c) Third
d) Fourth

119.
Module Nine: Review
Questions
1. Some people are more
resilient than others.
a) Carelessly
b) Obviously
c) Or less
d) Naturally
2. What impedes resiliency?
a) Work
b) Evaluations
c) Stress
d) Expectation
3. What can companies do to
increase improve resiliency?
a) Raises
b) Stress management
c) Goals
d) Relationships
4. Resiliency in important in times
of
.
a) Growth
b) Change
c) Goal setting
d) Evaluation

120.
Module Nine: Review
Questions
a) Acceptance
b) Adversity
c) Goals
d) Relationshi
ps
6. Change and
ar
e inevitable.
a) Failure
b) Goals
c) Acceptance
d) Relationship
s
5. What may be beneficial? 7. Flexibility is not .
a) Specific
b) Importan
t
c) Passivity
d) A priority
8. What do employers not need to
be flexible about?
a) When work is
done
b) Why work is done
c) How work is done
d) Where work is
done

121.
Module Nine: Review
Questions
a) New employees
b) General
happiness
c) Better hours
d) Attract talent
10. Flexible individuals act
with
.
a) React
b) Conviction
c) Carelessne
ss
d) Plans
9. What is a benefit of employer 11. What is the first step to
flexibility?
flexibility? a) Relax
b) Support
c) Pick
battles
d) Let go
12. How will you know when you
are not being flexible?
a) Stress
b) Convictio
n
c) Feedbac
k
d) Passivity

122.
Module Nine: Review
Question
13. How long was the manager a trainer?
a) 20 years
b) 30years
c) 15 years
d) 25 years
14. Which attempt at onboarding was
successful?
a) First
b) Second
c) Third
d) Fourth

123.
Module Ten:
Assigning
Work
The way you assign work to
employees is important to the
onboarding process. Sometimes
it is possible to involve
employees in the projects they
are assigned. New employees,
however, will have less
experience and will need more
guidance.
Great ability
develops
and
reveals
itself
increasingly
with every
new
assignment
.
Baltasar
Gracian

124.
General
Principles
• These are low priority assignments
and completely open to
interpretation.
Suggestio
ns
• These are less official and are
slightly
open to interpretation.
Request
s
• These are direct and leave no room
for interpretation.
Order
s

125.
The Dictatorial
Approach
Simply giving orders
Fastest way to assign
work Only be used in
emergencies

126.
The Apple Picking
Approach
• Choose their tasks from a list
• Not typically high priority
• Does not teach collaboration
and teamwork

127.
The Collaborative
Approach
Involves team meetings
The team has a say in the deadlines and
objectives Time consuming
Useful with important assignments

128.
Case Study
A CEO used the dictatorial approach to
assign tasks to employees
Some employees feel that they are assigned tasks
they are
not capable of performing
Over a six-month period, half of the employees give
notice
The CEO hires a new HR representative to assign
tasks and implements the different approach and
morale improves

129.
Module Ten: Review
Questions
1. What is a low priority
assignment?
a) Work
b) Orders
c) Requests
d) Suggestions
2. What is not an expectation that
should generally be
communicated with
assignments?
a) Due Date
b) Necessary tools.
c) Past success
d) The task
3. What is the least effective way
to
assign work?
a) Apple Picking
b) Dictatorial
c) Collaborative
d) General
4. When should you use
the
Dictatorial approach?
a) In emergencies
b) Always
c) With new hires
d) With low performers

130.
Module Ten: Review
Questions
5. Little collaboration is a
drawback
to .
a) Apple picking
b) Dictatorial
c) Collaborative
d) General
6. Apple picking tasks should all
have
.
a) High priorities
b) Low priorities
c) The same value
d) Be prioritized
7. What is the most effective way
to
assign tasks?
a) Apple picking
b) Dictatorial
c) Collaborative
d) General
8. What types of tasks require
the collaborative approach?
a) Low priorities
b) General priorities
c) Mid-level priorities
d) High priorities

131.
Module Ten: Review
Questions
9. Half of the employees left in .
a) 1 year
b) 6 months
c) 3 months
d) 1 month
10. What approach did the CEO
use?
a) Apple Picking
b) Dictatorial
c) Collaborative
d) General

132.
Module Ten: Review
Questions
1. What is a low priority
assignment?
a) Work
b) Orders
c) Requests
d) Suggestions
2. What is not an expectation that
should generally be
communicated with
assignments?
a) Due Date
b) Necessary tools
c) Past success
d) The task
3. What is the least effective way
to
assign work?
a) Apple Picking
b) Dictatorial
c) Collaborative
d) General
4. When should you use
the
Dictatorial approach?
a) In emergencies
b) Always
c) With new hires
d) With low performers

133.
Module Ten: Review
Questions
5. Little collaboration is a
drawback
to .
a) Apple picking
b) Dictatorial
c) Collaborative
d) General
6. Apple picking tasks should all
have
.
a) High priorities
b) Low priorities
c) The same value
d) Be prioritized
7. What is the most effective way
to
assign tasks?
a) Apple picking
b) Dictatorial
c) Collaborative
d) General
8. What types of tasks require
the collaborative approach?
a) Low priorities
b) General priorities
c) Mid-level priorities
d) High priorities

