HIRING AND ON-BOARDING

On-boarding starts before the new hire begins. Let the new hire know about the organization’s culture and values as well as the kind of work they’re going to do. Set the work expectations higher and harder than they really are so they think it’s not as bad as they thought it would be once they get started.

Between the time when they accept the offer and actually start, keep in touch with them. Send an email letting them know you’re looking forward to their beginning and that the team is excited. Make them feel welcomed, comfortable and confident they made the right decision.

Get their workspace ready. Ensure all supplies and computer are set up so they don’t have to go looking for anything their first day.

Provide a welcome basket. Include shirts from the association, forms, instructions on how to use the computer system and email addresses — everything they need to get started, fully integrated and up to speed.

Spend time with them explaining the company culture and what they can expect the first week on the job. Introduce them to others on the team. Touch base regularly in the first few weeks.

Make their joining the team official by introducing them to everyone. Put a picture of them and their bio on the internet and include what projects they’re going to be working on.

Provide a list of key contacts in the association and make introductions.

Have a team lunch on the first day. When you’re keeping in touch with them before their first day, find out what kind of food they like and have lunch brought in. This helps build trust.

Have a clear 30-, 60- and 90-day plan for their first three months. Set clear expectations, goals, deliverables and timelines so they know exactly what they’re going to be held accountable to.

Coach them. Check in with them more often in their early days than you normally would to see how they’re doing. Over-communicate and assume they have a question. Make them feel comfortable to ask.