Third post in this series of posts on OnBoarding.

It has to be more than, “Here’s your seat, here’s the employee manual and benefit forms, now go figure it out.”  Hope you are doing more than this. Here is a punch list on what what should be addressed in an OnBoarding Plan.  Some don’t apply to a promoted employee.  Use your judgement.

  • Review of Core Values, Core Competencies, Core Purpose, Brand Promise of the Organization (This is the core of your strategic pan.  Don’t have these? better create them).
  • Present and review employee Scorecard that quantifies outcomes the will deliver and details the role they play in delivering the Brand Promise (Don’t have one? better create one).
  • One on one meetings with key teammates (or all other staff if the org. is small), have them interview each teammate on what, how and why each does, what they do, and how they can help each other succeed.
  • Meet and interview department heads if large organization. Similar to previous item.
  • Scheduled “shadow” time with teammates, learning by doing what they do.
  • Product/Service knowledge training.
  • Sales and Customer Service Training (even if they aren’t in Sales or Service, they need a basic understanding of this).
  • Skills training for new skills needed for the position.
  • Customer Meetings:  Even if not in customer service or sales, they need to go on some calls with customers.
  • Process Reviews:  Somehow, some way they need to learn the basics of the processes of the organizations that are critical to serving the customer and delivering the product or service.

Lots more can be added.  Break this down into a little bit each day.  Debrief on their learning on a regular basis.  This is their road map to complete.  They are responsible for learning it.  You  for making sure they learn it.

When you create an OnBoarding Plan that includes these items, you create an agenda for success, that is aligned with your company strategy.

If you don’t include these items, he/she will create their own agenda for success and it won’t necessarily line up with yours.  Do you really want to risk this?  If you don’t do this, and he/she doesn’t succeed, whose fault is the failure.

Next post, and probably my last on OnBoarding will be on how to tie your OnBoarding Plan to Your Meeting Rhythm.