Corporate Onboarding

Running Head: BEST PRACTICES IN ONBOARDING

Best Practices in Onboarding

Lisa Parrott

Argosy University/Seattle Campus

March, 2013


First impressions go a long way to making an impact, and joining a new company

is no different. Building an effective onboarding program is a challenge that

organizations often take for granted. Most individuals have probably experienced the pain

and boredom of spending hours filling out paperwork on their first day or two of joining a

new company. Often this monotonous work is essential, but lacking in providing a

welcoming environment for the new employee. This task may be augmented by an online

website, a meeting with their boss and possibly a few hours of group training, which still

leaves the individual wanting. A large number of organizations regard the first few days

for a new hire as essential for meeting legal and policy requirements, rather than taking

the opportunity to connect and build a lasting relationship to foster employee retention

and loyalty.

Research suggests that poor onboarding experiences can lead to 4% of new hires

failing to return the next day and dissatisfaction in nearly one third of executives. “The

thing retailers need to remember is first impressions are lasting and the fastest, least

expensive way to reduce costly employee turnover is to make more favorable first

impression than missteps during onboarding” (Lofstock, 2008, p. 51). Van Dam (2007)

argues that employee turnover can cost companies 30 to 50 percent of their first year pay,

with estimates reaching up to 100%. An article in Training Magazine, titled ‘DO NOT

RUN’ (2008) finds that 71% of their best in class companies provide an onboarding strategy

to retain new employees, with 100% of their companies seeing improved retention over the

previous year. “Onboarding is simply the process of helping a new employee become a

successful part of an organization” (Allen, 2012, p. 83).


DO NOT RUN (2008) also found that 86% of new hires decide to stay with a

company within the first six months of employment. This suggests the need to provide a

well-rounded onboarding program beyond the paperwork and benefits requirement, and also

lasting well into the first year of employment. In addition, the needs of younger generations

are pushing companies to include online programs that fit the millennial culture. Changes in

technology have allowed companies to become geographically diverse requiring the need

for methods of onboarding that previously were not an option. Because of this, companies

can automate their onboarding process, which provides an additional cost savings of $400 to

$800 per new hire by eliminating supplies, man-hours and increasing productivity. Another

aspect of cost savings includes requiring direct deposit for all employees.

Bradt (2010) suggests that onboarding is a form of transformational leadership and

employers should consider it “an act of shared leadership” (p. 5). Taking this approach

allows the company to incorporate the values and culture the employee brings to the

organization while sharing theirs with the new hire. The company must also embody this

belief in their hiring process and provide the time, job expectations and resources necessary

to make employees feel welcomed. It is essential for the hiring manager to recognize the

need for a successful onboarding program, and prioritize the process above daily work

requirements, as it can increase the time a new employee becomes productive by up to four

weeks.

For this reason, in order to create an effective onboarding strategy, training for hiring

managers is the first step before bringing a new hire into the organization. Companies must

show the dedication they have to making a positive and lasting first impression that reduces

the potential for attrition and creates a supportive environment for all new employees. This


training should highlight the savings associated with retention and increased productivity

from employees who acclimate quicker to the culture and job requirements. Hiring

managers need to know how they play a pivotal part in defining the needs of the employee,

their expectations for first year achievements and how they must co-develop the plan for the

employee to reach these goals (Bradt, 2010).

Employee dissatisfaction can occur within the first six month (van Dam, 2007),

often stemming from performing a role they did not interview for, not being given the tools

to succeed and failing to connect with their hiring manager. The hiring manager is

responsible for a number of steps in the onboarding process, including setting up

everything the new hire needs to start on the first day. This can range from finding a

workspace, computer, phone and chair to also obtaining the login and password. They

will also need to send out the communication to the organization about the new hire

welcoming them aboard. The hiring manager will become responsible for following up

with the new hire at routine intervals to obtain feedback on the onboarding process,

growth potential and re-evaluate the employee plan to ensure the individual is on track to

meet their first year goals.

