Onboarding is the process through which new employees acquire the job- and organizational-specific knowledge and skills necessary to become effective team members. This is an important step to ensure engagement, development, and alignment across the team. In this section, you will find onboarding checklists and tools for the following:
- Preparing for the first day >
- The first week >
- The first 1-3 months >
- Onboarding your Executive Director >
1. Preparing for the first day
The first day is critical. Being prepared shows that you are committed to supporting your new hire to quickly gain confidence and become productive in their new role.
- Inform other team members and the board of the start date.
- Assign an individual responsible for onboarding your new hire. This is typically the hiring lead.
- Set up their workstation, ensuring that any handover documents are up-to-date.
- Notify the Provincial Divisions Office of the new hire and request an email address, and access to DivIT and any other central IT platforms.
- Request or assign a computer and arrange for passwords and access to computer drives, email address, telephone number, and other communication devices (if applicable).
- Arrange for a security system access card and keys (if applicable).
- Update the office phone list and provide to board and all team members, including the new hire.
- Assemble HR forms for first day. If possible, send forms in advance and set up personnel records, including payroll.
- Send key organizational documentation to the new hire in advance, such as HR Policies and Privacy/Confidentiality Policies, etc.
- Send communication announcing the new team member to key stakeholders, as appropriate.
- Contact the employee one week in advance of the start date to provide logistics about what time to start, who to ask for, where to go, where to park, etc.
2. The first week
- Welcome your new employee and describe the onboarding process.
- Conduct a tour of the office, including washrooms and emergency exits, as applicable.
- Provide office orientation, including computer, shared files, printers, photocopiers, supplies, mail/courier, booking meetings, etc.
- Review telephone and email systems, including setting up voice-, and email signature requirements.
- Discuss code of conduct, dress code, scheduling, hours and break times, as applicable.
- Describe expectations related to internal and external communications such as email and other written and in-person communications.
- Describe and/or provide documents related to:
- Division history, evolution and culture, including the local state of health care and community demographics
- Organizational chart
- Team members’ roles
- Team members’ contact information
- Current strategic plan and operational plan
- Programs and services
- Recent financial and annual budget information
- Review the job description to orient the employee to the context of the position, expectations/deliverables, key relationships, and other team members.
- Review and discuss the probation period requirements (see Probation Period Plan and Performance Review Form).
- Develop suitable goal(s) for the probation period and include in the Probation Period Performance Plan and Review Form.
- Provide calendar invitations to any upcoming meetings that the employee is expected to attend.
- Update the website and telephone messaging with the new employee’s name and position.
- Review business expense claims and the petty cash process, as appropriate.
- Order business cards, as applicable
3. The first 1-3 months
- Explain the purpose and schedule weekly check-ins with employee to provide regular feedback.
- Suggest relevant websites, newsletters or resources to support learning.
- Identify potential learning opportunities for the new employee to attend.
- Provide opportunities for knowledge sharing with other team members.
- Request an orientation at the Provincial Divisions Office, as appropriate to the position.
- Provide regular opportunities for feedback to/from employee and, if necessary, revise the probationary period goal(s) in the performance plan accordingly.
- Conduct an official performance review at end of the probationary period, using the Probation Period Performance Plan and Review Form.
- Review the benefits package and complete required forms, as applicable near eligibility date.
4. Onboarding your Executive Director
In addition to the steps outlined above, ensure the Executive Director is oriented to the following:
- History and current status of the board and all individual board members.
- Board Meeting structure, process, schedule and board expectations of Executive Director.
- Constitution, bylaws, and governance policies.
- Document of Intent.
- Human Resource policies, files and related information.
- Current finances, budget and process, and appropriate bank access.
- Bookkeeping and payment process.
- Status of current and potential stakeholder/partner relationships, agreements and committees, including any Terms of Reference.
- History and current status of the Collaborative Services Committee, including members and Terms of Reference.
- Evaluation framework.
- Communications Plan.
- Provincial Divisions Office resources and contacts.