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Employee Onboarding

Employee Onboarding

As a manager, run this checklist to onboard an employee
Employee Onboarding:
Contact the candidate
Contact references
Offer job to candidate
Prepare offer letter
Request information
Arrange drug screening
Contact SSA
Create employee file
Prepare for employee's first day
Schedule orientation for employee
Confirm orientation and deliver schedule
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It’s impossible to overstate the value of a good employee onboarding process.

Done correctly you can ensure that no time is wasted through confusion (on either the employee or manager’s side) and help the employee to be as efficient as possible from day one.

Whilst the onboarding process will vary drastically from position to position, there are a few constants which will always present themselves. We here at Process Street have compiled these just for you to give you a solid grounding to have a truly great employee onboarding process!

So, let’s get started with onboarding your new employee.

Employee Onboarding:

Contact the candidate

The first step is to touch base with the new employee. Use the form fields below to record their name and email (or other contact detail), along with the date of the first meeting.

You have identified the candidate whose skills meet the job requirements after conferring with others involved in the hiring process.

Contact the selected candidate to indicate the company’s interest in moving forward in the interview process.  

Schedule a time for the candidate to come in and make sure to mark the date and time on the Company’s Google Calendar. 

Contact references

Next, obtain/verify two to three business references with the employee’s supplied contact information. Record these references’ details with the form fields below.

Contact the references provided to determine if the information regarding previous employment is accurate.

Try to obtain information about the overall performance, final salary, and reason for termination. Do the best you can to engage the former employer in dialog about this person, but don’t be discouraged if you still obtain only limited information.

Consider using the supplied template below as a basis for the questions you will ask the contact.

Reference checks tips

Offer job to candidate

Contact the selected candidate to make a verbal offer of employment. Consider the sub-checklist below for tactics to employ during the call or correspondence. Record the date of the offer with the form field below.

If requested by candidate, allow time to review offer and a date to respond back verbally. 

  • 1

    Always be closing (ABC)
  • 2

    Don’t try to lowball
  • 3

    Contact them quickly
  • 4

    Give details of other offers
  • 5

    Create meaning and dignity
  • 6

    Give them the royal treatment
  • 7

    Backup plan

NOTE: If the candidate turns down your offer or is considering other opportunities, talk to HR / your manager. Also consider the below points.

Stop. Don’t panic.

Closing candidates who are considering other offers can be very complicated.

Unfortunately, many job offers are ultimately declined. This may be a direct result of delays or indecision by the hiring manager; providing an offer that isn’t quite attractive enough; or not providing consistency during the hiring process.

While the numbers may be against you, it is possible to turn it around in your favor and secure the person you want for your role – even if they do have other offers on the table.

Here are some tactics to help you close candidates who may be considering other offers. You’ll note that closing the right candidate starts well before you give them the offer.

The Golden Rule: ABC

You’ve heard it before. ABC – Always Be Closing. The key to winning the war for the best candidate is to continuously work on closing them right from the outset.

The time to begin working on closing the candidate is not when you’re at offer stage; it’s when you first meet them. If you’re running around looking for a way to sweeten the deal after you’ve already made your offer – sorry, but it’s too late. Unless the candidate has been lying to you, you should have a fair idea of whether they will accept your offer when you make it.

It’s your job to find out during the very first interview what other roles they may have applied for directly; what positions they may have been represented for by a recruiter; or even just any other role they might be considered for within their current company.

Shorten the Hiring Cycle

Schedule interviews quickly after advertising or presenting the initial job description. Ask for samples of their work prior to or during the interview so that you can make a good decision in less time. When you are considering multiple candidates, schedule multiple interviews in a single day.

The more time you take to make your decision, the more time the candidate has to explore other opportunities.

Listen to What the Candidate Wants

It’s easy to assume you know what will make a candidate interested in the position and ultimately accept it. But do you actually know? How often do you ask questions about what is important to them? When they mentioned that they needed more detail about the benefits package, did you ask what was most important to them or did you simply launch into a list of all your benefits? Listen, listen, listen.

Ask your candidate to create a wish list for their next role. Get them to talk through it right there in front of you and to write it all down.

Ask them to think about everything from what type of manager they want to work for; what hours they want to work; whether they may want any more flexible working arrangements; what additional training they may be expecting etc.

Don’t Try to Lowball

Trying to undercut an employee by saving a few dollars on their salary is pathetic. If you want the good employee, pay them what they’re worth.

If you are making these hires for yourself, a rookie mistake is to assume the salary you made the person before them is good enough for the future employee. Salaries are primarily dependent on the market; what else can they get? Remember that last year’s market prices or what you feel the market prices should be are irrelevant. Do some market research to ensure the salary you offer is competitive.

Make the Offer Quickly

Make your offer promptly. For example, it’s 5:05pm and you just got word that your client, hiring manager or team definitely wants the employee. Do you leave it until tomorrow? No! Call the candidate now. Give them an evening to mull over your offer so that when they receive your email the next day, confirming that you would appreciate an answer by the end of the business day they won’t feel rushed.