After training the hiring manager on their requirements in the onboarding process,

the next step involves the recruiting team. During engagements with potential new

employees, they must show their respect for the candidate’s time and foster the

organization’s values. This will help reinforce the fit for the individual into the company.

For managers, senior executives and Company Executive Officer’s (CEOs), it is essential

for the recruiting process to include an opportunity for the individual to engage in an

information interview with a member of the organization that is not in the hiring process.


This will provide an unbiased opportunity for them to ask difficult questions about the

culture of the company within impacting their hiring process.

Upon hiring a new employee, the company should begin the formal onboarding

process by emailing a welcome packet of information. Keep in mind; this packet should

embody the values and culture of the organization by fostering a sense of inclusion and what

to really expect as a new member of the company. If fun is a value for the organization then

the onboarding process should highlight this trait (Amazon has a ‘Peculiar’ quiz to get new

hires thinking about their culture and what it really means). Things to include:

a video from the CEO introducing them to the company culture, values and fun tidbits that characterize the organization using real examples

a checklist of steps to complete and the expected timeframe for accomplishment

the link, login and password to the company internal employee system, where they can fill out necessary paperwork (like I-9) and update their personal information

a link to the company onboarding page, with tabs for benefits information, videos on a day in the life of, fun quizzes, knowledge tests (like emotional intelligence), location specific information (like restaurants, schools, real estate agents for those who will be moving), feedback links, visual tours of the organization, employee resource group links, what to expect on day one and week one articles and policies (such as dress code, attendance, how to use sick leave and vacation time, etc.) an acronym list, and new hire group meeting times (this can be done in person or virtually)

their employee page, where they can add facts about themselves and upload a picture

name and contact information for their hiring manager, mentor and peer buddy who will help them adjust to the organization

date and time for orientation and what to expect on their first day as well as who to contact for any questions (a mentor or peer buddy should join them upon arrival to orientation)

new employee e-book that can be downloaded to their tablet, phone or other device (Allen, 2012)


The first day for new employees should be standardized into an orientation that is

upbeat, interactive and goes beyond the paperwork requirement. The primary focus should

be on company culture, values and goals (Arnold, 2010). If the company is small and only a

couple of employees start at the same time, the orientation can be personalized and include

an introduction to key personnel on the first day. For larger organizations with multiple new

hires, they can hold routine scripted orientation groups. Regardless of size, the orientation

should answer basic questions and provide a chance for employees to ask questions, get a

feel for the organization, feel welcomed and provide feedback about their experience. A fun

way to bring individuals up to speed is to provide a game or quiz with real prices featuring

questions about the culture of the organization.

All employees should experience the orientation process, regardless of title within

the organization. This is a chance for them to bond with others on a personal level, and the

orientation process should include icebreakers for individuals to learn a little about each

other. This is also the day when a new hire will be meeting their mentor, peer buddy and

hiring manager for lunch or coffee (providing a relaxing social environment). A new

employee will often be overwhelmed at the start, so information should be provided in small

doses and reinforced on the onboarding website. The onboarding page should provide a list

of topics to review online depending on their time with the organization. At the end of the

day, the hiring manager will seek feedback from the new hire through the employee page.

This will document their impression and provide ideas for improvement going forward. It is

essential the hiring manager reviews this feedback and provides a response to the new hire

before the next feedback session. In doing so this will instill trust and commitment to the

employee’s opinion and insight.


The first week at a new company should be accompanied by an onboarding training

(Launch) plan, co-created by the hiring manager and new employee. In this Launch Plan,

the manager establishes the job description, expectations, first year goals, training

requirements, weekly one on one meeting schedule, and list of key stakeholders the new hire

should meet with to discuss specific topics. They will also be expected to meet with their

mentor the first week to set up a similar plan for personal growth and goals. The new

employee will also engage in job shadowing with their peer buddy (either in person or an

online format), knowledge tests, and job specific training. By using the employee page,

hiring managers can measure retention, individual training accomplishment and

performance reviews. The end of this week should also be followed up with a request for

feedback through the employee page. Again, the hiring manager will review and respond to

the employees input.

