Onboarding Checklist

Onboarding Checklist

The onboarding checklist is primarily intended to observe the employee’s progress within the first six months of employment. It is divided into three main sections. In the first section, happening within the first thirty days of reporting the employee, the organization should organize a welcoming event with him/her and have an introduction session with the rest of the team members (Milton & Lambe, 2016). Equally, there is a need to show the employee his new office, introduce him to key personnel within the organization, and show the employee different organizational structures and how, generally, the organization runs (Stringer, 2016). It is at this time, further, that the employee should be introduced to the different organizational policies and the mission and vision statement of the organization. Finally, the first thirty days should end by conducting an employee’s onboarding survey.

In the second stage, taking place after three months, the focus should be on assessing and reviewing the progress of the employee within three months. Such an assessment should include the relationship between the new employee and existing ones and the extent to which the employee understands the organization. In the final stage, in the first six months, the focus should be on organizing and scheduling relevant training and other social activities and gatherings (Johnson, 2018). Primarily, this enhances the working relationships between the new employee and the ‘old’ employees within the organization.

Policies to limit the situation

One of the policies that should be instituted to limit such a situation is the Human Resource policy which limits the notice duration to two months for either party or an alternative or either forfeiting or paying the sum accrued to the duration in totality. Secondly, the organization should institute a career growth policy that ensures that individuals within the same department have similar or related skills, and that encourages employees to work in teams (Milton & Lambe, 2016). Finally, a financial policy that ensures the provision of incentives to well-performing employees and contract renewal would limit the rates of turnover within the organization.

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