Effective Onboarding

“Best of CEB on Talent” Series Guidebook

A FRAMEWORK FOR MEMBER CONVERSATIONS
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ROADMAP

Onboarding Best Practices Action Items

■■ Pre-Start Onboarding Checklist

■■ First Week Onboarding Checklist
■■ One-to-Three-Month Onboarding
Checklist
■■ Early Informal Review

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 Providing specific
information about the
PROVIDE ADDITIONAL INFORMATION ABOUT THE JOB
job before the new hire
starts can increase the
BEFORE THE NEW HIRE’S START DATE
engagement of your new
hires. Potential Components of a Pre-Start Welcome Kit

Logistical information for their start date

Required forms

Information about the organization’s vision and strategy

Candidate experience survey

Examples of work the new hire will be doing and/or information about upcoming projects

Information unique to the new hire’s location (e.g., parking, lunch spots, day care)

Source: CEB analysis.

© 2013 The Corporate Executive Board Company.

All Rights Reserved. NPD7432513SYN–Effective Onboarding

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 When new hires feel they
can communicate their
RESPOND TO NEW HIRE CONCERNS DURING
concerns to you openly
and get resolution,
THE ONBOARDING PERIOD
their performance level
increases significantly. Why New Hires Are Reluctant to Voice How You Can Address These Concerns
Concerns to Managers

1. Meet frequently with the new hire—several times

This is too
I should be per week for the first few weeks, and at least
insignificant to take
more self- once per week for the first three months.
to my boss.
sufficient.
2. Meet with the new hire over coffee or lunch to
She’s too busy I should have asked promote a more relaxed atmosphere where the
to deal with about this before I new hire may feel safer voicing concerns.
this stuff. accepted this job.
3. Share anecdotes with the new hire about your
own onboarding experience to let them know
She’ll think I’m their concerns are not unusual.
a complainer.
4. Provide the new hire with a contact outside
their immediate work team to speak with if they
feel uncomfortable voicing concerns with you.

Source: CEB analysis. Source: CEB analysis.

© 2013 The Corporate Executive Board Company.

All Rights Reserved. NPD7432513SYN–Effective Onboarding

 5
 Explaining to new
hires when and how
ENSURE THE NEW HIRE UNDERSTANDS PERFORMANCE
their performance will
be reviewed is critical
OBJECTIVES FROM THE START
to ensuring they are
prioritizing the right Performance Materials to Provide to New Hires During Their First Week
activities and behaviors.

Sample performance review form that shows: Sample performance review form documentation
that covers:
■■ What performance criteria are covered
■■ How each is measured ■■ When and how often formal reviews occur
■■ How information will be presented to the employee ■■ Who is involved and what the process involves
■■ What will be discussed with the manager during the (e.g., calibration sessions)
formal review ■■ How each performance criteria is defined and
measured

Name: John Doe Overview of the Performance Review Process for Analysts
and Senior Analysts
Skill Category/Criteria Rating

A X.X
B X.X
C X.X
D X.X
E X.X
OVERALL X.X
All analysts and senior analysts for the banking and investment
divisions will be reviewed as a group twice per year. Prior to
review meeting, all analysts and senior analysts must complete
and submit a self-review. Their managers must also complete
and submit a downward review. During the review, each analyst
and senior analyst will be presented by their manager, including
performance highlights and promotion considerations. Following
this, there will be a calibration of all analysts and, separately, of all
senior analysts. Promotion decisions will then be made.

Detailed Explanation of the Performance Criteria:

Analytical Capacity (40%)

■■

■■

Project Management (30%)

■■
A B C D E
■■

Comments: People Management (20%)

■■

■■

Source: CEB analysis. Source: CEB analysis.

© 2013 The Corporate Executive Board Company.
All Rights Reserved. NPD7432513SYN
Reserved. NPD7432513SYN–Effective Onboarding

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ROADMAP

Onboarding Best Practices Action Items

■■ Pre-Start Onboarding Checklist

■■ First Week Onboarding Checklist
■■ One-to-Three-Month Onboarding
Checklist
■■ Early Informal Review

© 2013 The Corporate Executive Board Company.

