Laying a Foundation

Employees shouldn't be expected to hit the ground running. Use this very simple two-step process to ensure new hires start off on the right foot.

By: Will Helmlinger

In today's fast-paced business world, new hires are frequently expected to "hit the ground running." The days of elaborate new hire orientation processes are most likely only fond memories.

However, even in these changing times, it remains critical to solidify your relationship with new staff.

It's easy to lay a solid foundation by following a two-step process.
Step One: New Hire Paperwork

Start by sending all your paperwork to your new hire prior to his or her first day on the job. The period between the offer and hire date feels like an eternity to a new employee. Plus there's the chance for "buyer's remorse" anytime before Day One. You must continue to sell the company to them. New hires need and want reassurances that they made the right career decision.

Send new hire paperwork electronically or via the mail. New employees tend to be anxious and excited, sometimes fearful of the unknown and the future. Ease them into your company by getting the administrative paperwork that you require, signed ahead of time. Having them complete the paperwork makes the job more real to them and helps reassure them of their decision.

While each company will have their own set of requirements, below is a list of items you can include in your new hire packet.
Welcome e-mail or letter from the manager or a company executive
Formal Offer Letter with signature line for acceptance
Non-Compete Agreement
Non-Disclosure Agreement
Sexual Harassment Policy
Company Handbook
Benefits enrollment information
I-9
W-4
Direct Deposit form
EEO statement

Some of these documents are standard and are requirements for any job in the U.S. Documents such as a Non-Compete, Non-Disclosure, your company policy manual and handbook should always be reviewed by the appropriate experts. Legal counsel, your business advisor, or consultant may also recommend other documents to include.

Always have the new hire documentation returned prior to the start date. This further solidifies the new employee's decision to commit to your company and eliminates any follow up after he or she starts. Finally, if a new hire is hesitant to complete your required documentation, you will know before the scheduled start date of any potential pitfalls and not on Day One.
Step Two: New Hire Orientation

Creating a strong new hire orientation process is the other key to re-recruiting your new employee. New employees are excited about their new job and yet, they unconsciously may still question whether they made the right decision, even after they start working for you.

New hire orientations should never be an exercise of completing paperwork. This is your opportunity to help them confirm they made the right decision.

Whether you are designing your first orientation program or upgrading an existing program, it's best to consider the following.

Include an in-depth discussion of the history of your company. Tell them about your roots, growth, and the changes that have taken place along the way. True, your website gives information about your company, your leadership team, your products and services. However, your website probably markets to prospective customers, not employees. Share information that would not otherwise be on your website.

Explain how you live your values, the path that leaders in your company have taken, and even discuss potential career paths for the new employees. Show them marketing brochures and talk about potential sales in the pipeline and other information that demonstrates everything your company offers. Reinforce how you value staff as a real asset.

Discuss training and development opportunities and expectations. Tell them about your employee referral program. Provide new hires with a contact list of employees. Make them feel they have joined your "family," and that you expect them to be contributors and not just a "number."

Share details that they need to have as new employees. Tell them about key policies and procedures; how to gain access to their work location; describe any restricted areas in your facilities; show them the break room and don't forget to show them where the bathrooms are located. Be creative and keep your content relevant.

The length should be no shorter than one hour. Remember, you are still trying to make a good first impression and cutting it short will be counterproductive. Conduct new hire orientations on an as needed basis and/or a fixed schedule basis. And it doesn't always have to be on the employees first day. Sometimes waiting a few days will cause new staff to ask questions that they hesitate to ask Day One.

The method of delivery is your final consideration. You choose a delivery methodology which can be via a webinar, a PowerPoint presentation, in hard copy or a hybrid version. One company has even used a lunch hosted by a key executive as a way to deliver their orientation program. If your company is large enough to have an HR department, you may elect to delegate it to them. However, you send a powerful message whenever you have line managers involved.

A successful orientation program establishes a solid underpinning for new staff. It will lead to happier employees who are more productive, and they will tell others that your company is a fantastic place to work. Special Offer from