Onboarding Employees

The onboarding process sets your new team member on a path to success right from the beginning. Use this checklist to help you remember the important steps and tasks that every hiring manager should do to ensure successful onboarding for all new employees at the University.

This onboarding checklist is meant to be a guide and can be used for new, promoted or transferring employees.

Goals for Hiring Managers and Employees

Hiring Manager Goals:

  • Ready for the new employee on Day One, including workspace, computer equipment, and system access.
  • Communicate the University’s strategic framework, department goals and how the role contributes to them.
  • Define what success looks like for the role and establish clear expectations.
  • Develop an onboarding plan that includes training and meetings with key institutional partners.
  • Assign a “go-to” team member to support the employee’s transition and to answer questions.
  • Review the department’s structure, University policies and procedures, work hours, and the performance review process.
  • Schedule regular check-in meetings to support the employee’s transition and ongoing work.
     

Employee Goals:

  • Learn the University’s strategic framework, department goals and how your role contributes to them.
  • Establish individual goals that are aligned with the overall department and University’s goals.
  • Develop a clear understanding of the role, expectations and the performance review process.
  • Build relationships and establish partnerships with key colleagues, campus partners and stakeholders.
  • Develop a 30-, 60-, and 90-day plan that identifies key priorities, milestones and areas of focus.
  • Seek feedback and ask questions to support learning, growth and a successful transition into the team.
  • Come prepared to meetings and be an active participant.

Onboarding Tasks for Hiring Managers

  1. Call or email the new employee. Be sure to remind them where to report on their first day and provide reminders of the dress code and office hours. Note: New  Employee Orientation (NEO) is offered on a bi-weekly basis. If the new employee is not scheduled to attend NEO on their first day, they should attend the next available session. 
  2. Schedule time on your calendar for meetings with new team members on Day One and Day Two.
  3. Prepare the employee’s workstation, make it welcoming!*
  4. Order desk supplies, secure desk space, computer, printer and/or cell phone (if applicable).*
  5. Order keys that are needed to perform job.*
  6. Schedule IT to set up the employee with a computer on Day One.*
  7. Inform current staff of the new team member; explain the position, role and relationship to existing team members.
  8. Appoint the position/department trainer; explain to them their role in assisting the new team member.
  9. Create a Week One Orientation Agenda for the new employee and provide a copy to the assigned Buddy.
  10. Arrange breakfast or lunch with the new employee on their first day. (A team breakfast or lunch is ideal, but you can also take the new employee out yourself.)

* You may choose to delegate this activity.

  1. Welcome and greet the new employee!
  2. Introduce the new employee to the team, department and/or division.
  3. Invite the new employee to a welcome breakfast or lunch.
  4. Provide a tour of the office, department and/or building.*
  5. Inform them who the appropriate person is to ask questions as they get settled.
  6. Provide office/desk drawer keys and review their badge ID security access.*
  7. Ensure the new employee updates their work phone contact information in Workday. 
  8. If your new employee completed their I-9 during pre-arrival, accompany them to get their University ID and review parking information. (If they completed their I-9 on Day One, you will have to do this on Day Two.)*
  9. Discuss Week One Orientation Agenda.

* You may choose to delegate this activity.

  1. If you did not have time on Day One, discuss the Week One Orientation Agenda.
  2. Review the re-appointment process (if applicable) and/or the performance review process. 
  3. Determine and schedule regular 1:1 meetings (i.e. weekly or bi-weekly).
  4. Continue to introduce the new employee to the team, department and/or division that did not meet them on Day One.*
  5. Provide an office contact sheet and organization chart.*
  6. Review the university mission, vision, goals and strategic framework.
  7. Review your program, division, or department mission, vision and goals.
  8. If the employee did not update their work phone contact information in Workday on Day One, they should complete it on Day Two.  
  9. Check in at the end of the day.

* You may choose to delegate this activity.

  1. Explain internal office culture, protocols, processes, policies and procedures.
  2. Explain communication channels such as email, Zoom phone/chat, etc.
  3. Order business cards (if applicable).*
  4. Review office equipment.*
  5. Share and discuss your leadership style.
  6. Share your communication preferences.
  7. Ensure the employee’s work phone contact information is updated in Workday. 
  8. Review late arrival, early leave, vacation and sick day office protocols.
  9. Schedule  time on the calendar for a follow-up reminder for the new employee to review fire safety and ensure they completed any required trainings such as, ethics compliance requirements, FERPA Training, Title IX and Sexual Harassment Prevention for Employees, Discrimination Awareness in the Workplace, Cybersecurity and Awareness training and any other relevant trainings* (NOTE: Please check Vector Solutions for online training modules)

* You may choose to delegate this activity.

  1. Set up a regular weekly 1:1 meeting if you haven’t already.
  2. Conduct a 30-day performance check-in to provide feedback, assess the onboarding experience, adjust training needs, and establish goals aligned with departmental objectives.
  1. Conduct a 60-day performance review to finalize the onboarding process, recognize achievements, and identify any final professional development needs to support long-term growth.
  1. Ensure the employee is fully integrated into all relevant departmental committees and long-term initiatives.