How to structure the onboarding process

Question:

How should I structure an employee’s first 90 days?

Answer:

A new employee’s first 60 to 90 days are the most critical for everyone. They will shape the new staff member’s future with your organization. Keep in mind that old habits are hard to break. If the new hire has had experience in similar organizations, he or she will bring some knowledge and habits that might not be compatible.

The first step to consider is organization orientation. This might be handled by human resources, but make sure to include a tour.

Next, assign a mentor who has mostly good habits and the innate ability to train. Good mentors can be few and far between; however, they help create a level of welcome.

With the mentor’s help, create a 90-day plan that is both unit- and job-specific. Include time frames for tasks to be learned, not mastered. Create a checklist for the staff member and mentor to follow and sign after training and understanding has occurred. In the final 30 days, the new associate should be able to move to mastery.

Check in with the new staff member and mentor on a regular basis to review progress toward the 90-day goals. When the employee achieves a goal, acknowledge that success with the team. If after 60 days there is not much to celebrate, it is time for you to ask the important question: Is this a good fit? Trust your instincts, rely on the mentor’s input and take the appropriate action. Use the next 30 days to observe and adjust training.

Don’t forget the person after the 90 days. Keep watching, inquiring and affirming. 

—Jim Korner
Special Assistant to the Senior Vice President for Finance and Business
Penn State University Outreach and Online Education