Comprehensive onboarding fosters commitment to work

Onboarding Checklist

The following onboarding list covers the basics of social onboarding.

Preparation

• Agree with the team on how shared interactions and breaks will be implemented when work begins.
• Assign a mentor or support person for the new employee and clearly explain their responsibilities and expectations.
• Schedule a team meeting or a team day during the first few weeks when the new employee starts work.
• Draw up a list of responsibilities for the induction and agree which sections will be covered remotely/face-to-face.
• Encourage the team to get to know the new employee.
• Contact the new employee together with their mentor before the starting date.

Mentoring and Social Support

• Set aside time for the mentor to provide guidance and support.
• Make sure that the new employee knows who to turn to for help with different matters.
• Plan some tasks that the new employee can do together with the team or colleagues.

Belonging and Inclusion in Daily Life

• Organize regular weekly meetings and office days.
• Invite the new employee to networking meetings and gatherings.
• Make sure the new employee joins coffee breaks, lunches, and team moments.
• Arrange informal meetings that are recurring and added to employees’ calendars (lunches, afternoon coffee, virtual coffee breaks).
• Create opportunities to get to know team members both one-on-one and in group settings.
• Identify situations where experienced employees could turn to the new employee and discuss these situations with the team.
• Explain informal social habits of the workplace to the new employee (e.g., “On Mondays we ask colleagues about their weekend"; "After team meetings we go for lunch together" "On Fridays, we have a coffee break during which we are not allowed to talk about work stuff.”).

You can also set goals together with the employee for integrating into the team:

• “Meet and exchange thoughts with at least five team members within two weeks of starting.”
• “Learn about the team’s values, communication styles, and unwritten rules with colleagues.”
• “Try to participate in all team meetings and social events during the first month at least.”

Communication

• Introduce general communication channels (Teams, intranet, email, etc.) and set them up with the new employee.
• Schedule regular times for questions and discussion, for example short problem-solving sessions together.

The Supervisor’s Active Role and Presence

• Arrange regular one-on-one meetings with the new employee.
• Explain how and when you are available, and commit to this schedule.
• Give feedback on how the start of work has gone, noting successes and areas for improvement.
• Ask for feedback on onboarding and daily routines at the workplace.
• Discuss the employee’s expectations, wishes, and needs (related to work and social well-being).
• Identify any key challenges or risks in social integration.
• Support the new employee’s participation in meetings and in asking questions.

Onboarding is a Long-term Process

Good onboarding is a long-term process and can last up to a year. During this time, the situation is monitored regularly, evaluated together and adjustments are made as needed to make sure the process goes well.

It is important to create a safe atmosphere where can be time and space for questions, feedback and social integration.

Onboarding is not just about task guidance. Social support, building community, and considering individual needs are also part of the supervisor’s role.

Experiencing belonging and meaningfulness increases the employee’s motivation, commitment and success at work.

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