- Establish “on-boarding” as a procedure or process in your organization. It should be formal and in writing. It will be defined and have steps. Allow it to be a tool for you to tell the new person what they should expect once they start their new job and also a guide for the leadership team in your organization.
Define the overall objectives on the on-boarding process. For example:
- Make the new person feel comfortable and welcome.
- Give him/her an understanding of our core values.
- Make them aware and have the ability to understand processes, procedures, and policies.
- Give the person the appropriate training.
Chart out your current process, then review and improve. Use approximate time spans for the steps and the entire process. In my own organization, the team has decided to use a six month time span to define the period the company will actively “on-board” Here is an example of what a process may look like:
- Get Hired: Compensation and Benefits
First Day or Prior:
- Orientation in HR with Supervisor: Policy Manual, Time Sheets, On-Call Team, Uniforms, PPE Bag
- Tour of Building
- Lunch with a team member
Within the First 30 Days:
- Fit Test with Training
- Full Day Orientation
- Review Some Policy
- Restoration Basic Training
- 30 DAY Assessment
- 60 Day Assessment
Within the First 60 Days:
- Establish a training plan
- Classes and Field
- Mechanisms for planning and verifying the training process based on various positions.
- What is included in your orientation?
- What are you expecting of various people with various backgrounds through process?