Inclusive Onboarding Checklist

A well-planned onboarding process can set the right tone in welcoming your new employee to your organization and their team. It’s also an important part of retention. Research¹ has shown that effective onboarding can increase employee retention by up to 82%. BambooHR² conducted research that showed that employees who had effective onboarding felt 18% more committed to their employer than those who didn’t.

The onboarding process should begin as soon as the job offer has been accepted. While many organizations consider the onboarding process to be as short as the first week of employment, it could be as long as three, six, or twelve months. Important stages in the onboarding process include:

Stage 1: Pre-boarding
Stage 2: The first day
Stage 3: The first week
Stage 4: The first 90 days
Stage 5: The first year (and beyond)

Stage 1: Pre-boarding

I ensured that any accommodation requirements were in place and relevant parties, such as the direct supervisor, manager, and possibly teammates, were aware. It’s important to maintain confidentiality and dignity, so only those who need to know should be told.

*Examples of accommodations include (but are not limited to) assistive technology that is required to complete daily tasks, a stand-up desk, a larger space for a wheelchair to maneuver, a quiet area to work, a well-lit workspace or dimmed lighting, a flexible schedule, or more frequent and shorter breaks.

I ensured that essential items were ready for their first day: nametag, email address, computer/laptop, phone, workstation, safety equipment, etc.

I sent the new employee a welcome email that lets them know what time to start their day, where to be (if the person is not working remotely), whom to ask for, how to access transit or parking, and what to wear for their workday. *This can set a warm and welcoming tone and help to ease first-day nerves and anxiety.

I put together a welcome package with the orientation plan for their first week and included branded items, a list of employee resource groups or company social clubs, local lunch and coffee spots, dress code and if there are exceptions (like casual Fridays), and an organizational chart to help keep track of all the names they will hear around the workplace.

I sent this to the new employee so they have it before their first day, if possible.

I ensured the team and the employee’s new manager were ready for them and had a plan for their first week.

I assigned a “buddy” so that the new employee has someone to show them around the workplace and answer questions.

I planned a team lunch or team coffee break on the first day. I asked the new employee in advance if they had any dietary restrictions or allergies. If the person has a physical disability, I ensured that the lunch or coffee location is accessible.

I considered the new hire’s pronouns during the onboarding process. I ensured any onboarding forms have pronoun options, as well as a field for a preferred (vs. legal) name. When introducing the new team member, I used their correct pronouns and preferred name.

I planned for a balance between interaction (showing the new employee how to do something; introducing them to their coworkers) and quiet time (reading training manuals or policies) during the first day and week.

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Stage 2: First Day

I ensured that someone was assigned to meet the new hire when they arrived.

I showed the new employee to their workstation and gave them a tour of the workplace. I also showed them where the restrooms, break room/kitchen, emergency exits, etc., are located.

I introduced the team to the new employee and asked each team member to share a little about their job and themselves (asking them in advance so that they were prepared).

We reviewed the job description together, ensuring that the new employee understood their job duties and the expectations regarding performance.

I explained safety policies and processes. This included anything relevant to how a job is to be done (i.e., proper lifting, safe machinery operation, what to do in case of a robbery, fire protocols, and how to evacuate the work location safely in case of emergency).

If the employee has a disability, I discussed and agreed upon any adjustments or accommodations required as part of safety policies and procedures (e.g., instead of evacuating during a fire drill, will the employee wait in a refuge location?). I also ensured that supervisors, fire wardens, and first aid attendants (etc.) were aware of any plans in place.

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Stage 3: First Week

I explained inclusion, diversity, equity goals, commitments, and policies.

I explained the Code of Conduct and ensured that the new employee understood the required behaviours (what is acceptable and what is not acceptable). Then, I signed the document and filed it in my employee’s employment file.

I reviewed our organization’s sick time policy and process together. I ensured that the new employees understood whom to advise and how to contact them if they needed to take a day off due to illness.

I explained our organization’s mission, vision, values, and goals. If our organization has a strategic plan, I discussed it and how our team’s work contributes to its overall success.

I explained inside industry or organization-specific terms such as abbreviations, acronyms, and jargon.

If I have a large team or organization, I considered creating a longer onboarding program where new hires learn about each department and meet key leaders in the organization. This can happen within the first week or over the course of the first 90 days.

I asked for the new employee’s feedback at the end of the first week. I asked what went well and what areas the employee was curious to learn more about.

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Stage 4: The First 30, 60, and 90 Days

I checked in with the new hire at the end of the first 30, 60, and 90 days to see how they feel things are going and to offer coaching and guidance on their progress.

Note: Coaching should also happen in the moment. Examples of this are providing praise when the employee learns something new and supporting correcting errors and developing skills.

*These meetings are also opportunities to get to know your new employee and to build mutual trust and respect.

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Stage 5: The First Year

I wrapped up the first year of employment with a performance review.

* *The purpose of an annual review is to analyze and evaluate an employee’s performance and then provide coaching and support to help the employee succeed in their job. It’s also an opportunity to celebrate successes and challenges that were faced and overcome.

Here are some things to discuss with your employee:

Practicalities: Check in with the employee and see how their first year has been. 
Performance: Discuss the employee’s performance over the past year. Celebrate successes and assess their overall progress and areas for improvement/continued growth and development.
Future: Discuss opportunities for professional and personal development. Ask the employee to share career goals.

*It’s important to note that there shouldn’t be any surprises for the employee during the performance review meeting. Have regular check-ins (informal coaching that happens as needed and in the moment, and regularly scheduled one-on-one meetings) to discuss performance and goals.

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