The document outlines an onboarding process for new employees, emphasizing its importance in integrating them into the company culture and ensuring their early success. It presents steps for preparing, enabling, and supporting new hires during their first 90 days, highlighting the need for effective communication, goal setting, and feedback. Additionally, it provides practical resources, checklists, and strategies to enhance the new hire experience and ultimately improve employee retention.

1. Policy
Procedure
Process
Work
Instructions
Sets the overall tone for the company.
The steps employees should take to enact a specific policy.
How procedures across the company align with one another in order to realize a product or service, details
who is responsible, and ensure that the necessary tasks are completed properly and on time.
Basic instructions for any and all tasks throughout the company.
Candidate Characteristics / Company Integration
Onboarding refers to the collective processes and activities of integrating new employees. The onboarding
period begins when the new employee accepts an offer and continues through the first 90 days of employment.
It includes preparing for, enabling, engaging, and supporting the new employee. The process is designed to help
employees adjust to the culture, embrace the values, and establish work goals and priorities

2. Onboarding is a critical point in the talent lifecycle. A solid program not only bridges the gap between
candidate experience and employee experience, it acts as a catalyst for employee satisfaction and
retention.
Of course, it’s hard to make a powerful first impression with limited resources, budget, and leadership
support.
To help you succeed, we’ve created this onboarding toolkit. From inspiring examples to practical guides, this
“Onboarding in a Box” is chock full of essential resources for every stage of your new hire process.
Make the first interactions with new employees count and become a more productive and successful talent
management team.
4% of new hires leave a job after a disastrous first day
22% of turnover occurs within the first 45 days costing the company at least 3X the former employee’s
salary.*
You never get a second chance to make a first impression.
*Bersin by Deloitte’s industry study: On-Ramp for Employee Success

3. Prepare:
• Recruiting, Hiring Manager, and team prepare resources (workspace, computer, UID, card key, welcome poster,
etc.)
• Hiring Manager outlines performance expectations, key contacts, first assignment, and defines what success
will look like.
Enable:
• New employee builds key relationships, learns the business and culture, and understands how s/he contributes
to the success of the team and business.
• Hiring Managers and Onboarding Buddies play integral roles in enabling and engaging new employees.
Support:
• As the new employee executes and delivers, the Hiring Manager continues to enable and support the new
hire and ensure ongoing communication and feedback between new hire and manager
Support
Enable
Prepare
1st Day – 1st Week 30 Days 60 Days 90 Days
Onboarding: The Candidate Experience

4. First Day Experience
“New hire orientation” is so stale. Give your fresh
employees an amazing first impression of their
new career choice with an interactive and fun
first day on the new job.
Start with this sample agenda. This will help you
plan an informational yet dynamic experience.
Avoid death by PowerPoint with team-building
activities, lively videos and full circle discussions
to build relationships and engagement. We know
every department wants a piece of new
employees on day one, but focus the first day on
experiential learning and
you’ll make a greater impact.
As new employees get familiar with their role and
the company, they will refer to this
resource on a daily basis. The sample here will
give you an idea of the components you need to
include.

5. First Month Essentials
While “First Day Experience” covered the basics, new
employees will need a refresher as well as more
information during their first month on the new job.
Create a “New Hire Roadmap” on your company
intranet and make it a one-stop
destination for essential resources. Check out the
sample sections from our own roadmap to get your
creative juices flowing as you customize your own.
Also, you want that handoff to be smooth, so provide
the following checklist to the hiring manager. It’s
everything they need to do to onboard their new
employee. Personalize
the checklist based on the job function and the
manager’s working style.

6. First Quarter Tools
The first 90 days are a critical time in establishing a new
employee’s success. This is also the point where the
new hire’s manager takes on more of the onboarding
responsibility. It’s essential for you to help them train
and manage new employees effectively, while making
the experience personal and transformative.
To do so, we give you a list of check-in questions for the
manager to ask their new hire. This conversation should
take place over weekly 1:1s or casual coffee chats. It
will create an open working relationship, help trust and
help identify how
the manager can better help the employee transition to
their new role, team and company.
Also, the manager should help the new hire create
some measurable goals. Use the following template to
set expectations, clearly define what success looks like,
and keep new hires highly engaged. Include a
combination of quick-wins and long-term goals that
will give new employees a sense of accomplishment
and lasting impact.

