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Hiring is important.
It may even be one
of the
important areas of
a business.
Without hiring, a
company cannot
scale
It cannot
grow
It cannot
Produce
revenue
It cannot
compete
It cannot
SURVIVE.
But, there is one aspect of a
business that is equally as
important as hiring:
Onboarding.
Too often, onboarding is a
process that many
companies decide to
figure out as they go.
They wait for questions to get
asked, respond with
inconsistent answers, give new
hires a quick office tour, have
them sign on the dotted line,
and send them off to work.
This scenario
is flawed.
Onboarding needs to be
purposeful.
It needs to be
PLANNED.
It needs to be
THOROUGH.
It needs to be
MEASURED.
It needs to be
CONSISTENT.
It needs to be
SUCCESSFUL.
If it isn’t, you’re
setting your
employees up for a
rocky path.
www.hrbartender.com/2012/recrui4ng/employee-­‐turnover-­‐caused-­‐by-­‐bad-­‐onboarding-­‐programs/	
  
25%of companies said their
onboarding program did not include
any kind of training.
	
  
60%of companies indicated
they don’t set any milestones or
goals for new hires.
The result?
Turnover.
And when those
unhappy employees
explain that they are
leaving, employers
pour a lot of money
into trying to get
them to stay.
But what if
companies didn’t
do that?
Imagine the
difference that
could make.
So, what can you do to help
your onboarding program?
We’ll tell you of the
most critical elements.
One of the biggest
mistakes employers
make upon the initial
offer is that…
Hiring and onboarding



get looped together
This is especially true of a new hire
who is relocating. Amongst the
chaos of interviewing, moving, and
actually starting their job,
onboarding gets lost in the mix.
This is a critical mistake, and one
thing you can do to alleviate this
from happening is to:
Answer their questions!
WHAT SHOULD I BRING?
DO I NEED MY COMPUTER?
SHOULD I COME EARLY? 
HOW EARLY?
WHAT SHOULD I WEAR?
WILL ANYONE KNOW WHO I AM?
This will take a lot of stress off of
their plate. The more information you
can tell them – the better. This will
allow them to get prepared ahead of
time so they are in the right frame of
mind on their first day.
And while onboarding and
relocation need to be treated as
two different areas, they should be
complementary of one another.
In other words…
Even though relocation and
onboarding are
separate processes,
they need to be a part of the
same system
“How do I
do that?!”
Your company can do this by
ensuring that those in charge of
these processes communicate
with each other. Employees should
be receiving information that is
consistent across the board and is
relevant to them at the time they
receive it.
Ensure that managers in charge of
each area have set up a “home
base” for employees to go to. This
home base should be a place (an
online wiki, Relocation Management Software, HR
platforms) where they can go to
access documents or store any
information that they might need.
For Example:
Organizes questions,
documents, and any
information they
might need to know
into one organized
area.
You can also create pre-
made documents or
guides that HR
departments can re-use
that answer questions
ahead of time.
You should
always try
to have this
mindset:
minute
This will help you
remember that the
moment you get the
green light from your
candidate, they are
considered a part of
your organization.
Vetted Information
that cannot be easily
obtained anywhere else
Hyperlocal information:
Commute
Parking
Neighborhoods
Where to grab lunch
Public transportation
Local schools
information about:	
  
We’re going to let you
in on a little secret.
If you don’t provide
employees WITH this
information, they will
turn to the internet.
You can’t control
what they find there. 
And as we all know:
Not everything on the
internet is true
(so try to prevent employees from looking!)
GIVE THEM VETTED ADVICE
AND KNOWLEDGE FROM
YOUR OWN EMPLOYEES.
THIS WAY, YOU can
CONTROL THE INFORMATION
new hires receive.
And you can do this in a visual way!
By providing results in
a visual format, it will
help employees digest
information in a more
engaging way!
What’s the first
question your new hire
is going to get asked
by their friends and
family after day 1?
“How was your first day!?”
“How was your first day!?”
Your company’s
grade for the day
“How was your first day!?”
Your company’s
grade for the day
(make sure it’s a good one!)	
  
