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Checklist - New Hire Onboarding Checklist

The document outlines a 7-stage onboarding checklist for new hires that includes pre-boarding activities before the start date like signing paperwork, post-boarding activities on the first day like orientation and introductions, and follow ups after the first week and month to ensure they are settling in well and receiving feedback. The stages provide guidance on responsibilities and tasks to complete at each point in the onboarding process from pre-hire to the first 3 months on the job.

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saurabh mishra
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664 views8 pages

Checklist - New Hire Onboarding Checklist

The document outlines a 7-stage onboarding checklist for new hires that includes pre-boarding activities before the start date like signing paperwork, post-boarding activities on the first day like orientation and introductions, and follow ups after the first week and month to ensure they are settling in well and receiving feedback. The stages provide guidance on responsibilities and tasks to complete at each point in the onboarding process from pre-hire to the first 3 months on the job.

Uploaded by

saurabh mishra
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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New Hire

Onboarding
Checklist

recruiterbox.com | 911 E. Pike St. #333, Seattle, WA


98122
Stage 1: After the candidate verbal accepts
the job offer
The first stage consists of only preboarding activities, as the new hire
hasn’t officially joined your staff yet. It ends the recruiting process for the
position and kicks off the employee-employer relationship.

Notify HR of the hiring decision.


Responsibility: Employee’s Manager/Recruiter

Secure a signed offer letter from the new hire and agree on a start
date. Return a copy signed by the CEO/Owner (or correct leadership
team member) back to the new hire for their records.
Responsibility: Employee’s Manager/Recruiter and CEO/Owner
(signature)

Send a document explaining terms of employment (compensation,


probationary period, etc.). Co-sign with the new hire and return a
copy to them.
Responsibility: Human Resources and CEO/Owner (signature)

Stage 2: One or two weeks prior to the


employee’s start date
All hiring activities have now concluded and you can move forward with
other preboarding tasks. At this point, there is still time before the
employee’s start date but you’re staying in touch and crossing off easy-to-
complete onboarding action items.

Email the new hire a PDF of the employee handbook and an


acknowledgment form. Request they read the entire document and
sign and return the form confirming they understand organizational
policies.
Responsibility: Human Resources

Send payroll, direct deposit, and tax-withholding forms. Request the


new hire return completed/signed forms with required supporting
documentation (e.g. photocopies of government-issued ID and Social
Security card).
Responsibility: Human Resources

Send benefit enrollment forms (e.g. insurance and retirement


savings). Request they return completed/signed forms.
Responsibility: Human Resources

Note on this stage: Completing new hire paperwork before the employee’s
first day makes the onboarding process more efficient. It reduces the
amount of busywork they’ll have when they arrive in the office and gives
HR time to add them to employee systems before they’re officially on staff.

However, this paperwork can be complicated and needs to be completed


correctly. Reassure the new hire that they shouldn’t hesitate to reach out
with questions. Additionally, some people might feel uncomfortable sending
sensitive information like their Social Security number over the internet. If
the new hire raises those concerns, be open to them physically delivering
their paperwork on day one.

Stage 3: One week prior to the employee’s


start date
The employee’s first day is rapidly approaching and the final preboarding
activities will now be completed. Most of the points in this step involve
preparing for the new hire’s arrival in the workplace and touching base to
let them know everyone is excited for the big day.

Set up the new hire’s workspace. Consider taking a photo of the area
and emailing it to them to show you’re preparing for their arrival.
Responsibility: Employee’s Manager/Office Manager

Set up the new hire’s computer and install required software. Create
an email account and other necessary logins.
Responsibility: IT

Consider emailing the new hire to ask if they have any software or
equipment requests (depending on the role).
Responsibility: IT/Employee’s Manager

Email the new hire their expected schedule for their first day. Share
the proper arrival time and instructions on how to enter the
workplace.
Responsibility: Employee’s Manager/Human Resources

