A Complete Guide to a 60 Day Onboarding Plan For New Recruits
Guest blog by Stella Lincoln – Recruitment Officer with CrowdWriter
New employee onboarding is the process of associating a new employee with the company’s operations, procedures and business environment. Once the onboarding process is complete, the new employee will be a persistent productive member of the team of employees within the organization. Before the onboarding process can begin the appropriate candidates need to be evaluated and hired.
Initiating the Onboarding Process
Once the qualified candidates are found, the onboarding process begins. Keep in mind that onboarding is completely different from orientation. Orientation is simply ensuring all the paperwork and other necessary legalities are managed. The onboarding process is much longer. Ideally, it should start at least a week before the new employee’s start date. Correspond with the relevant departments to ensure that the new candidate’s workspace and system are ready including credentials. This will affirm that the new hire gets a positive image of the company on the first day of work. The new employee will not have to tackle workplace stress with technology.
Welcoming New Employee Introductions
The onboarding process needs to include specific organizational procedures which will make the new staff member feel welcome. Announce the new worker’s arrival in a meeting or via email to all the members of the worker’s direct department. Encourage existing employees to welcome the new rookie instead of having them combatting office phobias sitting there all alone wondering what to do next. This will give the new hire a chance to observe everyone’s inclinations and dispositions. The new hire might even be able to meet someone they can familiarize themselves with this way. It will also give the person a chance to contemplate their own position within the company and the seniority which they want to achieve.
Day 1: Assigning a Consultant
New employees need to be delegated a person who they can look to for instructions. This is the same person who will be answering most of the new jobholder’s questions. Ideally, the consultant should hold a similar designation as the new hire. This will make it convenient for the new employee to ask questions to a person in the same designation as opposed to a senior, boss or manager.
On the first day, the new hire only needs to know these two things. The first is to get to know their job function. The new employee needs to be informed about what they should be doing, when they should be doing, and what they shouldn’t be doing. The second agenda on this day is meeting their supervisor or manager. One of the best ways to introduce the new employee to the manager or supervisor is to have the boss come in after half of the working day has passed. The immediate boss can come in and ask the new employee how they are doing. Let them know where their manager is located as well as when and how to reach them.
Achieving First Month Benchmarks
The first month is a crucial benchmark both for the employee and the company. It is essential for the new employee because they will get their first salary. It is important for the company because this is the first time a fresh perspective could inform them of any loopholes their organizational structure may have. If the manager is cooperating or using the worst phrases a boss can say or if their co-worker is using the Australian Master to complete their reports, all this could be news for the company. One of the co-workers could be intimidated by the new employee.
In the first month, give the new employee some room to breathe and the opportunity to air any grievances. It is imperative that all of the grievances be recorded in some form or the other. It will become evident in the next month why this is being done. Notify the employee of their performance and what will be expected in the coming month.
60 Days Mark Practices for New Hires
The two-month benchmark will determine your new hire’s desire to continue working with the company. It will become evident from the performance of the individual whether the grievances which they had in the first month were valid or not. Some complaints might be due to a misconstruing of a fellow a colleague’s intentions. The other grievances, which are valid grievances, will indicate the employee’s strong points and weak points of performance.
These grievances will become valuable logistically when the new hire becomes a permanent employee. This information will be very constructive if there is any incident which involves this employee. The reasoning of the suggestions made by the person in the first month will also become evident. Not all suggestions will be conducive, but at least the intention of the individual becomes obvious.