New hire onboarding checklist (for manager)

Set your new hire up for success and be super clear about expectations

• a clearly structured, shared onboarding document helps new hires to understand and meet expectations and gives the manager more objectivity to assess if the new employee is a fit (or not)

• revisit the document in check-ins at set dates over the first few months

I think most start-up leaders have understood the importance of a thorough hiring process and how to put it in place. In the hectic day-to-day of a start-up leader, the actual onboarding frequently happens on the side and is less effective than it needs to be. Use this list to structure your conversation on the first day and create a shared document to revisit over the firs 6 months of employment.

Note: I don’t refer here to new hire programmes organised by HR or tech that facilitate the general, administrative and technical onboarding of new employees (like getting your computer, a desk and systems access). What I mean is the initial conversation between the new hire and her manager about what is expected and how to be successful in her role. This is always important, but especially when hiring a critical role for the first time.

Why is this important?

• Make sure the new employee feels welcomed and has everything needed to be successful in the role

• Emphasise the importance of learning and building relationships in the critical first weeks

• Gain clarity early, if the new team member is a good fit for the role, or if there are issues.

In order to objectively assess this the expectations have to be made explicit and clear from the beginning and the manager has to be close and provide feedback if required. I have seen many cases when the end of a probation period approaches, and the manager is still uncertain if the hire is a fit. Usually, that means she is not, but the question frequently remains if something could have been done about it with clear guidance and an early intervention?

Prepare the day before your new hire starts by going through below list and create a shared document using this outline:

---

PART I. BASIC ONBOARDING

1. Knowledge, Relationships, Logistics 

Who does the new joiner need to develop relationships with? 

Who are the main stakeholders? Internal / external 

What does  the new joiner need to learn in the first month about … 

• industry / market  

• clients / users / customers / partners 

• competitors    

• relevant regulatory and legal environment 

• product 

• company 

• anything else ? 

What systems and processes does the new colleague need to work with and understand? 

What regular meetings and communication channels should she participate in? 

2. Company and Functional Context 

Company 

• History and founding story of the company

• Financial milestones and other performance metrics (and success events) 

• Evolution of the company as a professional organisation
  How mature is the business? How mature/developed do you want it to be in the next 12 months?

Function 

• What is the status quo of the new person’s particular function? 

• How has it evolved?

• What has worked well?

• What have you tried that did not work out?

• What is your vision and hope for the function? 

• How do you expect the new hire to add value to the company and enable success? 

• What are your concerns? 

• What are you not clear about? What questions do you have with regards to the function? 

---

PART II. EXPECTATIONS

3. Role Clarity 

Clearly define the roles and responsibilities (in general, should be in job description) and expected deliverables, KPIs etc.

Also clarify what is not expected (because s.o. else is owning it)

To which company initiatives does the role contribute? 

What else is required of the person (e.g. training, hiring, performance management, communication …) 

4. Deliverables 

Define basic objectives and key results for the first 30 days, 3 months and 6 months

• Onboarding goals to achieve operational readiness (see above, acquire new knowledge, establish rapport, develop skills)

• Low hanging fruits - operational impact that can be delivered relatively quickly (define impact and timeline)

• Projects and initiatives that the person will either launch and lead or take over 

• Define objectives and key results (OKR) for 30 days / 3 months / 6 months.
  Ensure to schedule check-in meetings (on those dates and in between) and break-down near term indicators that OKRs are on track.  

• Clearly state by when you expect the person to be fully onboarded and what deliverables (see role clarity) are expected by then.

• Planning, concepts and strategic work that the new joiner will either lead or participate in?
  Ensure to clarify how much effort and detail should go into this area and what the specific deliverables are by which timeline (e.g. when required as input to annual budget planning process or if development of a functional or other strategy is part of the role)
  

• Team management deliverables. If applicable, also define your expectations with regards to team engagement, management, development and hiring (e.g. 1:1s, team meetings, offsites, performance reviews/feedback cycles, recruiting targets and talent acquisition process) 

5. Definition of Success

Describe what outstanding success in the role looks like, both, in terms of performance / deliverables as well as how to achieve it.

• What makes the difference between good and outstanding?

• What would constitute good, but not good enough? 

• Where have you seen others (or yourself) struggle with and how would you like the new person to handle things differently? 

For absolute clarity, also address negative aspects:

• What would be considered poor performance? 

• What red flags will you be looking for? 

• What would lead to immediate termination during the probation period? 

---

PART III. COMMUNICATION AND CULTURE

6. How to Best Work With You

• How frequently and when will you meet? 

• What is the best way to communicate with you?

• What is your own style of communication?

• What are some of your pet peeves the new joiner should be aware of? 

• What are some of your fundamental convictions, beliefs, or values that will be relevant to the new person’s role?

Consider writing a manager user manual , that clarifies how to best communicate and work with you.

7. Company Culture 

What should the new person be aware of regarding the style of interacting within the company in general? 

How do people at the company … 

• express their opinions?

• handle disagreements?

• take ownership of their areas of responsibility? 

• compete internally and externally?

• thrive for self improvement and growth? 

• engage one another in the workplace and outside? (e.g. socially)

• celebrate success?

• own their mistakes?

• give colleagues feedback? (direct/indirect)

• express their personal values and beliefs in the company (e.g. ethical, religious, political views)?

• approach diversity, equity, and inclusion (DEI) e.g. gender and sexual expression?

• consider (if any) or impose borders with regards to ‘lifestyle’, e.g. alcohol/drug consumption in or outside work, food (e.g. vegan, halal), romantic relationships … ?

Share some of your (personal) key values about teamwork and behaviour in business, e.g.  

• kindness

• modesty (despite the deep experience and seniority)

• speed

• open for feedback and criticism (openness to improve)

• takes initiative (2 steps ahead)

• asks for guidance when needed

• ability to make decision in difficult moments alone 

• …

8. Check-Ins and Engagement

Set dates (after 2 weeks, 1 month, 3 months ...) on which you will review progress and put them already in the calendar.

Set time and frequency for 1:1s and check-ins. In the beginning, this should happen more frequently. For example, besides a weekly 1:1 I will always connect in the first few days in the evening to see how the day went and also on Friday afternoon to reflect on the first week.  You want to show support and be able to help if needed. 

Listen for feedback. Usually, team members and stakeholders who the new team members met in the first weeks provide feedback especially when it is positive. If there is silence (or negative feedback) you want to proactively check what is going on. Being new is a great opportunity for new hires to learn and build relationships. If that is not happening, it could (doesn’t have to) be a red flag.