Order business cards, uniforms, a nameplate, and any other


personalized employee materials.
Responsibility: Office Manager

Stage 4: Employee’s first day


It’s finally here, the employee’s first official day with your organization. As
you can see, there are a lot of onboarding steps to cover in a single
workday. Thanks to preboarding, you’re already deep into the onboarding
process, decreasing the likelihood action items spill over into day two or
three.
Send an organization-wide email announcing the addition of the new
employee and publicly welcoming them to the team.
Responsibility: Employee’s Manager

Designate someone to meet the new hire when they arrive so they’re
not left wondering where to go.
Responsibility: Employee’s Manager/Human Resources

Give the new hire a tour of the workplace and explain health and
safety procedures.
Responsibility: Office Manager/Human Resources/New Hire’s
Manager

Introduce the new hire to their immediate team members,


organizational leaders, and anyone else they cross paths with during
their tour.
Responsibility: Office Manager/Human Resources/New Hire’s
Manager

Have an orientation meeting with the new hire. Share the org chart,
overview of organizational values, and recap the important policies
outlined in the employee handbook.
Responsibility: Human Resources

Show the employee their workspace and equipment. Train them on


software best practices and brief them on the technology/equipment
policy.
Responsibility: IT

Walk the new hire through their team’s long-term objectives, each
colleague’s role, and how their position fits in. Outline their role
responsibilities and define metrics/goals that will be used to measure
their performance.
Responsibility: Employee’s Manager

Enroll the new hire in any required training programs.


Responsibility: Employee’s Manager/Human Resources

Add the employee to recurring meetings. Also, schedule recap


meetings for the end of their first week, month, and three months on
the job.
Responsibility: Employee’s Manager

Take the new hire to lunch with their immediate team or have an
informal get-together for everyone. The goal here is to help them get
to know the people they’ll work with in a casual setting.
Responsibility: Employee’s Manager

Stage 5: End of the employee’s first week


At this point, most of the one-off onboarding tasks have been squared
away. The employee is on payroll, familiar with how the organization
operates, and has rolled up their sleeves and got to work. Now you’re
making sure they feel good about everything and have started off on the
right foot.

Meet with the new hire and ask for their thoughts/feedback on week
one. Ensure they understand their role responsibilities and are
working on relevant, high-priority tasks.
Responsibility: Employee’s Manager

Share their week two work schedule and typical daily tasks going
forward.
Responsibility: Employee’s Manager
Ensure they’ve completed all new hire paperwork and have the tools
needed to be productive.
Responsibility: Human Resources/IT

Stage 6: End of the employee’s first month


Onboarding is nearly finished at this point. The employee should be settled
into a daily routine and over any new job butterflies. The goal now is to
make sure they’re delivering the outcomes you expected when you hired
them.

Meet with the new hire and ask for their thoughts/feedback on their
first few weeks.
Responsibility: Employee’s Manager

Request feedback from the employee’s immediate colleagues or


anyone they’ve worked closely with to that point.
Responsibility: Employee’s Manager

Talk about the work they’ve delivered so far and give them some
initial feedback. Discuss their performance metrics, if there is enough
data to go off of.
Responsibility: Employee’s Manager

Conclude any training program they’ve participated in and enroll them


in an advanced course, if necessary.
Responsibility: Employee’s Manager/Human Resources
Stage 7: End of the employee’s first three
months
This final stage of the onboarding process is recommended but not
required. After a few months, the honeymoon phase is over and the new
hire has a realistic sense for the job, making one final check-in meeting
ideal.

Meet with the new hire and ask if they understand and feel
comfortable with everything the job entails.
Responsibility: Employee’s Manager

Ask what projects or initiatives they believe will help the team meet its
goals. Now that they’re familiar with your organization, they should
start to contribute ideas.
Responsibility: Employee’s Manager

Once again, provide the new hire with initial feedback. However, the
manager and employee should have regularly scheduled 1-on-1
meetings by this point.
Responsibility: Employee’s Manager

Ask them to complete a new hire engagement survey. Find out where
your organization excels and where it can do better when it comes to
onboarding.
Responsibility: Human Resources

Inform the new hire that onboarding is complete.


Responsibility: Human Resources

Note on the stage: If your company imposes a probationary period for new
hires, consider aligning it to end with the final onboarding stage.

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