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7 Action Items Your New-Hire Checklist May Be Missing

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This blog is part of our ongoing how-to series, designed to help you tackle big initiatives and challenges with confidence. To see other blogs in this series, click here.

It’s expensive and time consuming to hire someone, so you want to make sure your new hires stick around. Fortunately, there’s a lot you can do to welcome your new employees and give them a successful start to a long, productive career with your company. Consider making the guidelines in this blog part of your new employee checklist. If you don’t already have a new employee checklist, you can use the information below to start building one tailored to your company’s needs.

Paycom clients: If you have Document and Task Management, it’s easy to add any of the items below to your new-hire checklist and review completion rates. That way, you can ensure each new employee has a positive, consistent onboarding experience.

If you’re not a Paycom client, you can use this post to build your own checklist in a program like Microsoft Word or Excel. Keep in mind that if you take this approach, ensuring the checklist is used and completed for every new employee will be difficult.

1. Send a welcome letter to new employees.

A welcome letter to new employees helps them feel connected to your company from the beginning. An effective welcome letter should include:

  • confirmed start date, including where to show up and who to report to on the first day
  • information about parking, dress code, which entrance to use and other logistical information
  • outline of the first day’s activities, like completing HR documents, orientation, group training or an introduction to other employees
  • guidance on lunch: whether new hires can expect to spend it with their team, with their supervisor or on their own, and whether it will be on- or off-site

 

2. Send new-hire forms to new employees before their first day.

You may want to send HR documents, like Forms I-9 and W-2, to new hires to complete before they start. This is “preboarding,” and it can be an effective way to help new hires start work earlier on their first day, especially if you have the technology to send and receive these documents quickly and securely. Do note that time spent preboarding must be tracked and compensated.

If you’re considering adding this step to your new-hire checklist, it’s critical you have processes in place – or the right technology – to ensure the confidential and timely exchange of new hire documents. Additionally, new hires should have a way to track the time they spend preboarding accurately.

3. Block out time for a meet and greet.

Once new hires are on site, make them feel like valued members of the team. Have an employee greet new team members at the entrance on their first day. Help them connect with other new hires through introductions or even a group orientation, depending on the size of your organization.

4. Ask managers to assign tasks.

Make sure your managers offer their new hires’ practical, manageable assignments that can be completed on their first day. That allows them to start feeling like contributing team members sooner. Managers also should have a 30-, 60- and 90-day plan prepared for their new team members, so they know what’s expected of them and what success looks like in their new role.

When managers prepare these 30-, 60- and 90-day plans, they should have in mind some of the questions they will use when they check in with employees in the first several months of employment. Here are examples of questions your managers could ask at each stage:

Day one:

  • How did everything go today?
  • Do you have any questions?
  • Is there anything you have any worries or concerns about?
  • Any concerns for the future?

30 days in:

  • Is the job/team/company what you expected?
  • Do you have enough, too much or too little time to do your work?

60 days in:

  • What’s been going well? What are the highlights of your experiences so far? Why?
  • How do you see your job relating to the organization’s mission?

90 days in:

  • What’s the biggest difference between what you thought the job was like and what it’s really like?
  • Is there anything about your role, the team or company that is still unclear?

While these check-ins aren’t technically a part of the new-hire checklist, they are a crucial part of increasing employee retention and engagement, during the time new hires might still be on the fence about staying with your company.

Retention Statistic Aberdeen Group

5. Show new hires around their new space.

Give them a tour of the company and their new department, including where they can find:

  • break rooms
  • restrooms
  • supplies
  • the cafeteria, lunch rooms or nearby restaurants where they can eat lunch
  • other key locations like a lounge, gym or frequently used conference room

Before a new hire walks in the door, ensure his or her workspace is clean and has everything he or she will need to do his or her job well. Depending on the new hire’s position, this may include:

  • phone
  • office supplies
  • computer (including keyboard and mouse)
  • tools
  • safety gear (if applicable)

Check that any software required for the new employee’s job is already installed, and consider placing a directory or list of employees and extension numbers near their phone.

One way to make new employees feel especially welcome is to include a welcome gift with company-branded items, new supplies, snacks or even small gifts that help new hires get familiar with your company culture.

