This document provides checklists for recruiting and onboarding new employees. The recruiting checklist outlines steps including creating a job description, posting openings on job sites and social media, conducting phone interviews to evaluate fit, conducting in-person interviews to assess skills and experience, following up with candidates, conducting reference and social media checks, and making a contingent job offer. The onboarding checklist includes setting goals and benchmarks, providing equipment and tools for success, completing paperwork and training on the first day, determining an ongoing training process with testing, and scheduling weekly check-in meetings for feedback and coaching.

1. 850-927-GAIL (4245)  coachgail@gtcom.net  www.coachgail.com
RECRUITING AND ONBOARDING CHECKLISTS
RECRUITING
CHECKLIST  DONE
Create a job description outlining outcome-based activities, competencies, qualities, education
required, etc.
Post ad on www.indeed.com, www.careerbuilder.com, www.craigslist.com,
www.ziprecruiter.com, www.monster.com, www.simplyhired.com, www.careerboard.com,
www.jobs.com, Facebook, LinkedIn, at local colleges and on their websites, spread word with
employees, customers, colleagues, vendors, and other centers of influence, and through other
venues – Have candidates submit resume and fill out a job application.
Do phone interview to eliminate some candidates - Notice their voice, energy level, etc. Is this
the kind of person you want to represent your company? Do they have the key knowledge,
skills , experience required for success in the job? If the answer is yes, set up first face-to-face
interview.
Initial face-to-face interview – Outline job requirements, show candidate the job description,
ask open-ended interview questions to further determine if experience, knowledge, skills and
competencies fit the job requirements. Ask if scope of job fits their interests and career goals.
Ask candidate to send a letter or email outlining: Why they want the job, why they think they
are the best candidate for the job and what contributions they think they could make to the
company. (Eliminate those who do not follow-through on this.) If the candidate follows
through, based on the quality of their response (how well do they express themselves, are
there typos, spelling or other errors? If everything looks good, invite to a second interview. If
possible, walk candidate to his car. Make note of how clean and organized it is.
Second face-to-face interview – More deeply discuss job fit and discuss compensation. Do
testing for important skills required for job success. Examples: If require comfort in using
technology and a good knowledge of Word, Excel, PowerPoint, etc., sit them in front of a
computer and ask them to create a document in each of the software programs. If math is
important, give real-world math problems to solve. Test typing skills…speed and accuracy. If it’s
a sales job, have person make a presentation to sell you something and have him develop a
written prospecting/sales plan to demonstrate how he will cultivate new business (have him
write the plan ahead of time and bring it to this interview). Do other personality testing such as
Kolbe, Caliper, Limra, Myers Briggs, Devine (I can help you with this one) or Omnia Profile, etc.
Have fill out Values Exercise. Have other manager(s) and team members interview the
candidates to provide their input. Let candidate know that if they are offered the job, they will
be asked to take a drug and alcohol test. Check references to validate what is claimed during
the interview process. Also check out the candidates on Facebook, Linkedin, Google+, Twitter,
Pinterest and other online social networking sites.
Make offer to best candidate – Explain that the first 90 days will be a “getting acquainted
period” for them to determine if job is right fit for them and you are to determine if they are
right fit for the job. (Note: Do not call it a “probation period”…too negative a description. It’s
best to frame things positively.)

2. 850-927-GAIL (4245)  coachgail@gtcom.net  www.coachgail.com
ONBOARDING
CHECKLIST  DONE
Determine goals & specific activities and benchmarks of success to be accomplished by 1
st
week,
2
nd
week, 3
rd
week, first month, first quarter, first year, etc. Ensure the new hire has all the
equipment and tools in place to set him up for success.
First day – Have new hire fill out tax paperwork, read Employee Handbook, introduce to all other
company members, provide a copy of the organizational chart, show where lunch area is,
restrooms, lunch hour, etc. Provide history of company (i.e., when it was founded, by whom,
share company Vision, Mission and Core Values statements
Determine in advance the training process for new hire – Examples: Shadow various employees
in different departments to get a big picture of the company. Have read company brochures and
literature, do online webinars, product training, learn computer, phone and other technology and
company procedures and systems. Do testing and monitor results along the way to measure if
the new hire is grasping the learning.
Have weekly one-on-one meetings - This provides the new hire with feedback on his progress.
Praise if he is doing well. Coach in areas in which he is falling short. Ask what he thinks of the job.
What’s working? What’s not working? Where does he need help? Communication is key to
setting up the individual for success.