While HR teams are typically responsible for onboarding new employees, other departments—including finance, facilities, IT, and legal—also perform key roles. Here’s a look at how interactions between these stakeholders contribute to the modern onboarding experience.
Onboarding begins with the job offer. A recruiter is typically involved at this stage and remains so at least until an offer is accepted and all parties agree on salary, start date, and other details.
Completing a rigorous preboarding checklist takes some of the time pressure off Day One, making it easier for employees to hit the ground running.
Acceptance of a job offer sets in motion a number of tasks and workflows behind the scenes, beginning a process known as “preboarding.” Although some new hires won’t interact with their future employer until their first day, others use this preboarding period to get a jump on information-sharing and paperwork.
Forward-thinking HR departments may automatically send new hires a welcome packet, sometimes in digital form, that outlines benefits and company policies on privacy, data protection, health and safety, discrimination, harassment, and more.
HR may also share materials needed by finance and legal teams for payroll and compliance purposes. Forms requiring a signature can include a W-2 for the IRS, proof of citizenship status, and non-compete and non-disclosure agreements. While new employees tackle paperwork, managers often begin working with IT and facilities to allocate their workspace, order a computer and other basic equipment, and prepare network access credentials.
What many HR professionals call the Day One checklist is perhaps the longest set of required actions in the entire onboarding process. This doesn’t have to be a chokepoint, however. Completing a rigorous preboarding checklist takes some of the time pressure off Day One, making it easier for employees to hit the ground running.
In addition to meeting new co-workers and getting situated in a workspace, traditional Day One tasks typically include setting up a new computer, choosing a username and password for shared software and communications platforms, and opening a company email account, which may require hands-on assistance from IT.
The most effective onboarding programs continue for as long as a year as employees settle into their new roles.
Other processes, such as selecting and enrolling in a health care plan, enrolling for a corporate credit card or smartphone plan, ordering business cards, or requesting access to specialized services like travel expense accounts or a company car, may not be time-sensitive, and can be completed during the first week at the employee’s pace.
Companies with large numbers of incoming employees may stage orientations every Monday to welcome new hires, distribute swag, and show them around the office.
To quickly familiarize themselves with specialized software used by their team, employees can begin training right away, either through a learning and development platform or with real-time guidance from co-workers.
Day Two and Beyond
At many companies, onboarding is “Day One and done.” However, the most effective onboarding programs continue for as long as a year as employees settle into their new roles. Early in the employment lifecycle, managers may suggest online classes or microlearning opportunities to bolster necessary skills, make reskilling opportunities available, and stage social events to help new hires forge relationships with more established employees.
New employees are often asked to complete surveys about the onboarding experience. They also may be asked to complete other surveys at the end of their first week, month, quarter, and year. Surveying managers and co-workers concurrently can help capture a 360-degree view of how the employee’s tenure is working out for the entire team.
Feedback collected over the course of the first year becomes even more valuable when employees leave a company. HR managers may find patterns in early surveys that correlate strongly to a risk of the employee quitting prematurely, allowing for intervention to forestall a valued team member’s departure.