6. Help new employees connect to their team.

Send a new-employee introduction announcement to the rest of the company or department before a new hire begins. Share details about their experience, new role and personal information if it fits with your company culture.

But don’t limit the introduction to email. Follow up in person by introducing the new hire to their team. Take time to mention the new person’s strengths and what he or she will bring to the company. Give the new hire guidance on who he or she can ask for help regarding specific issues.

7. Help your new hire get acclimated to the company culture.

Because culture is the unwritten code that influences the way the team, department and company makes decisions large and small, giving new hires a quick cultural overview can help them feel more confident sooner.

Plan a group activity, or encourage your new hire’s manager to do so. A team lunch, coffee break or happy hour can provide valuable time for informal connection with new co-workers.

Consider assigning a “buddy” or having the new person shadow a more experienced employee. If your new hire is shadowing someone, give that employee advance notice. This will allow him or her time to prepare the day’s tasks based on what the new hire will need to learn.

Talk to new hires about how their work matters to the organization. This helps give them a sense of purpose as they start their new job. If possible, have others in the same position share stories of success or the business impact they’ve seen in their roles. Depending on your company, you or the new hire’s manager may do this. Either way, helping your new hire make this connection can help them feel like an important part of the team from the beginning.

Retention starts early

The cost of replacing employees - Bersin

Following these guidelines when you create your new-hire checklist – or adding them to your existing checklist – can help ensure new hires experience a first day that makes them excited to work for your company for the long haul.

For more guidance on how your onboarding activities can contribute to increased retention, download our executive summary, “Why Retaining Great Employees Starts With Onboarding.”

To learn more about Paycom’s Document and Task Management software, request a demo.

DISCLAIMER: The information provided in this blog is for general informational purposes only. Accordingly, Paycom and the writer of the above content do not warrant the completeness or accuracy of the above information. It does not constitute the provision of legal advice, tax advice, accounting services, or professional consulting. The information provided herein should not be used as a substitute for consultation with professional tax, accounting, legal or other professional services.


Lauren Rogers

by Lauren Rogers


Author Bio: As a communications specialist at Paycom, Lauren Rogers keeps employees abreast of company news and events, and provides insight to industry leaders regarding issues affecting human capital management. With experience in marketing and communications, Lauren has written blogs and other materials for a variety of businesses and nonprofits. Outside the office, she enjoys gardening, testing new recipes and sipping something caffeinated with her nose in a book.

Transform Company Leaders Into Engagement Ambassadors

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High employee engagement is linked to higher profits, greater productivity, lower turnover rates and a slew of other positive business outcomes. For years, HR leaders have worked to establish positive protocols and cultivate constructive environments to meet the shifting needs of a changing workforce. However, new research suggests engagement responsibilities should expand from the HR department to include the C-suite.

Why diversify?

Company leaders have a huge impact on employee engagement levels. According to the 2018 Global Leadership Forecast by Development Dimensions International (DDI), “leaders continue to wield the greatest single impact on workplace engagement.” When companies work from the top down to ignite innovation and excitement in employees, everybody wins.

A 2017 Harvard Business Review article praises managers who are able to deliver profits while creating a positive work culture: “Having the ability to simultaneously drive for results and practice excellent people skills is a powerful combination that has a dramatic impact on a leader’s effectiveness.”

Below are a few high-level priorities HR can focus on to invest in their leaders so employee engagement levels may rise companywide.

Anatomy of a leader

It turns out that a good chunk of company leaders understands the importance of engagement and purpose. DDI’s study found 71% of leaders viewed their role as “a custodian of the organization’s purpose.” Also, nearly 75% of those surveyed said they supported critical activities that aligned with the company’s goals.