“How do we
get a good
grade?”
1.
Make sure 
everyone knows the
new hire is coming
There is nothing worse than
getting awkward looks and
confused stares on your first day,
so make sure the rest of the team
knows about your new hire and
what their role will be.
One way we do this at UrbanBound is by putting up
signs in the office with information about our new team
member and a welcome sign at the front door!
2. No paperwork!
Try to present new hires with
paperwork ahead of their first day in
the office. You can have them come in
before their start date or do some of
the paperwork over email, that way
the first day isn’t filled with mundane
tasks. You can also block out a few
hours throughout the week to go
through paperwork gradually, as not to
bombard them right off the bat.
3.
Have something
waiting for them 
at their desk
It doesn’t have to be anything
extravagant, just something to
make them feel welcomed!
At UrbanBound we give new
hires a card from our leadership
team, an UrbanBound water
bottle, a t-shirt, and chocolates.
4. Treat them 
to lunch
Lunch doesn’t have to be anything
fancy, just something to get new hires
out of the office and talking with other
members of the team - at UrbanBound
we always go to this tiny dive
restaurant down the block and it has
turned into tradition, it’s a great
initiation for new hires!
5. Remember
their family
“Research confirms that the failure rate of new executive hires
is close to 50 percent. Most of these frustrating and expensive
failures are more the result of personal or family
dissatisfaction than job-related issues.”
If your new hire relocated with a family, send
them something – flowers, a card, anything!
Let them know that they are equally as
important to the success of this new
endeavor as your employee. And, it
wouldn’t hurt to continue reaching out to
them for the first few months - if you are
hosting an event, going to dinner or drinks,
volunteering, invite spouses to come along!
Encouraging families to build relationships
and networks is going to make a big
difference on whether or not they begin to
identify with their new city as home.
according
to Forbes:
“90-day onboarding programs are rare.
What is more common are one to two day
onboarding programs primarily focused on
educating new staff members about legal
and policy-related rules. . . as a result, firms
are losing talent—HR industry studies show
that a great amount of staff turnover
(possibly as high as 20%) can happen within
the first 45 days of employment. (It costs
between $3,000 and $18,000 to replace
quitters.)”
www.forbes.com/sites/85broads/2013/07/19/how-­‐not-­‐to-­‐lose-­‐your-­‐new-­‐employees-­‐in-­‐their-­‐first-­‐45-­‐days/	
  
91% of millennials
expect to stay in a job
for less than 3 years
If Millennials don’t feel like there
is room for growth, they’ll look
for employment elsewhere - and
soon. If you end up training and
onboarding an employee just to
have them leave in a few months,
it can get extremely expensive
and time consuming.
Training & onboarding a
new hire can cost
anywhere from 
25%-200%
of annual salary
•  Measurable and attainable goals
•  Resources necessary for success
•  Something to be working towards
•  Benchmarks to gauge progress
Set up what success looks like in the
first 90 days by giving:
If employees have something to work towards
and a new skill to acquire, it will give them a
benchmark for how well they are performing.
GIVE new hires A CLEAR
PATH TO WORK TOWARDS
If they don’t hit goals, reevaluate
where skills need some nurturing
and plan accordingly for the
following quarter!
The 90-day mark is a great time to give
employees an opportunity to let you know
what they’ve liked or not liked so far. Let
them tell you what they want to work on,
where they need help, and what you can
do as their employer to help them. The
main influencing factor for the current
generation in the workforce is the
opportunity for growth, so by starting
employees out with a jam-packed 90-day
plan, you are setting them up for success.
As you can see,
onboarding needs to be
given as much
attention as every
other area of your
business.
Strong onboarding programs will help retention,
performance, growth, and structure. Make sure
that you have processes set in place!
Happy onboarding!