7. Goal Setting
Goal setting is important to any organization. Goals
need to be set so that companies as well as employees
have clear direction of where they are either short or
long-term.

8. Measure Success
New hire and business needs are always changing, so
your onboarding process must constantly evolve.
Feedback is one of the best ways to measure success
and reiterate your program. If you can’t measure it, you
can’t manage it.
Here, you’ll find two surveys for you to copy, paste, and
customize. One measures the effectiveness of new hire
orientation, while the other gauges the new hire’s first
30 and/or 90 days in the new role. Both include rating
scale and open-ended questions for constructive
feedback that you can use.

9. • Send out welcome and bio company wide
• Go over company history culture and values (Done sparsely – they are listed on the wall at HQ)
• Short term / long term goals (Not done from day 1 but maybe with managers for reviews?)
• Go over strategy, competitors, and market conditions (I believe this may be done in sales only)
• Weekly mentor check ins and manager 1:1’s (may be done per manager by not from day 1)
• Weekly staff meetings
• Check in with HR (First 30 days – This did happen with Rhonda and I)
• Ensure all trainings are video taped for new hires coming on board mid review
• Role Specific tools (I believe this is done 1:1 w/ person you report in with but needs to be gone over in
day 1 overview)
• Health Ins
• Review / Demo of Nest and how to use.
Onboarding Ideas: What IFS Does

10. • IFS University – Meet w/ 1 Executive Team member x Monthly for 3 months 2 hours each
• 1 or 2 Day On Boarding – 45 Min talks per BU (incl ignite)
• Formal training / Demos on processes systems and tools
• Go over company history culture and values (this should incl someone presenting Ignite)
• Buddy for 30 / 45 days
• Schedule shadowing sessions w/ workers different depts (Buddy for 30 – 45 days)
• Short term / long term goal setting
• Go over strategy, competitors, and market conditions
• Weekly mentor check ins and manager 1:1’s
• Weekly staff meetings (this should happen day 1 and weekly / monthly if not already happening)
• Meet w/ Mgr / HOD / Team to set KPIs, review projects and duties (within 5 days of start)
• Ensure all trainings are video taped for new hires coming on board mid review
• Role Specific tools (on-shore)
• Health Ins (more in-depth info – Coverage)
• Grasping policies
• Review policies on passcodes and logins
• An intranet or SharePoint site for quick / easy access to documents and processes (we use this but not as
a intranet)
• Orgcharts for each dept for new hires
Onboarding Ideas: What IFS Should Do “IFS University”

11. Pre-Onboarding /
Day1
Ramp-up /
Productivity
Grow in Role &
Transitions
Employee Actions • Share the news
• Attend New Hire Orientation
• Get familiar (Tech, Office, safety)
• Set clear Goals
• Learn about org (strategy, long
term plans, key players &
customers, processes)
• Development plans
• Promotion
• Learn / develop
• Internal transfers
• Solve problems autonomously
Employee Questions • Who is my community?
• Who I work with?
• What are the styles of work?
• What tools do I need?
• How do I ask for help?
• Who do I turn to for help?
• Did I finish everything?
• What is important right now in
the Co/My team?
• What is my first assignment?
• Am I fitting in?
• Who do I turn to for questions /
buddy?
• Am I aligned with co strategy?
• Am I being rewarded / recognized
• How can I continue growing?
Expected Emotional State • I feel ready for day 1
• I feel excited and prepared
• Feel my team is excited to have
me
• Super motivated to deliver
• Confident
• I belong here, I know I matter!
• The co cares about me!
Manager Tasks • Welcome to the team
• Build onboarding plan
• Communicate learning plans
• Communicate first assignment
• Set clear goals
• Set regular check ins
• Celebrate Wins!
• Give ongoing feedback
• Conduct performance reviews /
Comp reviews
• Guide through career growth and
development
Processes, Policies & Tech • Intranet
• Nest
• Confluence,
• Job specific tools
• Intranet / Communication across
the co
• Knowledge base management
• Policies / procedures
• Learning portal / content
• Career pathing
Insights • Talent engagement level
• Onboarding surveys
• 90 day check in survey • Ongoing employee survey.