Although many individuals hold upper-management titles, HR leaders need to identify dynamic leaders who are not only results-driven, but also value employee engagement. A few qualities to look for include:

  • positive communicators who compel vision and set clear, strategic directions with their written and verbal communications
  • achievement-oriented individuals who create a healthy sense of urgency, trust their teams, hold people accountable and set high standards
  • relationship-minded people who build relationships slowly and systematically while keeping old relationships healthy
  • coachable individuals who can both deliver and receive critical feedback with grace

Tools for success

Once HR identifies dynamic leaders whom they can utilize as ambassadors of engagement, they can equip them with the right tools to succeed. A few tangible ways to do this include:

  • making certain leaders are exposed to realistic challenges in order to prepare them for future ups and downs
  • clearly communicating business goals, as well as the case for employee engagement in internal communications
  • having periodic, positive callouts when leaders succeed in inspiring their teams
  • setting up mentoring programs where budding leaders have built-in accountability partners and can learn coaching techniques from the best
  • selecting senior-level managers as engagement catalysts to help build a positive culture, since change starts at the top

Employee engagement isn’t just for HR. Workers who consistently see upper management communicating strategically, supporting their teams and valuing each employee’s contribution, have a successful blueprint worth following. When HR and company leaders team up with both the bottom line and an engaged workforce in mind, victory is theirs for the taking.

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Jennifer Kraszewski

by Jennifer Kraszewski


Author Bio: Jennifer Kraszewski, Paycom’s Director of Human Resources, has more than 20 years of HR leadership experience, driving transformative, business-focused human capital strategies in high-growth industries to achieve efficiencies, compliance and employee engagement. Kraszewski holds a bachelor’s degree from Baylor University and an MBA from Oklahoma City University, and is SPHR- and SHRM-SCP-certified.

HR Manager SHRM18

6 Ways to Get the Most Out of SHRM18, From One HR Manager to Another

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From Sunday, June 17, to Wednesday, June 20, the largest gathering of HR professionals in the world will unite in Chicago for the Society for Human Resource Management’s Annual Conference & Exposition, aka SHRM18. From one HR manager to another, here are my key tips to getting the most from this year’s conference … and having a little fun as well!

1. Download the conference app.

Repeat: Download the conference app. This is the absolute best source of information because it helps you plan your sessions. In addition to keeping you organized, the app includes PowerPoints and notes from each session, even the ones you missed!

2. Do not miss the general session speakers.

There is a great lineup – did someone say Sheryl Sandberg and Jeb Bush? – and these sessions are always amazing. Personally, I can’t wait to hear Adam Grant’s session. If you aren’t up to speed on Grant, an organizational psychologist, check him out on YouTube and I’ll just plan on seeing you Tuesday at his session, “Originals: How Non-Conformists Move the World.”

3. Do not miss these sessions, either.

As an HR manager, I am a steward of my organization’s culture, which is why I cannot miss Steve Browne’s Tuesday session on “Cultures That ROCK! Five Proven Ways to Develop and Sustain a Phenomenal Workplace.” I always enjoy the legislative updates and Sunday afternoon’s “Tsunami or Wave: The Washington Outlook for HR Public Policy,” from SHRM’s own Michael P. Aitken, is going to add so much value to my conference experience and compliance knowledge base.

4. Enjoy Chicago.

Deep-dish pizza, Chicago-style hot dogs and hot beef sandwiches are just the start of your Chicago experience, as architecture tours, Willis Tower, Hancock Tower, Navy Pier Park and Millennium Park await. In addition to growing your career at the conference, you’ve got to take a few moments and enjoy, in my opinion, one of America’s historical treasures, and the home of the Cubs and Michael Jordan.

5. Schedule your sessions, but be ready to improvise.

You are going to run into someone you know and miss the session you had scheduled. You’re going to get caught up in the expo hall and lose track of time. That’s OK, because you have to balance overscheduling with going with the flow.

6. Last, but not least, have fun!

We take over the city. More than 20,000 HR professionals come together for this conference and although it’s the exact opposite of how our profession can, at times, be portrayed in the movies, we know how to have a good time. Enjoy the after-hours events. Make it to the Pentatonix concert! Network with people you’ve never met. Collect swag from the expo hall and don’t forget to come by the Paycom booth (No. 250!) and visit me, as well as enter to win $5,000 toward a vacation anywhere in the U.S.!

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Posted in Blog, Featured

Chanse Moucka

by Chanse Moucka


Author Bio: Chanse joined Paycom in early 2016 focusing on Paycom’s internal HR compliance function. In addition to Paycom’s internal compliance function, Chanse also leads Paycom’s HR Business Partner team. Chanse has been in the Human Resources field for 13 years and is experienced in many aspects of HR, extensively in employee relations and compliance. Chanse holds a degree in Business Administration from Saint Gregory’s University and also holds his PHR from the Human Resources Certification Institute and a designation as a Society for Human Resource Management certified professional.

