By Katy Trost
Last updated: Feb 15, 2023
The Org's expert contributor, Katy Trost, works with tech CEOs and their executive teams to help them become better leaders and implement a system that creates consistency in their scaling organizations. She has found that one of the most important components of helping a company mature is standardized and documented core processes. And with an average of 100-300% growth rate (headcount or revenue), a solid recruiting and new employee onboarding process stand at the top of their priority list.
Below, you can find a detailed on-boarding process that you can modify and use for your company. Involve HR and assign a project team to tailor it to your specific size ad needs or reach out at firstname.lastname@example.org if you want help implementing.
Before onboarding new hires, you first need to find and recruit the right candidates. Here, a full article I wrote to hire with a 90% success rate.
Create a detailed Job Scorecard including the mission, critical numbers, responsibilities and outcomes, and competencies for the role.
Besides recruiters and agencies, consider focusing on referrals from your employees’ network. They are proven to be 4x better than complete strangers — on average, they stay 2x longer and cost ½ the sourcing cost. Make your best employees recruiters by introducing a strong reward program to bring in people they trust and believe in.
A standardized interviewing process ensures hiring managers make the right choices when screening candidates. I suggest the Topgrading methodology as a foundation to design your interview questions. They avoid people getting hired based on likeability or gut feeling. The four important interviews are the Screening interview, the Topgrading interview, the Focus interview, and the Reference interview.
When offering the job to your top candidate, consider the 5 F’s of selling: Fit, Family, Freedom, Fortune, and Fun!
Daily for the first two weeks 15-30 min 1-1s with managers in the morning 15-30 min 1-1s with buddy (this can be Mon/Wed/Fri)
During the first month 30 min 1-1s with entire team 30 min 1-1s with min 10 key people in other teams and departments 30 min 1-1s with company leaders or top performers (employee of the month) 30-60 min weekly 1-1s with manager Regular informal events / after work drinks with other teams 30-60 min 30-day review with manager
After two months 30-60 min 60-day review with manager (see agenda above)
After three months 30-60 min 90-day review with manager and VP/C-level (see agenda above). Add the following:
Welcome session (60-90 min in the afternoon of the first day) All of the below should be accessible in a centralized place to be reviewed anytime
Company deep dive session (60-90 min towards the end of the first week)
Department specific on-boarding session
New hire assignments for the first two weeks
New hire assignment for the first month
Of course, every organization is different. Don’t try to implement something that seems impossible to maintain. But keep in mind that the amount of facetime people get with their teams and manager will greatly affect the time they need to get up to speed - especially if you’re remote first. Kick off with the bigger picture (strategy, etc) and administrative setup, then move to department specific onboarding, making it crystal clear for the new hire to understand how their work contributes to the greater mission of the organization. For managers looking to keep their direct reports engaged and improve retention, take a look at Patrick Lencioni’s The truth about employee engagement. For any questions or suggestions please don’t hesitate to reach out at email@example.com
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