Reporting for your first day at work is an exciting experience, but it often leaves new employees with nerve-wracking souvenirs. The process does not end once you have got the confirmation letter. There's always apprehension about who you'll meet at work, how the new working atmosphere could be, and other concerns. 

Integrating a new hire into a company, regardless of the organization, is a critical component that will always decide how long they will work for that company. 

Human resource managers are responsible for not merely identifying the best candidate for the job, but also for keeping new hires satisfied and providing them with the tools they need to thrive in their new roles.  

Onboarding is all about building a brand on a new hire, and it can determine whether they will flourish in the firm or leave after a few days. 

Instead of an employee onboarding that includes a complete process encompassing management and other staff that lasts twelve months or more, many organizations now do an orientation where new hires are taken through a brief introduction and then hurried to settle into their role. Many researchers point to poor onboarding as the root cause of high employee turnover. 

The checklist below can help you incorporate new hires into your firm. 

Begin during the hiring process. 

Employee onboarding should begin on the first day of employment when new hires become in contact with the firm. It will prepare new hires for what to expect and establish a strong feeling of order, bolstering their confidence as they return to their new positions in the organization. Your job posting should provide the new hire with an idea of what they might expect from your organization in the future. 

Begin before new employees arrive. 

When several things are involved, reporting to a new office on the first day might be daunting for a new hire. On the first day, your new co-workers want to greet you, the boss wants to buy you lunch, and a mountain of paperwork is placed on your desk to fill out and sign. You can do the following to make new hires' first day less stressful:  

  • Email them an appointment letter.  
  • Complete all paperwork before the arrival of new hires.  
  • Send the corporate manual ahead of time.  
  • Set up their email and workspace.  
  • Share their work schedules with them. 

For efficient onboarding, consider each role. 

Because each recruit has a distinct function to perform, they should be trained using a variety of onboarding methods to ensure that they receive effective, customized onboarding for their positions. An IT recruit, for instance, should not be subjected to the same onboarding programs as a customer service recruit because they have distinct responsibilities and, as a result, require different integration techniques into the firm. 

Meet the new hires with the entire staff. 

Many recruiters' first thoughts on their first day at work are about who they will meet in their new office. They want to meet their immediate bosses, who will hold them accountable, their new co-workers, and even the CEO. To avoid any mistaken identity on day two in the office, you should always meet them as soon as feasible. 

Set up onboarding training. 

New hire training will go a long way toward assisting them in learning more about the firm and understanding their tasks in the shortest timeframe. Recruits should be exposed to case studies, brainstorming, and group discussions to help them enhance their abilities and build understanding with their new colleagues. New hires should be given working tools and instructed on how to use them so that there is less chance of injury or wastage during their first few days on the job.  

You can assist new hires in learning how to create safe passwords for their laptops and email addresses and how to use access codes during this training. 

Assign a mentor 

New hires want personnel who will hold their hands and guide them to succeed in their roles. Long serving employees with a solid reputation inside the organization should be assigned to assist new hires in quickly settling in. 

Give office tours. 

Many human resource managers may think this is unnecessary because many offices are well-marked, but wait until you see a recruit walking to the office cafeteria to seek assistance in finding staff restrooms. Isn't it a source of embarrassment? As a result, applicants must take a tour of the workplace with senior staff and be aware of the precise locations of restrooms, workstations, meeting rooms, and managers' offices. 

Gather feedback from new employees. 

Human resource managers should get input from new hires after a few days on how they are doing in their new roles. Questionnaires, interviews, and brief tests can all be applied.  

Through feedback, managers will be able to learn about the recruits' early struggles, strengths, and weaknesses.