What are Best Practices for On-Boarding a New Hire? Eight Guidelines

Situation: The Company has identified a good candidate for a critical role. What are best practices for assuring successful on-boarding of the new hire?

Advice from the CEOs:

  • Provide a fair salary:
    • Review local salary surveys and pay a salary that reflects competitive realities.
    • Consider the impression that the offer makes on the spouse. If the spouse is unhappy, there won’t be peace at home and the employee may continue looking even after accepting your offer.
    • What about a 90 day evaluation period?
      • You won’t look like a serious employer. Increase chances for success by paying a fair salary from the beginning. If the individual doesn’t meet your needs, let them go.
  • Provide clear, concise direction from the start.
    • Provide an orientation to positively introduce the manager to the others in the company.
      • One-on-one meetings between the manager and key employees plus anyone who will report to the manager to establish initial rapport, and establish shared expectations.
      • Consider a lunch to introduce the new manager.
    • Set SMART performance objectives:
      • S – Specific
      • M – Measurable
      • A – Achievable
      • R – Realistic
      • T – Time-bound
    • Meet weekly with the new manager. Teach them what you’ve learned about the company, employees, and how things work.
    • Avoid shifting early objectives.
      • This is distracting and diminishes the chances of success.
      • Sudden or frequent changes in priorities make it difficult to generate momentum – particularly for a new employee.
  • Don’t expect instantaneous results.

Key Words: Best Practices, On-boarding, Salary, Objectives, SMART Objectives, Orientation, Expectations 

2 thoughts on “What are Best Practices for On-Boarding a New Hire? Eight Guidelines

  1. Bill Abely

    This article has some great, practical advice. One thing I would add is that all the tools the new hire requires in order to succeed should be in place the day he/she walks in the door.

    After accepting the offer, but before on-boarding, there should be a conversation between the manager and the new hire regarding tools. If necessary the network admin should be included as well to ensure that any requests art feasible.

    When the new hire gets to his/her desk for the first time he/she should find the following:

    • A computer that is properly set-up so the new hire can access any applications, databases and directories he/she might need.
    • A document indicating all pertinent log-ins for software/databases, remote access to servers, copiers, scanners etc.
    • A scheduled time for basic training on any software the new hire is not familiar with.
    • All other tools (smart phones, smart boards) set up and ready to go.

    Starting a new role is difficult for both sides. For the new hire the first few days are always frustrating. Not being able to access the tools that are needed for success only compounds the frustration. There is no need to bother busy peers with basic questions when that time could be better spent getting started on bottom line issues.

  2. Sandy Post author

    Thanks very much, Bill. You’ve outlined some important factors that will certainly ease the transition of the new hire into the company.

    To your list I’d add:
    – A schedule of meetings with key people within the company so that the new hire can learn the functions, opportunities and challenges that different areas of the company face. This is important to start involving the new hire in the life and operations of the company from day one. It also helps to build an atmosphere of collaboration between the various departments.

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