At lease once a month, all new employees will attend an onboarding chat session,

either virtually or in person (depending on the organization). An HR manager who will

encourage them to speak openly about their experience and recommended improvements

will facilitate the meeting. New hires will also begin attending development classes within

the organization. This will continue throughout their tenure, to keep them in touch with the

onboarding process during the first year (Short, 2011), and then beyond as it grows into the

employee development phase. These classes will include topics like team leadership,

leadership styles, conflict management, personality styles and emotional intelligence.

It is essential to continue engaging with employees on a routine basis their first year

to foster their personal growth and commitment to the organization. Individuals determine

whether or not they will stay within the first six months, and so hiring managers must


continue to recognize milestones, discuss progress and seek feedback. By the third month

the employee should be encouraged to engage with employee resource groups and

organizations that can help build their sense of community. Every three months the hiring

manager and HR team will send out feedback surveys requesting both quantitative and

qualitative data around the onboarding program. Employees struggling to become

autonomous at the third month may also need to be evaluated in regards to their position fit,

and encouraged to relocate if not meshing with the hiring manager or when their skills are

better suited in another role. This will encourage retention and lower onboarding costs

through reassignment as opposed to hiring two new employees.

Executives and managers should complete these onboarding steps, and also include

a few targeting the additional role they fulfill in the organization. Eder Van-Hook (2011)

argues that as many as 40% of senior leadership leaves the organization within 18 months.

This number is compounded by the cost associated with attrition (30-50% according to van

Dam, 2007), and as a result, failing to retain executive talent can begin to add up fast. A key

to managers acclimating to an organization starts with how they approach their role and the

steps they can take to fit in. Listening is a critical factor to joining a new company in the

middle to senior leadership roles, and individuals may require a mentor who can guide them

on using “I” less during their first months and asking opening ended questions to engage

employees.

Before turning a new manager or executive loose within the organization they first

need to spend time sharing their leadership philosophy and learning more about that of the

company. For this reason, after completing the first day orientation, new managers are then

assigned to take part in a leadership-training day, which begins first with an evaluation and


definition of their leadership philosophy that can be shared with their direct reports. They

will then engage in classes about leadership styles, approaches, team building and dealing

with conflict. This will allow HR managers to observe the new leader and identify strengths

and areas of improvement that can then be acted upon through mentor meetings.

Mentor meetings for new executives provide them a chance to unload the key items

learned by listening the first month. It will also establish a relationship when one can set a

plan to work on self-improvement. At the six-month mark, the manager meets with their

hiring manager and mentor for a 360-degree feedback session, that highlights the

accomplishments, path toward completing first year goals and areas for continued

improvement.

The first week for a new executive will also involve observing a turnover video

(when possible) from the prior individual in their role. When this is not a viable option, a

senior coach will be assigned to interview peers, managers and key stakeholders to develop

a guide that will help facilitate their introduction to the new position (Johnson, 2006). The

intent of this turnover process is to understand the department; it’s progress on key projects,

areas of improvement and to establish a sense of continuity for personnel and their future

within the company. In many cases employees feel as if they have to restart their progress

with a new manager, or may be upset about being passed over the promotion. This turnover

will also go hand in hand with meetings for direct reports to ‘interview’ the new manager on

their leadership philosophy, work style and expectations for the department.

In the first month the senior leader will also begin assessing the strength of their

team and direct reports by observing their performance as a cohesive group. The manager

will be examining the ability of the group in start up mode with a new manager, how it


begins to turnaround and performing to expectations, determining if it requires realignment

(is there a bad apple bringing the team down?) and finally observing if it can sustain success

(Derven, 2008).

Senior executives are not the only new hires that can face uncertainty and a feeling

of being unwelcome in an organization. For this reason, the board must be involved when

CEOs are onboarding within a company. It is essential for them to provide the personal

introductions to key stakeholders in order to provide legitimacy and also spend time with the

new CEO to familiarize them with the organization and its peculiarities. This can be done in

conjunction with an outgoing CEO where permissible. Someone from the board or another

CEO recommended by the board should be appointed as the mentor for the new CEO to

succeed.

