The document discusses best practices for onboarding new employees. It recommends creating an attractive employment brand to attract the right candidates. An effective onboarding process begins with developing career opportunities online, sending welcome packets, and assigning buddies or mentors. The selection process should be standardized, consistent, and legally compliant. New hires should complete paperwork in advance and receive orientation and training upon starting. Follow-up surveys allow continuing improvement of the onboarding program.

1. C O M P A N Y X X X

2. REVIEW OF BEST PRACTICES:
BEGIN BY CREATING A VISION AND THE BRAND
An onboarding process is linked to the employer brand that you create to attract
people who are the right fit for your company's overall goals.
If you're a high tech organization that has a cool brand , uses social media and
talks about innovation when you're advertising to attract new associates, that's
great. But, if on a new hire's first day you hand them 15 different forms to fill out,
your employment brand message has just died.
Onboarding begins with the hiring process your company undertakes to source
candidates. While it’s aid that an employer makes up their mind about a
candidate within the first few minutes, the same is true with the candidate: first
impressions are critical to acquiring top talent.
 You don’t get a second shot at making a first impression!
C O M P A N Y X X X

3. A PRECURSOR: STAFFING PLANS:
While not a necessity, nor is it technically part of the Onboarding Process, it does
foster stability and consistency to the process and is an HR Best Practice.
What’s included in a Staffing Plan?
 When the position is budgeted (is this a back fill or an add to staff?)
 Location
 Title
 Hiring Manger
 Budgeted Salary
 Budgeted Expense for Recruiting
Staffing Plans are “the most” efficient method for keeping all parties abreast of what
positions are being filled and when; it allows for more precise and accurate
budgeting/ forecasting; and it creates a more strategic hiring practice allowing
employees, vendors, customers and even competitors to be well informed.
You may not have a position available today for a particular candidate; however, in 6
weeks or 6 months there might be an opportunity that’s perfect. Thus, by the time
the position is officially posted, there’s the very real probability that there would be
interested and qualified candidates already lined up. C O M P A N Y X X X

4. THE ONBOARDING PROCESS BEGINS WITH:
Part I: Marketing/Branding: recommendations for ensuring that candidates have a
better understanding of who we are, what we do and what our vision is:
1.) IT – Begin by developing a Career Opportunities page on the website which
will allow candidates to submit their cover letter and resume while visiting the site.
We need to both advertise what types of jobs are open, as well as make it easy to
apply.
 STRONGLY RECOMMEND AN INTRANET: IT WILL GO A LONG WAY TO ENHANCING
COMMUNICATIONS.
2.) Putting together a Welcome Packet to be sent to all new hires once they’ve
signed the offer letter but before their first day. It will include things as: HR related
forms/documents, Employee Handbook, an org chart, mission and vision
statements, the last annual report, an overview of the new hire orientation program,
as well as the name and title of their Buddy.
3.) Developing a Buddy Program. The concept is to have an A or B player that’s
been with the company at least one-year assigned to each new hire to help them
assimilate more easily into the culture; they’d show them the places to eat, answer
questions about the company and, in general, support the new hire during their first
C O M P A N Y X X X

5. RECRUITING, HIRING AND SELECTION
Part II: Pre-Selection Actions:
 Sourcing Candidates: In addition to Optimer’s website, Mike’s premium
membership with LinkedIn enables the targeting of “the best” candidates;
negotiate a corporate rate for one or more websites (recommend using Indeed).
Also, we need to identify specific industry associations or organizations for
targeting with Optimer job postings.
 Provide Leadership Training: Mike will facilitate an hour-long lunch meeting to
review the EEO regulations - especially the documentation that’s necessary to
insulate the company from potential liability.
 Culture: Identifying what is unique about the culture at Optimer and how we
showcase/demonstrate/leverage those traits to prospective candidates; Examples
include: Autonomy, Entrepreneurial Environment, Friendly……. Anything else?
 Behavioral Interviewing /Leadership Training: Mike to facilitate an hour of
training on Behavioral Interviewing, rating and scoring candidates etc.,
 Employee Referral Program: Flat-rate bonus award AFTER the new hire
completes 90 – 180 days successfully; there are extremely effective at reducing
costs and in hiring candidates that already have an understanding of the job AND
the culture. C O M P A N Y X X X

6. SELECTION PROCESS
Part III: The Recruiting, Hiring and Selection Process:
 In partnership with the marketing team, each ad should be formatted the
same and should include the company logo, contact info and any other
essential criteria.
 The recruiting process MUST be the same for all candidates! On the
website and in the ads, provide candidates with information relevant to
how to apply and what they must submit (i.e. cover letter, salary history).
Internally, determine who will conduct the initial review, what timeframes
should be adhered to, how candidates will be notified their application is
still pending or that they’re no longer being considered for the role.
 Recruiting process is highlighted in a flow chart that’s then distributed
to
all staff. Mike can discuss details/options
• Recommendations:
1. Hiring Manager obtain approval from their hiring manager/VP; this would
include confirming job title, salary range (Mike can bench the role), and
anticipated hire date (usually 30 – 90 days from the job posting)C O M P A N Y X X X

7. SELECTION PROCESS CONTINUED
2. Job description tweaked/updated and sent to Mike.
3. Mike to post ad internally and externally within 48 hours.
4. Mike to begin sourcing and posts ads; recommend LinkedIn and
Indeed.
5. Resumes flow to Mike,
6. Mike reviews resumes and conducts prescreen within 48 hours.
7. If” candidate is a fit, referred to Manager within 24 hours.
8. Manager either meets with, or talks to, candidate within 3 – 5 days.
9. Candidate rejected or moves forward; candidate notified within 5
business days.
10. Conduct 2nd Interview with Team Members and/or VP.
3rd Interview possible, if necessary.
C O M P A N Y X X X

