For Supervisors: Onboarding New Employees

Pre-boarding is the period between an employee accepting a job offer and their first day of work. Pre-boarding allows you to build engagement and enthusiasm before the employee sets foot on campus. It is also the best time to ensure the new employee completes important new hire paperwork, such as the federally required Form I-9 and tax forms. We encourage managers to take an active role in ensuring their new employee takes action on these important activities.

Tailorable resources for pre-boarding include:

• Buddy program information and guidelines.
• Sample welcome email text to the new employee.

Dear [Employee’s first name],

We are delighted you have accepted the offer to join the [department name] team as a [new employee’s job title]. 

For the first few months in your new position, you will be assigned a buddy who will help you get acclimated to your new position, our department, and Virginia Tech. You and I will also meet throughout your onboarding to ensure you are settling into your new role and to discuss job expectations and goals.  

Again, welcome to our team!  If you have questions or need additional information, please do not hesitate to contact me.  We look forward to seeing you on [first date of employment].

Sincerely,

[Supervisor Email Signature]

• Sample new employee announcement email text to your current team.

I'm delighted to announce that [new Hokie] will join [department name] as [job title] on [start date]. [new Hokie] will be report to [supervisor name].

As [job title], [new Hokies]'s responsibilities will include [information about position]. [new Hokie]’s office is located in the [room number] [building name].  Be sure to stop by and say hello. 

Please join me in welcoming [new Hokie] to the team!

[Supervisor Email Signature]

The employee's impression of the department on the first day will have a lasting impact on them, so make sure it's a positive experience. Show them you have been preparing for their arrival by enthusiastically welcoming them and preparing a detailed plan for the day.  Suggested resources for their first day include:

• Sample welcome sign.
• First week schedule template.
• Sample department guide.
• Reminder: Remember to check with the employee to ensure Sections 1 and 2 of the federally required Form I-9 is completed. Section 2 must be completed within three (3) days of the employee's start date with Virginia Tech.
• First day checklist -  We suggest using the checklist below:

Checklist - 
Introductions: 

• Greet the employee, show them their workspace/office, and where to put personal belongings. 
• Have a goody bag with departmental swag available. You can hand this to them or have it waiting in their workspace!  
• Introduce the new hire to others in the department/work area. As you make introductions, share not just names but also the roles and responsibilities of those employees. 
• Introduce them to their work buddy, if one has been assigned. 
• Introduce the new hire to their trainer and go over the training plan and/or the first-day work schedule.  

Workplace Orientation: 

• Confirm workspace is ready. Ensure they have all the equipment and tools needed to do their job. 
• Give a tour of the office and building, point out key locations (copier, mailroom, fax machine, office supplies, restrooms, break areas, emergency exits, fire extinguishers, vending machines, etc.). 
• Provide them with facility information such as keys and security codes. 
• Schedule time with desktop support to provide the new employee with an orientation to their computer systems, including log-on, email, security, Wi-Fi, mapping to printers, and calendaring. 
• Review the phone system and usage, fax, scanning, and copying procedures. 
• Review office procedures and guidelines (time away from work reporting requirements, personal phone calls, lunch breaks, office coverage, etc.). 
• If there is a dress code, review it with the employee. If the position requires a uniform, make sure they have the right sizes, etc. 

Administrative Onboarding: 

• Ensure the new employee is scheduled for New Employee Orientation and that they have the date on their calendar. Note: If the new employee has already attended the HR orientation in a previous Virginia Tech role and did not have a break in service, they do not need to attend again.  
• Complete the I-9 verification process with the employee. 
• Complete additional forms specific to the department or position, (i.e. confidentiality agreements.) 
• Schedule any required training or show the new employee how to register for required training.  
• If needed, fill out a telework agreement.  

Onboarding Plan: 

• The supervisor should discuss the job description, expectations, and policies. 
• Review the onboarding plan. 
• Set milestones and specific deadlines for the first week. 
• Set one or more meetings in the first week to check-in. 

