Getting the employee started on the right foot cannot be underestimated.  We can all remember our first day(s) in a new job when we don’t know anyone, don’t know the processes, we’re in a new role in a new office with, usually, quite a different working culture and environment. There is a lot to learn, a lot to take on board and if you can help your employees start as they mean to go on you the induction process should go by without too much incident and get them up and running as soon as possible.

The new employee guidebook

We will go through the phases from pre-hire right through to the end of their first 90 days in the job.


How organized and prepared you are with this will help give you new employee the confidence and reassurance that they have made the right decision. The message you should be portraying is that this is a well run organization that will want to be apart of.

What you should do:

      • Send the new employee a welcome note, a first-week ortientation schedule
      • Inform the employee what paperwork s/he should bring with them on the first day
      • Set up the employee’s desk and ensure s/he has a computer/laptop and all other accessories required
      • Set up the employee’s IT including email, log ins etc.
      • Ensure the employee’s business cards are ready

First Day

This is a very nervous day for everyone. By making the employee feel welcome and they are supported on and throughout this day can be a lot more rewarding for everyone. First impressions are important and you only get one chance!

What you should do:

      • Tell the receptionist that the new employee is coming and ensure s/he welcomes him
      • Arrange an office tour
      • Share a welcome message from the CEO
      • Provide an orientation pack with employee handbook and any other helpful information
      • Ensure the employee’s manager takes him/her to lunch
      • Assign a buddy to help transition during the first month

Second Week

At this stage the employee should know a few of the colleagues and have slightly better orientation around the office but will still find each day exhausting. Now is the time to get them well settled into the role and get to know the wider teams.

What you should do:

      • Make a timetable for seting and reaching goals
      • Set up one-to-one meetings to introduce the newcomer to staff in other departments
      • Host an informal get together so s/he can get to know the team in a more relaxed setting

15 Days

Good communication is key, be sure to iron out any issues and see how to employee is getting on with their goals.

What you should do:

      • The employee’s manager should check on his/her progress
      • Encourage two way conversation between manager and employee
      • Identify and resolve any concerns

30 Days

Now the employee will be ready to get involved in projects with close support. Be sure not to overload him/her and keep those communication lines open.

What you should do:

      • Get feedback from the employee on the onboarding programme
      • Get the person involved in smaller projects so they can feel part of the team and get that sense of achievement

45 Days

20% of new staff leave around this point. At stage the person will have a better understanding of the role and the work environment. It is important that you check in with him/her and see what their understanding of the role is and if they have any concerns.


90 Days

Generally this is the end of the probation/onboarding period. At this point the employee should be aware of their role and be able to work as part of the team

What you should do:

      • Complete any performance review documentation
      • Get feedback and raise any concerns
      • Ask the employees about ideas for improvements

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