A board can also provide significant assistance by hiring an outside consultant to

support the CEO’s transition. The board must also foster a learning and development

environment for the CEO, by establishing director level education outside the organization

to help foster new and creative ideas for the company. To ensure the CEO has sufficient

support from within, they should be tasked to set up a ‘kitchen cabinet’ of senior leadership

(Eder Van-Hook, 2011) from each division to act as an advocate (Allen, 2012). And finally

the staff must provide an introduction meeting to the organization within the first few weeks

to familiarize the CEO with staff biographies, company financials, annual goals and

organizational challenges each department would like to see addressed in the upcoming

year. This can also be a chance for the staff to reinforce their support for each other. The

CEO will also be evaluating their team and direct reports for the same criteria as the

executive leadership.


The investment from a well established and thought out onboarding program is not

seen up front, but is rather the result of increased employee productivity, high employee

satisfaction and retention. The cost savings can be astronomical as previously mentioned,

but the impact employee turnover has on morale is not often quantified. It is also impossible

to measure the effect employee dissatisfaction has on recruiting efforts, as it is difficult to

know who refused to consider a company based on this area alone. Websites like Glassdoor

are providing potential employees the chance to evaluate a company online before making

the decision to apply.

By developing a program that meets the needs of all parties concerned and provides

numerous inclusive opportunities for the new hire, any company can ensure they bring

employees up to speed quickly and with regard for development and future growth within

the organization. Onboarding is required for companies of all sizes and employees at all

levels and locations. Technology can deliver this information through a wide variety of

platforms, include online websites, in person orientation and Skype chat sessions. Failing to

create an effective onboarding program that seeks feedback from its users is akin to

throwing away funds in a recruiting, training and attrition cycle. Companies that wish to be

successful over the long run will implement a formal onboarding program that meets the

demands of their future employees.


5 Things all Onboarding Programs must provide for new hires:

1. A guide into the nuances of the organization, its culture and values; an explanation of the hiring managers leadership style and who the key relationships are for the employee to be successful

2. Basic administrative needs – policies, benefits and paperwork3. A personal connection to the company for the employee (welcome aboard

emails, signs, mentors and or peer buddy)4. Acknowledgement of their worth and value to the company (from the CEO to

the hiring manager and recruiter); automated milestone emails to employees and their hiring manager

5. General ‘how to’ perform their job and grow within the organization; also how to navigate the decision making process to get things done (is it very autonomous or micromanaged?)

5 Additional Steps for an Executive and Management Onboarding Program:

1. Participate in a leadership training day which includes an evaluation, and classes on understanding leadership styles, approaches, team building and dealing with conflict

2. Spend the first month engaged in active listening and weekly mentor meeting ‘downloads’ which also identify areas of strengths and areas of improvement; at month 6 participate with hiring manager and mentor in a 360 degree review (Johnson, 2006)

3. When possible, review the turnover video from the previous individual in the role to cover their take on the department, it’s progress during their term, areas of improvement and continuity on personnel and their future within the company (in many cases a manager will be working with an employee for promotion and this is lost when a new manager arrives; when this is not possible, a coach is assigned to interviews peers, managers, and key stakeholders to develop a guide for navigating their new position in the first 90 days (Johnson, 2006)

4. Establish meetings with direct reports facilitated by HR managers where the employees ‘interview’ the new manager

5. Assess their teams and direct reports - start up mode, turnaround, realignment and sustaining success (Derven, 2008)

5 Additional Steps for a CEO Onboarding Program:

1. Involve the board for personal introductions to key stakeholders and company peculiarities in order to provide legitimacy (can also be done through a turnover with the old CEO when possible)


