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Onboarding

The document provides sample agendas for the first three days of onboarding a new hire. Day one includes an office tour, meetings with managers and directors, lunch with the CEO, and completing paperwork. Day two focuses on reviewing expectations with the manager, learning about customers, and corporate history. Day three includes meetings with department directors and participating in team-building activities. The document also lists various ways to effectively onboard new employees, such as pairing them with a mentor, providing opportunities to learn about company history, and ensuring their workstation is ready on the first day.

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140 views3 pages

Onboarding

The document provides sample agendas for the first three days of onboarding a new hire. Day one includes an office tour, meetings with managers and directors, lunch with the CEO, and completing paperwork. Day two focuses on reviewing expectations with the manager, learning about customers, and corporate history. Day three includes meetings with department directors and participating in team-building activities. The document also lists various ways to effectively onboard new employees, such as pairing them with a mentor, providing opportunities to learn about company history, and ensuring their workstation is ready on the first day.

Uploaded by

angermgmt
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Strategic Human Resources [2022]

with Catherine Mattice

Sample Onboarding Agenda


Below is an example of what your agenda might look like for the first few days. If you can,
provide an agenda that covers the first few weeks. It can get less detailed over time, but an
understanding of what’s to come will ease a new hire’s anxiety.

Day One
8:30–9:00: Get introduced and enjoy an office tour.
9:00–10:00: Eat breakfast with your new team and HR.
10:00–12:30: Meet with key managers and directors for interviews.
12:30–1:30: Have lunch with the CEO.
1:30–2:30: Complete new hire paperwork at the HR office.
2:30–3:30: Meet with your buddy.
3:30: Head home and relax; you made it through day one.

Day Two
8:30–10:30: Meet with your manager to review the position, expectations, and
success measures.
10:30–12:00: Join the customer service department to listen in on calls and
talk with customer service team.
12:00–1:00: Lunch with your team.
1:00–1:30: Watch video on our history.
1:30–4:00: Meet with your buddy to discuss your questions and review corporate
values and history.

Day Three
8:30–9:30: Meet with the department director.
9:30–12:00: Attend the new employee orientation online at your desk.
12:00–1:00: Have lunch with the customer service team.
1:00–3:00: Participate in the team-building activity with your team.
3:00–4:30: Spend time getting to know our product with the product manager.
4:30: Meet with your buddy to discuss your questions.

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List of Onboarding Ideas
Onboarding should address:

• Organizational culture
• Organizational goals and objectives
• Individual functions and tasks
• Social integration
• Departmental functions and tasks
• Available resources
• Performance management information

Some ways to do that include (in no order):

• Pair the newcomer up with a buddy or mentor.


• Provide opportunities to learn about the company’s history.
• Ensure the newcomer interacts with, or at least hears from, the CEO.
• Give employees a list of people they should have lunch with and facilitate their lunch
appointments.
• Set up interviews with each department and allow the newcomer to spend time
interviewing and learning about that department.
• Create a welcome video from various team members and send it before the first day.
• Provide a list of “insider information” (for example, best places to eat, secret backroads
to avoid traffic, where and when happy hours usually happen).
• Give a gift basket with different “survival” items for your organization. It is even better
if each coworker contributes something (for example, $5 gift card to the coffee shop
downstairs or earbuds for the noisy time of day).
• Turn some training opportunities into games, and to opportunities for other employees
to be involved in the newcomer’s onboarding.
• Offer team-building activities around the newcomer’s arrival so that they can start to
become a member of the team.
• Have newcomers spend time in the customer service department, even if they won’t be
interacting with customers, so they understand the user of your product or service.
• Develop a scavenger hunt card, where the newcomer is encouraged to meet and talk to
other people to find out their interests, hobbies, and professional functions.
• Ask each individual employee and manager to submit one item they will do to help
onboard the newcomer. Add those items into the agenda.

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• Ensure the newcomer’s desk, computer, email, and so on are all set up and ready to
be used on day one (include a bouquet of flowers and handwritten note to make
them feel especially welcome).
• Locate videos, such as TED Talks, that really highlight your organization’s culture.
• Connect the newcomer’s job tasks and roles to the organization’s core mission.
• Ask newcomers what their motivators are, so you can deliver on them.
• Ask newcomers to share ways they see your organization can improve, based on
what they’ve seen so far. The newcomers feel like their opinion matters, and you
get a perspective from “fresh eyes.”
• Provide an agenda before the first day so the newcomer knows what to expect
on the first day, week, month, and year.
• Include photos of employees wearing clothes that exemplify your dress code, so
the newcomer knows exactly what to wear.
• Discuss the newcomer’s job description, expectations, measurements of success,
and so forth.
• Ensure the newcomer’s manager is around, present, and readily available on the
first day, if not the first week.
• Meet with the newcomer at the end of every day for the first week, and at the end of
the week for the first month, to provide an avenue to ask questions and check in.
• Provide real examples of employees living the values.
• Treat the process of onboarding as a celebration, not a task. You’ve found someone
to help your organization succeed, and that’s a big deal.

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