(Seventh in a series for Managers – to end this year and prepare for next year)

You found that perfect candidate! You had to look for a bit longer than you expected, and they need to ‘hit the ground running’ now that they’re hired. Great job with your succession planning!

How do you prepare for your new hire? Yes, you need to do more than make sure they have a cubical or office.

THE PLAN

After you receive an acceptance of the offer, spend some time writing out a 90-day plan. You should treat this just like any other important project, with a timeline, milestones, and success factors. Here are some key areas:

Pre-Arrival

Work with your HR representative and ensure, without fail:

  1. A computer is ready to go.
  2. The desk/cubicle/office is ready, cleaned, and stocked with standard office supplies.
  3. The building Security ID is ready or scheduled (picture).
  4. Stay in contact with your new hire. Schedule a call one week prior to their start date. Discuss any questions they might have, and be sure to show your enthusiasm for their arrival.
  5. Set them up with a ‘buddy’ – someone on the team, ideally with a similar job, that they can go to with tactical questions.

First Day

  1. If there is a company new employee orientation, have your new hire attend their first day. Be sure to check on them during the course, just to say ‘hi’.
  2. Plan to have lunch with your new hire their first full day in the office.
  3. Provide a card, poster, or some other “welcome” from the team.
  4. Introduce your new hire to the team, the HR representative, and your manager.
  5. Introduce your new hire to their ‘buddy’.

First Week

  1. Set up relevant training in computer systems, company/division overviews, etc.
  2. Schedule lunch/coffee with team members, in small groups of 2-3 if possible.
  3. Keep them busy – not overwhelmed.
  4. Have them shadow you at any meetings relevant to their work.
  5. Schedule daily one-on-one meetings for the first week.

First Month

  1. Review goals for the coming year – S.M.A.R.T. goals! Check here for more on Performance Reviews.
  2. Agree on a regular one-on-one meeting rhythm – continue daily, move to weekly, monthly, etc.
  3. Ensure they have some early successes on the job to establish and increase confidence and engagement.

Quarterly

  1. Meet to review progress to goals. For more on the importance of performance reviews, read Mark Goulston’s article titled, “When Performance Reviews Underperform” in FastCompany Magazine online.
  2. Discuss development opportunities and their future.

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What would you add to this plan? What helps you as a manager to onboard a new hire? Any great new hire experiences?

Joe Raasch :: Dec.11.2007 :: Employee Engagement, Leadership, Performance Management :: 8 Comments »