8. SELECTION PROCESS CONTINUED
11. Candidate rejected or moves forward; candidate notified within 5
business days.
12.“If” candidate moves forward in selection process, they must fill
out
an application, submit to background check and the hiring
manager
obtains and personally checks on professional references.
13. Due-Diligence is initiated; completed within 5 business days.
14. Decision as to whether to hire, what to offer, when, how and who,
completed within 3 – 5 days.
15. Offer letter sent, signed and sent back .
16. Post-hire pre-start, Welcome Packet sent.
C O M P A N Y X X X

9. SELECTION PROCESS CONTINUED
 All of these points MUST be well-defined and
communicated to the candidates and those involved in the
process – all involved must be held accountable for their
respective roles and responsibilities including timeframes.
 Candidates MUST go through the same process and be
asked “some” of the same questions (which are recorded
and filed).
 Consistency and standardization of the process insulates
the organization from liability, ensures that all candidates
receive the same fair treatment and assists enormously
when it comes time to compare, rate and/or score the
candidates.
;
C O M P A N Y X X X

10. SELECTION PROCESS CONCLUDED
Greet candidates warmly, offer a beverage, escort
them to an office and create a climate of warmth,
openness and sincerity.
Mike will draft preliminary questions that will be asked
of all candidates.
It’s important that any team member assigned to be
part of the selection committee must have gone
through
a Behavioral Interviewing Workshop, as well as have
instruction on what is legal and illegal to ask
candidates.
C O M P A N Y X X X

11. SELECTING THE RIGHT CANDIDATE:
Finding the right candidate at the right time for the right role may seem like a
crap shoot; however, if you’ve done your homework, put the right blocks in
place and are ready to make a decision in a decisive - yet timely - manner,
then it can be easier the more often you do it.
Knowing the Pitfalls and Tendencies:
1. Taking too long to decide; if you hesitate in making an offer than
chances are you might miss out altogether; top talent is going to have
multiple offers.
2. Putting too much, or too little, emphasis around Culture. Obviously,
matching up the right candidate with your corporate culture is very
important; after all, who wants to work with someone that you don’t
necessarily like or want to hang out with? However, be careful not to get
into get into the point of diminishing returns.
• In other words, don’t necessarily make culture the litmus test in which
to measure someone’s fitness for the role.
C O M P A N Y X X X

12. THE OFFER
 When you’ve found the right candidate, make the offer and be prepared to enter
into some negotiations, as you would a house or car, to ensure that they don’t get
away.
 How to determine what to offer? Consult a Quantitative Salary Survey or ask Mike
to Benchmark the role; also, is the new hire a Novice, Competent or Subject Matter
Expert? And, lastly, address Internal Equity. Mike can assist and explain these
details.
 Make certain that the Offer Letter is detailed and accurate; also make certain that
it’s predicated on completing a thorough background check. Lastly, make certain
that the candidate endorses the offer letter and faxes it back to you.
 Once you have a signed offer letter, it’s critical that you notify facilities (to ensure
an ID/security badge is ordered); additionally, begin the process of…
Developing a Personnel File (all HR related paperwork)
Drafting an Announcement letting staff know who’s been hired and when they
will start; and,
Initiate the order of a computer, work station and phone to ensure that they
are all installed, set up and ready to go on day # 1.
Welcome Packet is sent. C O M P A N Y X X X

13. POST-HIRE ACTIONS
Part IV Post-Hire :
 Orientation Program; Depending upon how many people being hired, offer this
either monthly or quarterly; the curriculum should be a half day and include the
following:
15 – 30 minute presentations from each VP describing their scope of
responsibility and how it fits into the short and long-term objective(s) of the
organization;
CEO/President present the history, as well as his vision for the future.
Mike to present a 30 discussion on policies and procedures.
 Announcement: an e-mail introduction to staff and a posting on the website.
 The First Day: It should include the following:
Office Tour and Introductions – make sure you have an Itinerary for the day.
Completion of HR paperwork
During which the entire benefits package is discussed.
Review the training program that’s been developed specific to the job and the
person.
Review Performance expectations and set one-on-ones.
Introduction of Buddy.
C O M P A N Y X X X

14. PRIOR TO DAY ONE:
REMEMBER the basic Best Practice tenets; they include:
1.) Orient them before their first day of work by having them complete much of
their paperwork ahead of time – particularly the NDA/Confidentiality
Agreement/Non Competes; the company org chart; some general
performance goals etc.,
2.) Train them to fit, not just perform; this might include providing them with past
Newsletters, Info .on the employee of the month/year and/or recognition
programs; and be sure to send an Employee Handbook so that they may
familiarize themselves with it before their first day on the job and have
signed the Handbook Acknowledgement.
3.) Communicate often, in real time ,and in-person when available.
4.) Assign a Mentor or buddy
5.) Don’t play sink or swim.
C O M P A N Y X X X

15. POST-HIRE ACTIONS CONTINUED:
Post 90 Days, The Follow-Up: 30, 90 and/or 365 day questionnaire to ask:
Did we sufficiently, and accurately, describe the job?
Were their expectations met?
 Where are the gaps?
Was the environment and culture described accurately?
 What do they enjoy most about the culture?
 What would they like to see changed?
What could have done better from the actual job posting through their
orientation?
Each questionnaire would focus on a different aspect of the Onboarding process;
this feedback would help us to “tweak” the program going forward to make it
more efficient, cost-effective and customized to the culture.
On an annual basis, evaluate the questionnaires and make recommendations for
improving and enhancing the Onboarding Program; continually “tweak” the
program and customize for the specific culture and environment.
C O M P A N Y X X X