The employee is acclimating to their new position, including getting to know their team and their responsibilities. They will have plenty of questions so make sure to schedule regular check-in meetings. Suggested resources for the first month include:

• New employee success plan (for planning the first 30 days).
• Sample weekly check-in meeting questions.
• Month 1 checklist - We suggest using the checklist below:

Checklist - 
Workplace information: 
Functions: 

• Provide safety and emergency information and share how to report hazards where applicable. 
• If needed for the position, provide budget, finance, and purchasing procedures including policies and rules for use and information on training. 
• Add regular team meetings, partner meetings, and other events to the employee’s calendar and provide information on meeting purpose, attendees, what to expect, and the employee’s role. Debrief with the employee following these experiences to answer questions and provide additional information. 

Culture: 

• Share unwritten rules, nuances, and traditions with employee such as casual days, spirit days, etc. 
• Discuss your management style and your organization’s culture and strategic initiatives.  
• Check-in with the new hire’s buddy, if one was assigned. 

Reminders: 

• Encourage them to select their retirement and health care options by the end of the 30 days.  

Policies : 

• Explain confidentiality in the workplace, what can and cannot be shared, and how confidential documents are stored.  
• Provide information and time for the new employee to review the following important university policies and notices:

Virginia Tech policies, notices, and handbooks: 

• Policy 1005: Health and Safety Policy
• Policy 1025: Anti-Discrimination and Prevention Policy
• Policy 4305: Policy on Compensation During Authorized Closings
• Policy 4815: Minors on Campus or Participating in University-Related Programs
• Policy 5616: Campus and Workplace Violence Prevention Policy
• Policy 7000: Acceptable Use and Administration of Computer and Communication Systems
• Workers Compensation Information 
• Faculty Handbook (Faculty only)
• Annual notice on rights and responsibilities of the Virginia Tech community

Commonwealth of Virginia Department of Human Resource Management policies: 

• Department of Human Resource Management Policy 1.60: Standards of Conduct 
• Department of Human Resource Management Policy 1.05: ALCOHOL AND OTHER DRUGS
• Department of Human Resource Management Policy 1.75: Use of Electronic Communications and Social Media 

Career Information: 

• Set your new employee up for success by assigning tasks they can accomplish relatively quickly and easily to help build an initial sense of contribution and success. 
• Set priorities for the new employee and discuss what is important to achieving overall objectives. This will help the new employee prioritize tasks since they are new to the organization. 
• Establish weekly check-in meetings to discuss performance and allow opportunities for feedback. 
• Staff: in consultation with the supervisor, the new hire should create a performance plan in the first 30 days. Faculty: information about the faculty activity report process should be shared.  
• Identify training resources and opportunities for the employee and set a realistic plan of action. 
• Introduce the employee to resources such as wellness resources, professional development workshops, and educational benefits.

Connecet with the Big Picture: 

• Review your organizational chart and explain how the individual’s work connects to Virginia Tech’s mission of education, research, and outreach. The broader pictures will help link their efforts to larger goals and avoid looking at a single set of tasks. 
• Share your college or division’s strategic plan and how that fits into the strategic plan of the university.  

At this stage of onboarding, your new employee should be working from an agreed-upon list of priorities and goals that you have discussed. As the supervisor, you must continue to regularly check in to make sure the new employee is fully engaged in their role, is continuing to build relationships with the team, and understands how their role fits in with the bigger picture at Virginia Tech. It is also a great time to revisit how their training has been going and to identify if further training/support is needed. Suggested resources for their first three months include:

• Sample of new hire survey questions. These can be used for departmental onboarding feedback. 
  • _{What is your overall impression from the first 90 days?}
  • _{Do you have a clear understanding of what is expected from you in your role?}
  • _{Are there any other resources that you need to do your job effectively?} 
  • _{What information would you give a new hire that you wish you had?}
  • _{Is there any other information that you would like to share or questions that remain unanswered for you?}
• Sample weekly check-in meeting questions.
• Month 3 checklist - We suggest using the checklist below:

Checklist - 
Career Information: 

• Intervene early with attendance, performance, or conduct concerns. Clarify your expectations. 
• Direct the employee to training opportunities and facilitate goal-setting, as needed.
• Evaluate how the employee is progressing through probation (if in a new staff position, this is the halfway point). As a supervisor, you will need to reflect on how the employee has been performing during the probationary period. Are they meeting expectations? 
  • If yes: make sure they know you are happy with their performance. Provide detailed information on what they are doing well and include suggestions for ways to improve or enhance their performance so they can take it to the “next level.”
  • If no: While it is a difficult conversation, make sure they know that improvement is needed. You should already be providing feedback, but this is an ideal time to recap performance expectations. Be honest with the new hire about changes that need to be made to be successful in the position moving forward.
  • If maybe: The employee may be doing well in some areas and is weak in others. Provide suggestions for improving or enhancing the work they are doing well. Take some time to identify and share the concerns you have. Adjusting to a new job can be tough, so they may need some additional support that can be addressed through training. Work with them to create a plan to address the issues. 