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4 Critical Elements of Your Onboarding Process

  • 1.
  • 3. It may even be one of the important areas of a business.
  • 9. But, there is one aspect of a business that is equally as important as hiring:
  • 11. Too often, onboarding is a process that many companies decide to figure out as they go.
  • 12. They wait for questions to get asked, respond with inconsistent answers, give new hires a quick office tour, have them sign on the dotted line, and send them off to work.
  • 14. Onboarding needs to be purposeful.
  • 15. It needs to be PLANNED.
  • 16. It needs to be THOROUGH.
  • 17. It needs to be MEASURED.
  • 18. It needs to be CONSISTENT.
  • 19. It needs to be SUCCESSFUL.
  • 20. If it isn’t, you’re setting your employees up for a rocky path.
  • 21. www.hrbartender.com/2012/recrui4ng/employee-­‐turnover-­‐caused-­‐by-­‐bad-­‐onboarding-­‐programs/   25%of companies said their onboarding program did not include any kind of training.   60%of companies indicated they don’t set any milestones or goals for new hires.
  • 24. And when those unhappy employees explain that they are leaving, employers pour a lot of money into trying to get them to stay.
  • 25. But what if companies didn’t do that?
  • 26.
  • 28. So, what can you do to help your onboarding program?
  • 29. We’ll tell you of the most critical elements.
  • 30.
  • 31. One of the biggest mistakes employers make upon the initial offer is that…
  • 32. Hiring and onboarding get looped together
  • 33. This is especially true of a new hire who is relocating. Amongst the chaos of interviewing, moving, and actually starting their job, onboarding gets lost in the mix. This is a critical mistake, and one thing you can do to alleviate this from happening is to:
  • 34. Answer their questions! WHAT SHOULD I BRING? DO I NEED MY COMPUTER? SHOULD I COME EARLY? HOW EARLY? WHAT SHOULD I WEAR? WILL ANYONE KNOW WHO I AM?
  • 35. This will take a lot of stress off of their plate. The more information you can tell them – the better. This will allow them to get prepared ahead of time so they are in the right frame of mind on their first day.
  • 36. And while onboarding and relocation need to be treated as two different areas, they should be complementary of one another. In other words…
  • 37. Even though relocation and onboarding are separate processes, they need to be a part of the same system
  • 38. “How do I do that?!”
  • 39. Your company can do this by ensuring that those in charge of these processes communicate with each other. Employees should be receiving information that is consistent across the board and is relevant to them at the time they receive it.
  • 40. Ensure that managers in charge of each area have set up a “home base” for employees to go to. This home base should be a place (an online wiki, Relocation Management Software, HR platforms) where they can go to access documents or store any information that they might need.
  • 42. Organizes questions, documents, and any information they might need to know into one organized area.
  • 43. You can also create pre- made documents or guides that HR departments can re-use that answer questions ahead of time.
  • 44.
  • 45. You should always try to have this mindset:
  • 47. This will help you remember that the moment you get the green light from your candidate, they are considered a part of your organization.
  • 48.
  • 49. Vetted Information that cannot be easily obtained anywhere else Hyperlocal information:
  • 50. Commute Parking Neighborhoods Where to grab lunch Public transportation Local schools information about:  
  • 51. We’re going to let you in on a little secret.
  • 52. If you don’t provide employees WITH this information, they will turn to the internet.
  • 53. You can’t control what they find there. And as we all know:
  • 54. Not everything on the internet is true (so try to prevent employees from looking!)
  • 55. GIVE THEM VETTED ADVICE AND KNOWLEDGE FROM YOUR OWN EMPLOYEES.
  • 56. THIS WAY, YOU can CONTROL THE INFORMATION new hires receive.
  • 57. And you can do this in a visual way!
  • 58.
  • 59. By providing results in a visual format, it will help employees digest information in a more engaging way!
  • 60.
  • 61. What’s the first question your new hire is going to get asked by their friends and family after day 1?
  • 62. “How was your first day!?”
  • 63. “How was your first day!?” Your company’s grade for the day