2. Provide a transition consultant outside the organization who can provide unbiased assistance

3. Establish director education outside the organization that are in line with the values and needs of the company

4. Create a ‘kitchen cabinet’ of senior leaders in each division who will provide support in navigating the company landscape (Eder Van-Hook, 2011) and act as an advocate (Allen, 2012)

5. Hold an introduction to the organization meeting with staff biographies, company financials, annual goals and challenges the staff would like to see the CEO address in the upcoming year


Onboarding Checklist for Hiring Managers

_____ Attend onboard training for new hires

_____ Follow up with new hire

_____ Define job responsibilities, goals and expectations

_____ Send out welcome email to employees

_____ Set up phone and office space

_____ Obtain login and password

_____ Seek feedback at end of day one, week one, month one and every three months thereafter for onboarding and provide response to employee before next feedback opportunity on actionable items

Onboarding Checklist for All New Hires

_____ Send intro email including:

a video from the CEO introducing them to the company culture, values and fun tidbits that characterize the organization using real examples

a checklist of steps to complete and the expected timeframe for accomplishment

the link, login and password to the company internal employee system, where they can fill out necessary paperwork (like I-9) and update their personal information

a link to the company onboarding page, with tabs for benefits information, videos on a day in the life of, fun quizzes, knowledge tests (like emotional intelligence), location specific information (like restaurants, schools, real estate agents for those who will be moving), feedback links, visual tours of the organization, employee resource group links, what to expect on day one and week one articles and policies (such as dress code, attendance, how to use sick leave and vacation time, etc.) an acronym list, and new hire group meeting times (this can be done in person or virtually)

their employee page, where they can add facts about themselves and upload a picture

name and contact information for their hiring manager, mentor and peer buddy who will help them adjust to the organization

date and time for orientation and what to expect on their first day as well as who to contact for any questions (a mentor or peer buddy should join them upon arrival to orientation)


new employee e-book that can be downloaded to their tablet, phone or other device (Allen, 2012)

_____ Attend orientation on ______

_____ Complete feedback at end of first day, first week, first month and every three months thereafter

_____ Meet with mentor, peer buddy and hiring manager

_____ Work with hiring manager on Launch Plan

_____ Attend monthly onboarding chat session

_____ Attend monthly development class

Additional Onboarding Checklist for Executives and Managers

_____ Participate in the leadership training day

_____ Weekly mentor meetings

_____ Six month 360 degree review

_____ Review turnover video or guide

_____ Meeting with direct reports for interview

_____ Assess team and direct reports

Additional Onboarding Checklist for CEOs

_____ Meeting with key stakeholders

_____ Work with transition consultant on a weekly basis

_____ Begin director level education outside the organization

_____ Create a ‘kitchen cabinet’ of senior leaders in each division

_____ Attend big picture organizational meeting from all divisions


References

Allen, K. (2012). "Only One Chance to Make a Good First Impression." Water

Environment Federation Magazine. Vol 24, (1). p. 63-65.

Arnold, J. (2010). “Ramping Up Onboarding” HR Magazine. May, p. 75-78.

Bradt, G. (2010). “Onboarding: An Act of Transformational Leadership”. People &

Strategy. Vol. 33 (2), p. 4-5.

Derven, M. (2008). “Management Onboarding”. American Society for Training &

Development. April, p. 48-52.

"DO NOT RUN In on Onboarding." Trainingmag.com. May 2008.

Eder-Van Hook, J. (2011). “Welcome Aboard”. Associations Now. April, p. 30 - 35.

Johnson, L. (2006). “Rapid Onboarding at Capital One.” Harvard Business Review.

September, p. 3-4.

Lofstock, J. (2008). “Onboarding – the Key to Valued Employee Retention”.

Convenience Store Decisions. October, p. 48-51

Savitt, M. (2011). "Effective Onboarding Leads to an Engaged Workforce".

Trainingmag.com. July.

Short, D. (2011). “Employee Onboarding”. Training. Vol 48 (4), p. 38-39.

van Dam, N. (2007). “The Business Results of Strategic Onboarding”. Chief Learning

Oficer. June, p. 18.

Corporate Onboarding

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