All Rights Reserved. NPD7432513SYN–Effective Onboarding

 7
 There are many logistical
and strategic components
PRE-START ONBOARDING CHECKLIST
to effectively onboard
new hires into the team
and organization.
Pre-Start
Task Additional Information Owner Completion Date
■■ Yet this critical stage often
1. Send a welcome kit to The welcome kit should include the following:
fails to receive the attention
the new hire. ■■ Logistical information for their start date
it warrants due to divided or
■■ Required forms
unclear responsibilities and
■■ Information about the organization’s vision
a lack of defined tasks and
and strategy
activities.
■■ Candidate experience survey

■■ Examples of work the new hire will be doing

and/or information about upcoming projects

■■ Information unique to the new hire’s location

(e.g., parking, lunch spots, day care)

2. Maintain communications Reiterate information sent via the welcome kit
with the new hire. and address new hire concerns through phone
calls and e-mails.
3. Enroll new hire in Centralized onboarding courses introduce
centralized onboarding the new hire to organizational culture and
courses. processes.
4. Prepare workspace and This activity could include providing the
make sure all necessary new hire with a workstation, computer or
resources are present other equipment, office supplies, username
and functioning. and password, business cards, planners for
recurring meetings, and access to all resources
necessary to the job.
5. Communicate to the rest Encourage the new hire’s teammates to
of the team the start welcome the new hire to the organization and
date of the new hire. be available for questions once the new hire
arrives.

Source: CEB analysis.

PRE-START FIRST WEEK ONE-TO-THREE MONTH

EARLY INFORMAL REVIEW
© 2013 The Corporate Executive Board Company.
All Rights Reserved. NPD7432513SYN–Effective Onboarding
ONBOARDING CHECKLIST ONBOARDING CHECKLIST ONBOARDING CHECKLIST

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FIRST WEEK ONBOARDING CHECKLIST
First Week
Task Additional Information Owner Completion Date
1. Celebrate the new hire’s Show the new hire that he/she is appreciated by scheduling a lunch or social
arrival. event in their honor.
2. Have the new hire complete The new hire should complete government forms (e.g., the W-2 in the United
necessary work documents. States) and enroll in benefits.
3. Respond to new hire Schedule a time to meet with the new hire on a weekly basis to review
concerns. and address concerns. Hold some meetings in the cafeteria, at a nearby
coffee shop, or other informal atmosphere to make the new hire feel more
comfortable.
4. Introduce the new hire Have the new hire set up one-on-one conversations with team members
to members of his/her throughout the first few weeks.
immediate team.
5. Give the new hire a tour of This tour should include where the new hire can find supplies, copy
the facilities. machines, coffee, restrooms, the cafeteria, and exits.
6. Review onboarding Ensure the new hire is prepared for the onboarding schedule for the first few
objectives and timelines months, and address questions the new hire may have.
with the new hire.
7. Review processes, This conversation should include introducing basic workflows; reviewing
contacts, and sources of the names, titles, and basic background of immediate team members;
information necessary to and introducing the new hire to online and offline sources to find answers
the new hire's job. regarding their job.
8. Get to know the new hire's Arrange a meeting to hear about the new hire’s work style, communication
preferences. preferences, areas of strengths and weaknesses, and career objectives.
9. Provide the new hire with The new hire should have simple assignments to complete during the first
a clear explanation of their week. Arrange a meeting to go over steps to complete the first assignment.
first assignment.
10. Review performance Provide the new hire with an overview document of the performance review
objectives. process. Walk through a sample performance review form that includes
performance criteria, how criteria are measured, how information will be
presented to the new hire, and discussion points during the formal review.

Source: CEB analysis.