134.
Module Ten: Review
Questions
9. Half of the employees left in .
a) 1 year
b) 6 months
c) 3 months
d) 1 month
10. What approach did the CEO
use?
a) Apple Picking
b) Dictatorial
c) Collaborative
d) General

135.
Module Eleven:
Providing
Feedback
Every supervisor needs to learn
how to give and receive
feedback effectively. Feedback is
more than evaluating
performance or checking in; it is
a valuable method of
communication. Poorly delivered
feedback can lead to dire
consequences.
Feedback
is the
breakfast
of
champion
s.
Ken
Blanchard

136.
Characteristics of Good
Feedback
Dialogue Factual Focus
Clear Constructiv
e
Compromis
e

137.
Feedback Delivery
Tools
Meeting
s
Ema
il
360-
degre
e
Review
s

138.
Informal
Feedback
Should occur
regularly
Provided as
needed
Praise, corrections, and
questions

139.
Formal
Feedback
Scheduled and includes
paperwork
Performance
reviews Corrective
actions

140.
Case Study
The manager at a local bookstore
hated annual reviews
Performance typically did not improve after reviews
The owner was unhappy with the culture at the store
and demanded that the manager provide informal
feedback
The atmosphere improved and the sales
increased 20 percent.

141.
Module Eleven: Review
Questions
1. What is not a characteristic of
good feedback?
a) Dialogue
b) Focus
c) Compromise
d) Address rumors
2. Encourage and
address
questions or concerns.
a) Rumors
b) Communication
c) Dialogue
d) Facts
3. What is not a delivery tool to
use
in complex situations?
a) Meetings
b) Email
c) Review
d) 360-degree feedback
4. What is the traditional method
of
feedback?
a) Review
b) Meeting
c) Email
d) 360-degree feedback

142.
Module Eleven: Review
Questions
a) Pay
b) Correctio
n
c) Question
s
d) Praise
6. Meetings and are
useful
for informal feedback.
a) Commendatio
ns
b) Evaluations
c) Emails
d) Reviews
5. What does informal feedback not 7. What is a type of formal
feedback?
address? a) Memos
b) Reviews
c) Assignmen
ts
d) Priorities
8. Formal reviews .
a) Are only for new
hires
b) Have little
paperwork
c) Are consistent
d) Document progress

143.
Module Eleven: Review
Questions
9. What type of feedback did the manager use to solve the
problem?
a) Evaluations
b) Informal
c) Reviews
d) Formal
10. How much did sales increase?
a) 10 percent
b) 20 percent
c) 30 percent
d) 40 percent

144.
Module Eleven: Review
Questions
1. What is not a characteristic of
good feedback?
a) Dialogue
b) Focus
c) Compromise
d) Address rumors
2. Encourage and
address
questions or concerns.
a) Rumors
b) Communication
c) Dialogue
d) Facts
3. What is not a delivery tool to
use
in complex situations?
a) Meetings
b) Email
c) Review
d) 360-degree feedback
4. What is the traditional method
of
feedback?
a) Review
b) Meeting
c) Email
d) 360-degree feedback

145.
Module Eleven: Review
Questions
a) Pay
b) Correctio
n
c) Question
s
d) Praise
6. Meetings and are
useful
for informal feedback.
a) Commendatio
ns
b) Evaluations
c) Emails
d) Reviews
5. What does informal feedback not 7. What is a type of formal
feedback?
address? a) Memos
b) Reviews
c) Assignmen
ts
d) Priorities
8. Formal reviews .
a) Are only for new
hires
b) Have little
paperwork
c) Are consistent
d) Document progress

146.
Module Eleven: Review
Questions
9. What type of feedback did the manager use to solve the
problem?
a) Evaluations
b) Informal
c) Reviews
d) Formal
10. How much did sales increase?
a) 10 percent
b) 20 percent
c) 30 percent
d) 40 percent

147.
Module
Twelve:
Wrapping Up
Although this workshop is coming
to a close, we hope that your
journey to improve your
Employee Onboarding skills is
just beginning. Please take a
moment to review and update
your action plan. This will be a
key tool to guide your progress in
the days, weeks, months, and
years to come.
We wish you the best of luck on
the rest of your travels!
If you don’t
understand
that you work
for your
mislabeled
subordinates,
then you
know
nothing of
leadership.
You know
only
tyranny.
Dee Hock

148.
Words from the
Wise
Bruc
e
Barto
n
• The five steps in teaching an
employee new skills are
preparation, explanation, showing,
observation, and supervision.
Charl
es
Read
e
• Sow a thought, and you reap an act.
Sow an act, and you reap a habit.
Sow a habit and you reap a
character. Sow a character and you
reap a destiny.
Henry
Ford
• The man who thinks he can and the
man who thinks he can't are both
right.

149.
THANK YOU