Get Details of any Other Offers

If you have already made an offer to a candidate and they mention that they are considering another offer as well, ask them for details about the other offer. Ask for the salary, benefits, work environment, and what they like and dislike about the job opportunity. Ask what their deciding factors are.

Don’t make any new offers at this stage – you simply want to garner as much information as you can. Watch that you’re not grilling them, though. Ask questions simply and respectfully, letting them know you want to understand what the competition is and how your role competes.

Create Meaning and Dignity

Often a meaningful job with a lower salary will be chosen over a less meaningful job with a higher salary.

But what makes a job meaningful? Career progression, challenge, and wider impact. Outline how the role can progress through the company (but only if you know it actually can). What challenges will the role be tackling? How does the company as a whole, and that role in particular, make a difference in the world? These are all aspects of the role that will convince a candidate to choose yours over others.

Give Them the Royal Treatment

Invite the candidate to lunch and give them another tour of the office they will be working in. Believe it or not, many candidates aren’t even shown their future office or desk before they start! Introduce them to other key people. Show them the great areas for staff relaxation or the noisy production floor where the fantastic products are being created right there on the spot.

Give them a taste of the energy of the place and make them want to be there.

Have a Backup Plan

Nothing makes you more confident in a negotiation than a strong backup plan. You know if it all goes awry, things will be okay. This confidence is apparent to the candidate and it subtly weakens their negotiating position. If their other offer is genuinely better and you know you cannot match it, you are empowered to cut off the negotiations and move onto the next person without wasting any time.

Getting a candidate across the line requires nearly as much luck as it does skill. Employing the right skills at the right time, though, may just turn luck’s beneficial eye in your direction when it really counts.

Send an confirmation email

Alternatively, you can send the good news via email, and then sort out a time to have a call with them to run through the points in the sub-checklist above.

Use the email widget below to send an email to the employee – using variables the data from the earlier form fields (such as the employee’s name and email address) will be automatically pushed in.

Everything should be ready to go, so just hit "Send".

Prepare offer letter

Prepare the offer letter and send to the candidate. Save a copy of the offer letter (before and after signing) with the form fields below.

An initial copy can be e-mailed for the purpose of receiving a signature as soon as possible. A hard copy should be sent by certified mail and can then be obtained from the candidate when they arrive on their scheduled first day. 

(See samples of offer letters provided.)

*Don’t forget to inlcude Agreement Forms.

After letter is signed and accepted, contact other candidates (via e-mail or letter) to thank them for their time and to let them know another candidate has been selected for the position.

Put a reminder in Google Calendar to send e-mails to other interviewees if you decide to do it later. 

Request information

Next up when performing employee onboarding, you need to request extra information (if not already obtained). Tick off (or edit) the sub-checklist below as necessary.

  • 1

    Date of birth
  • 2

    Social security number
  • 3

    Completed form for pre-employment drug testing

Arrange drug screening

Arrange the drug screening so that it is scheduled as soon as possible (usually within 24-48 hours from job offer). Record this date using the form field below.

Add to Company’s Google Calendar as well.

Make sure you obtain results from drug screening before the candidate’s start date. Record the results with the dropdown form field below.

Contact SSA

Contact the SSA (Social Security Administration) to verify social security number.

See the link below for SSA.1

Put a reminder for yourself in Google Calendar to make sure you do this.

Create employee file

Create an employment file with all the required paperwork for the employee to complete on his/her first day of employment.

Start off by recording their employee ID, which should also be mapped into the hidden form field below.

See the file checklist below of basic forms that should be completed by the employee.

Prepare for employee’s first day

Identify equipment, keys, passwords, etc. that will be required for use by the employee. Save to Google Doc with passwords:


Arrange to have all of these available and functional upon employee’s arrival on his/her first day of employment. Ensure that workspace is clean, functional and has a welcoming appearance.

Schedule orientation for employee

Prepare an orientation schedule for the employee. This should begin with a list of people the employee is scheduled to meet with as well as the time and location of the meeting.

Save a copy of the final schedule with the file form field below.

Include a list of all of the employees in the company that they will need to interact with, their titles, and contact information. If possible, you should plan to escort the employee to the first meeting with each person on the orientation schedule to make a formal introduction.

If this is a bit much, take a look at the schedule example below.

Put a reminder in Google Calendar to call each person you want to include as part of the Orientation. Confirm a time they will be available.

Confirm orientation and deliver schedule

The final step in our employee onboarding is to confirm orientation times with everyone on the list.

Prepare and deliver a copy of the schedule to all who are participating in the orientation. This should be done the day before to minimize last minute schedule changes. Put a reminder in Google Calendar.

Congratulations! Your preliminary employee onboarding measures are complete and the new employee is set to have the best possible start with your company.


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