Engagement:

• Check-in with their buddy to see how things have been going.
• Conduct a new hire survey to see how the employee is feeling about their job and to get feedback on their onboarding experience.
• See if there are projects appropriate for the new hire to partner with other teammates on so they can continue strengthening their workplace relationships.
• Help them identify professional development opportunities or additional skills training. 

If your new hire is in a staff position, their six-month probationary period is almost over. Make sure you've had a performance conversation before the probationary period ends. Continue those regular check-ins to make sure the new employee is fully engaged and continuing to build relationships. Suggested resources for their first six months include:

• Sample weekly check-in meeting questions.
• Month 6 checklist - We suggest using the checklist below:

Checklist - 
Career Information: 

• Intervene early with attendance, performance, or conduct concerns. Clarify your expectations.  
• Direct the employee to training opportunities and facilitate goal setting, as needed. 
• Evaluate how the employee is progressing through probation (if in a new staff position, this is the halfway point). As a supervisor, you will need to reflect on how the employee has been performing during the probationary period. Are they meeting expectations? 
  • If yes: make sure they know you are happy with their performance. Provide detailed information on what they are doing well and include suggestions for ways to improve or enhance their performance so they can take it to the “next level.” 
  • If no: While it is a difficult conversation, make sure they know that improvement is needed. You should already be providing feedback, but this is an ideal time to recap performance expectations. Be honest with the new hire about changes that need to be made to be successful in the position moving forward. 
  • If maybe: The employee may be doing well in some areas and is weak in others. Provide suggestions for improving or enhancing the work they are doing well. Take some time to identify and share the concerns you have. Adjusting to a new job can be tough, so they may need some additional support that can be addressed through training. Work with them to create a plan to address the issues. 
• If Staff, contact Employee Relations with any concerns prior to the end of the six-month probationary period. 

Engagement: 

• Check-in with their buddy to see how things have been going. 
• See if there are projects appropriate for the new hire to partner with other teammates on so they can continue strengthening their workplace relationships. 
• Help them identify professional development opportunities or additional skills training. 

Don't stop now. Continue to invest in your new employee. Ongoing feedback and relationship-building are key to engaging and retaining the employee. Suggested resources include:

• Sample weekly check-in meeting questions.
• Month 9 checklist - We suggest using the checklist below: 

Checklist - 
Career Information:

• Discuss future ambitions and interests with the employee.
• What is something you really enjoy in your current work?
• Are there areas you would like to grow and learn more?
• Can you see yourself staying in the department and what can I do to get you to the next level?

Engagement:

• Help them identify professional development opportunities or additional skills training.
• Discuss their integration with the team.
• Do you feel like part of the team?
• Continue to help them connect their work to the broader departmental and university missions.

• It's time to celebrate the one-year work anniversary. If you followed the onboarding plan, you have been providing regular feedback to your new hire along the way. Part of the one-year milestone is a conversation about performance and what their future looks like moving forward! We suggest using the one-year checklist below: 

Checklist - 
Career Information:

• Let the employee know that their one-year performance evaluation is coming soon. Ask them to reflect on the first year and share some of the following. Also, be prepared to follow up with feedback for growth and improvement. 
  • What went well?
  • What didn’t go so well?
  • What areas do they still need or want to improve?
  • What areas are they excelling in?
  • Did you meet your goals in the first year?
  •  How did you feel about the workload?

• Learn what your employee needs to feel engaged and challenged.
  • Do they want more responsibilities?
  • Is the workload reasonable?
  • What ambitions do they have and how can you help them advance in their knowledge and skills?    
  • Help them set goals for the next year.

Engagement:

• Continue to help them in identifying professional development opportunities or additional skills training.
• Ask them if they would be willing to serve as a “buddy” to new hires in the future.