Mentorship Program

Why Your Business Needs a Mentorship Program

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It’s no secret that great leaders consistently place a high value on mentoring others. Mentors help budding leaders gain important insights, give them much-needed honest feedback and serve as a blueprint for success to their mentees. Sometimes these mutually beneficial relationships between more experienced, upper-management individuals and younger employees happen organically; other times, they may spring up by chance, through existing networks or even between supervisors and employees who just click together.

I can personally attest to the value of mentorship – in my career, spanning over 20 years, I’ve had many informal mentors. I was lucky to have great leaders who took a special interest in me and my development. Even though these relationships were not part of a formal mentorship program, they were transformative for me.

And if informal mentorship is beneficial, you can bet that formal mentorship adds value to the individuals and organizations participating. After all, formal mentoring programs can help avoid the risk of unconscious bias, and provide the structure needed to maintain the mentoring relationship even when both parties are busy. Here are a few reasons why I think they’re well worth considering.

Fruitful feedback

 You don’t have to take my word for it – compelling research from Development Dimensions International illustrates some of the key benefits of a formal mentorship program. Its 2018 Global Leadership Forecast represents the responses of more than 25,000 business leaders and 2,500 HR professionals in a range of industries. According to this study, businesses that implemented a formal mentorship program saw:

  • a 20% lower turnover rate
  • a more holistic understanding of the business from all employees
  • deeper connections and higher-quality networking opportunities
  • 46% higher quality leaders
  • an increased likelihood of wisdom remaining in-house
  • 23% more critical roles could be filled immediately
  • a silo breakdown between functional groups

A robust mentorship program is one way businesses can ensure that top talent stays, develops and thrives in-house while providing meaningful opportunities for senior execs to witness their tangible impact.

Millennials and mentorship

 The Pew Research Center recently noted that millennials are now the largest generation in the U.S. workforce. They’re not just the largest chunk of the workforce; your high-performing millennials also will be either the future leaders of your organization – or someone else’s. And one theme keeps cropping up in conversations about what millennials value: mentorship.

In fact, a 2016 Deloitte study found that millennials who planned to stay with employers for more than five years were more than twice as likely to have a mentor (68%) than not (32%). And 20-somethings aren’t the only ones who value credible feedback and wisdom – workers of all ages understand the benefits. When well-executed, mentorship programs engage your millennial employees and elevate the entire workforce.

Success stories

 Some of the world’s most financially successful organizations have a formal mentorship program, including such Fortune 500 companies as GE, Intel and AT&T.

In GE’s “leader in residence” program, top executives rotate responsibilities. During their residence time, they spend a week mentoring, teaching and coaching managers and employees. In an article for Harvard Business Review, Raghu Krishnamoorthy, GE’s vice president of executive development and chief learning officer, said, “By giving leaders access to deeper levels across the organization, and, in turn, providing participants access to senior leadership, we have created greater cohesiveness throughout the company.”

AT&T leaders mentor their workforce in topic-based groups called “leadership circles.” Within these circles, members communicate both online and face-to-face. The program allows for a single mentor to take on a few mentees at a time, but in a group setting, two or more leaders can collaborate and mentor several mentees together. The groups are self-organized, free-flowing and champion tenets such as teamwork and trust. This program suits the telecom giant’s workforce needs, and AT&T saw an increase in the quality of peer-to-peer mentoring as a result.

No matter the size or scope of your business, formal mentorship programs offer valuable insight and opportunities for both the mentor and mentee. If a rising tide lifts all boats, mentorship initiatives that make space for honest feedback and meaningful connections can ensure everyone floats a little higher.

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Author Bio: Oden-Hall is an award-winning public relations, communications and marketing professional with over 20 years experience driving corporate strategy for Fortune 500 companies. Her Oklahoma roots and passion coupled with her global experience and creative flair have helped her drive numerous successful strategic initiatives. She joined the Paycom team as Chief Marketing Officer in April of 2012.

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