We have a process in place that includes a checklist detailing HR’s role and the Hiring Manager’s role. A copy of the checklist is sent to the hiring manager once the offer is accepted. The checklist reminds the manager what he/she needs to do to welcome a new employee. It also guides the manager through some essential follow-up meetings. If you are interested, let me know and I’ll send you a copy.

Even though we have this in place, I’m always looking to see how we can improve our process. Norma, I would be interested in learning what system you’ve put in place.

I would also be interested to hear your insight on the subject of onboarding and your definition of a ‘buddy’. Thank you for your willingness to share your thoughts with the group.

I read your response to the article review above. If possible, can you forward the three onboarding processes that you have created. Would love to see what you have included. We currently use a buddy program that generally assists in assimilating new hires to be up and running in two weeks.

Regards,

Without the proper onboarding process which should include a complete review of the organization, mission/vision, structure, goals and objectives, strategies, an introduction to other employees and a lengthy meeting with the supervisor to clarify roles and responsibilities, the employee is heading for disaster. (Note: good onboarding processes do not take place in one day — sometimes it is spread over a week; and the Buddy continues to help the employee for as long as necessary — an average of three months.

I have developed three onboarding processes in the last ten years with my last one being five months ago. I also have a great definition for a ‘Buddy.’ I will be glad to share it with those who are interested.

Three cheers! This is my pet peeve, I’ve been the recipient(in previous jobs) of ancient tax returns, obselete HR forms, old expense reports, ancient roledexs,etc… Your right, it did not make me feel welcome. I actually started one job where there was a note and a catelog on my desk the first day. A temp showed me to my office and the note said ‘Welcome, use this catelog to pick out whatever you need for your desk, it should arrive within 2-3 days. Here are the open positions; I’ll see you in a couple of days. Your boss’ Wow, I was impressed. There is nothing worse and no faster way to ensure that ‘new employee’ immediately updates their resume online. Why don’t more companies get this. Another experience I had they were great the first day, did all the forms, had my desk resonably ready, gave me the tour and introductions even took me to lunch that first day. I was super impressed. The second day, no one talked to me, I got emailed questions, when I went in person to talk to the person I got ‘the hand’ and was told to email them. By noon I felt like I had been led down the path the day before and was being shunned today.

Anyway, it is my personal mission to make everyone feel welcomed and good about the decision they made on the first day, 2nd, 30th 180th and on. We work as a team to accomplish this.

On the flip side, as long as companies don’t get this it makes my job as a recruiter that much easier.

Several lessons in onboarding I have been able to carry with me from the Navy to the civilian world. The Navy’s onboarding process is critical to the success and cohesiveness of a ship’s crew.

The process started before the prospective crewmember arrived onboard. A sponsor was chosen for the crewmember, usually a peer with a similar family situation who would contact with individual and help answer questions and give advice about house hunting, etc.
The sponsor and the sailor’s boss would meet them at the airport, and bring them back to the ship. From that point on the sailor was glued to the hip of his sponsor: He was given a tour of the ship, settled into his living quarters, and met with his entire chain of command up to the captain. A polaroid was taken of the sailor and put on a ‘welcome aboard’ bulletin board. Later, during the first all-hands event, the captain publicly welcomed the new crewmembers aboard. The whole process resembled a scavenger hunt, visiting various offices and people onboard. It was efficient and the ‘checklist’ In the end, the sailor knew where to eat, sleep, work, and who to talk to if he or she needed help.

Compare that kind of experience to how some companies handle their candidates. Like the candidate that goes incommunicado from the time they accept the offer until their start date. (Let’s hear it for no-shows.) Or their prospective workspace is full of last year’s tax records or piles obsolete office equipment. (Nice to feel appreciated.) Or the first day is spent in the same room talking to the same HR slowly emptying a pen on form after form and getting lectured on policy after policy. (Fun from day one!) Or how about going for weeks before meeting your boss’ boss…who works down the hall. Sound familiar?

I think we can all do a better job in onboarding. As recruiters, we should demand it.