PRE-START FIRST WEEK ONE-TO-THREE MONTH

EARLY INFORMAL REVIEW
© 2013 The Corporate Executive Board Company.
All Rights Reserved. NPD7432513SYN–Effective Onboarding
ONBOARDING CHECKLIST ONBOARDING CHECKLIST ONBOARDING CHECKLIST

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ONE-TO-THREE-MONTH ONBOARDING CHECKLIST
First Month
Task Additional Information Owner Completion Date
1. Explain to the new hire how Once the new hire has developed an understanding of their job
their job responsibilities responsibilities and organizational structure, speak with the new hire
relate to organizational regarding the impact that they have, however indirectly, on organizational
goals. outcomes. This can be done by using an example or starting from the
customer’s point of view.
2. Assign a mentor/buddy Buddies should be high-performing employees who are knowledgeable
to assist the new hire of the organization. Provide buddies with a list of possible activities to
in acclimating to the undertake or questions to answer with the new hire.
organization.
3. Create a networking plan The networking plan should include senior executives, peers of the new hire,
between the new hire and and other new hires within the organization.
appropriate individuals
across the organization.

Source: CEB analysis.

First Three Months

Task Additional Information Owner Completion Date
1. Provide an early informal The informal review should be a scheduled, structured conversation
performance review. between the new hire and their manager regarding their performance to
date. The informal review should take place after the manager has had
time to gauge performance strengths and weaknesses of the new hire,
but early enough for the new hire to change behaviors before the formal
review process begins. During the conversation, the manager should discuss
actionable items to improve performance, while making clear that the review
will not become part of the new hire’s record. This activity should conclude
with creation of an individual development plan for the new hire.

Source: CEB analysis.

PRE-START FIRST WEEK ONE-TO-THREE MONTH

EARLY INFORMAL REVIEW
© 2013 The Corporate Executive Board Company.
All Rights Reserved. NPD7432513SYN–Effective Onboarding
ONBOARDING CHECKLIST ONBOARDING CHECKLIST ONBOARDING CHECKLIST

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 Providing the new hire
with an early informal
GIVE THE NEW HIRE AN EARLY INFORMAL REVIEW
review ensures that the
new hire is on track and Overview of an Early Informal Review
gives them actionable
feedback on what they
can do to maximize their
performance.

Q What is an early informal review?

A scheduled, structured conversation between you and your new hire about their performance to date,
A including areas for improvement

Q What is ideal timing for an early informal review?

■■ When you have had a chance to observe the new hire and can comment fairly on their performance,
but early enough so that the new hire has a chance to take corrective action prior to their first formal
A review
■■ Typically between the first and third months on the job

Q What should I include in an early informal review?

Align the informal review with the performance criteria the new hire will be formally reviewed against,
A
■■

while making clear that the informal review will not become part of the new hire’s record.
■■ Focus on specific, actionable guidance on how the new hire can achieve performance goals.
Source: CEB analysis.

PRE-START FIRST WEEK ONE-TO-THREE MONTH

EARLY INFORMAL REVIEW
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All Rights Reserved. NPD7432513SYN–Effective Onboarding
ONBOARDING CHECKLIST ONBOARDING CHECKLIST ONBOARDING CHECKLIST

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HIRING MANAGER CHECKLIST FOR AN EARLY INFORMAL REVIEW

Have I had enough time to observe the new hire’s performance (e.g., do I have specific examples to support my points)?

Have I solicited input on the new hire’s performance from colleagues who work with them on a regular basis?

 ave I set the new hire’s expectations about the early informal review and let them know the focus will be on preparing
H
them for their formal review?

 or the developmental areas I will be covering in the informal review, do I have specific, actionable advice on how the
F
new hire can address these (e.g., training or mentoring opportunities)?

Am I prepared to address whether the new hire’s behavior is commensurate with organizational values?

If I have significant concerns to address with the new hire, have I obtained guidance from my HR and/or recruiting
partners?

Source: CEB analysis.

PRE-START FIRST WEEK ONE-TO-THREE MONTH

EARLY INFORMAL REVIEW
© 2013 The Corporate Executive Board Company.
All Rights Reserved. NPD7432513SYN–Effective Onboarding
ONBOARDING CHECKLIST ONBOARDING CHECKLIST ONBOARDING CHECKLIST

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