  • 64. “How was your first day!?” Your company’s grade for the day (make sure it’s a good one!)  
  • 65. “How do we get a good grade?”
  • 66. 1. Make sure everyone knows the new hire is coming
  • 67. There is nothing worse than getting awkward looks and confused stares on your first day, so make sure the rest of the team knows about your new hire and what their role will be.
  • 68. One way we do this at UrbanBound is by putting up signs in the office with information about our new team member and a welcome sign at the front door!
  • 70. Try to present new hires with paperwork ahead of their first day in the office. You can have them come in before their start date or do some of the paperwork over email, that way the first day isn’t filled with mundane tasks. You can also block out a few hours throughout the week to go through paperwork gradually, as not to bombard them right off the bat.
  • 71. 3. Have something waiting for them at their desk
  • 72. It doesn’t have to be anything extravagant, just something to make them feel welcomed! At UrbanBound we give new hires a card from our leadership team, an UrbanBound water bottle, a t-shirt, and chocolates.
  • 73. 4. Treat them to lunch
  • 74. Lunch doesn’t have to be anything fancy, just something to get new hires out of the office and talking with other members of the team - at UrbanBound we always go to this tiny dive restaurant down the block and it has turned into tradition, it’s a great initiation for new hires!
  • 75. 5. Remember their family “Research confirms that the failure rate of new executive hires is close to 50 percent. Most of these frustrating and expensive failures are more the result of personal or family dissatisfaction than job-related issues.”
  • 76. If your new hire relocated with a family, send them something – flowers, a card, anything! Let them know that they are equally as important to the success of this new endeavor as your employee. And, it wouldn’t hurt to continue reaching out to them for the first few months - if you are hosting an event, going to dinner or drinks, volunteering, invite spouses to come along! Encouraging families to build relationships and networks is going to make a big difference on whether or not they begin to identify with their new city as home.
  • 77.
  • 79. “90-day onboarding programs are rare. What is more common are one to two day onboarding programs primarily focused on educating new staff members about legal and policy-related rules. . . as a result, firms are losing talent—HR industry studies show that a great amount of staff turnover (possibly as high as 20%) can happen within the first 45 days of employment. (It costs between $3,000 and $18,000 to replace quitters.)” www.forbes.com/sites/85broads/2013/07/19/how-­‐not-­‐to-­‐lose-­‐your-­‐new-­‐employees-­‐in-­‐their-­‐first-­‐45-­‐days/  
  • 80. 91% of millennials expect to stay in a job for less than 3 years
  • 81. If Millennials don’t feel like there is room for growth, they’ll look for employment elsewhere - and soon. If you end up training and onboarding an employee just to have them leave in a few months, it can get extremely expensive and time consuming.
  • 82. Training & onboarding a new hire can cost anywhere from 25%-200% of annual salary
  • 83. •  Measurable and attainable goals •  Resources necessary for success •  Something to be working towards •  Benchmarks to gauge progress Set up what success looks like in the first 90 days by giving:
  • 84. If employees have something to work towards and a new skill to acquire, it will give them a benchmark for how well they are performing.
  • 85. GIVE new hires A CLEAR PATH TO WORK TOWARDS If they don’t hit goals, reevaluate where skills need some nurturing and plan accordingly for the following quarter!
  • 86. The 90-day mark is a great time to give employees an opportunity to let you know what they’ve liked or not liked so far. Let them tell you what they want to work on, where they need help, and what you can do as their employer to help them. The main influencing factor for the current generation in the workforce is the opportunity for growth, so by starting employees out with a jam-packed 90-day plan, you are setting them up for success.
  • 87. As you can see, onboarding needs to be given as much attention as every other area of your business.
  • 88. Strong onboarding programs will help retention, performance, growth, and structure. Make sure that you have processes set in place!