Onboarding Guide for Supervisors

Table of Contents Introduction

3

What Is Onboarding?

4

Best Practices

5

Why Onboarding Matters

6

Onboarding Responsibilities

7

When Does Onboarding Start?

8

Before the First Day

9

Tech Talk

11

First Day

13

First Week

14

First Month

16

Monthly check-ins

17

Citywide Onboarding Programs

19

Feedback

20

Checklists and Resources

22

Onboarding Guide for Supervisors

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Introduction Providing new employees with a warm welcome, easy access to information and all of the other things they need to quickly acclimate to their new surroundings is critical to their long-term success. Introducing our culture starts with the very first contact a prospective employee has with our organization and continues through the onboarding process.

Even though the Human Resources Department is often the first contact new employees have with our organization, staff from departments throughout the city play an important role in providing a complete onboarding experience.

Even though HR is often the first contact new employees have with our organization, staff from throughout the city play an important role in providing a

To help make our onboarding process as complete onboarding experience. effective and efficient as possible, the Human Resources Department has put together this

onboarding guide for supervisors, which includes tips and tools that will help you lead an effective onboarding experience for your new employees.

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What Is Onboarding?

Onboarding is more than completing new hire paperwork or attending an orientation. Onboarding is a collaborative, strategic approach that provides new employees with the information, tools and resources they need to effectively deliver on the Onboarding improves retention city mission. Specifically, a successful onboarding by providing the wide array of program: • • • • •

information that employees need

Increases new employee productivity by to feel engaged and connected aligning their work with department priorities from day one.

Improves retention by providing the wide array of information that from day one employees need to feel engaged and connected Provides position-specific, in-depth, timely information over an extended period of time, so that information is useful and memorable for the new employee Streamlines processes and provides best practice information to enable managers/supervisors to deliver high-quality, consistent and accurate information to all new employees Fosters an environment of employee engagement

The Society of Human Resources Management refers to “the four C’s” of onboarding.

Compliance is the lowest level and includes Bare minimum

teaching employees basic legal and policy-related rules and regulations.

Clarification refers to ensuring that employees Better

understand their new jobs and all related expectations.

Culture is a broad category that includes providing Now we’re talking

employees with a sense of organizational norms— both formal and informal.

Connection refers to the vital interpersonal The ultimate

Onboarding Guide for Supervisors

relationships and information networks that new employees must establish.

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Best Practices Onboarding isn’t a one-size-fits-all approach. The City of Carlsbad employs a wide range of staff -- part time seasonal, executive level managers, sworn public safety officers, technical experts, customer service reps, and the list goes on.

This guide provides tips, resources and checklists that supervisors can tailor to their own department and team needs. The most important thing about onboarding is that it happens and is made a priority.

Following are the general guidelines for an effective onboarding program: Implement the basics prior to the first day on the job Make the first day on the job special Use formal orientation programs Develop a written onboarding plan Make onboarding participatory Be sure your program is consistently implemented Ensure that the program is monitored over time Use technology to facilitate the process Use milestones, such as 30, 60, 90 and 120 days on the job—and up to one year post-organizational entry—to check in on employee progress q Engage your entire team in the onboarding process q Include key internal and external stakeholder meetings as part of the program q Be crystal clear with new employees in terms of: - Objectives - Timelines - Roles - Responsibilities q q q q q q q q q

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Why Onboarding Matters

The average cost to fill a non-executive-level position is between $3,000 and $18,000

Onboarding programs have been shown to increase retention by 25 percent and productivity by 11 percent

86 percent of HR professionals feel that a new hire’s decision to stay with a company long-term is made within the first six months of employment

Newly hired employees are 58 percent more likely to still be at the company three years later if they have completed a structured onboarding process

Manager satisfaction increases by 20 percent when their employees have formal onboarding training

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Onboarding Responsibilities Successful onboarding programs go well beyond the Human Resources Department; they involve every employee in the organization. Here is how onboarding responsibilities are shared in the City of Carlsbad.

Everyone

o Provide a warm welcome o Offer to help new employees o Share and live city mission, vision and values

City Manager’s Office

o Convey the importance of onboarding throughout the organization o Help departments secure the resources needed to do it well o Send city manager/coo to speak at mission, vision, values meetings and bus tour o Run PAL program

Human Resources o o o o o o o

Convey city’s philosophy in all contact, starting with recruitment Coordinate completion of all required paperwork Set up benefits and paycheck deposit Schedule and coordinate mission, vision, values meetings and bus tours Provide tools and templates for supervisors Provide training to supervisors in effective onboarding Make employee training seminars, workshops and resources available

Information Technology

o Ensure new employees have the tech tools they need o Set up new employee access to the city network o Provide technical support as needed

Supervisor

o Help employees link their work with the larger city mission, goals and priorities o Provide an exceptional introductory experience to your department o Clearly communicate goals, priorities and expectations o Conduct regular check in meetings o Provide timely, information-specific coaching and feedback o Make sure all the necessary onboarding steps are completed

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When Does Onboarding Start?

Onboarding starts long before employee orientation day. It starts when your prospective new employee first sees your job announcement and continues through the first year on the job. That’s why it’s so important to understand the recruitment process Onboarding starts when your and work closely with HR to ensure you prospective new employee first understand your role in making a great impression on candidates.

sees your job announcement and

Recruitment initiation

continues through the first year on

Your HR recruiting contact will go over onboarding the job. at the outset of your recruitment and make sure you have this guide and all the tools needed to welcome your new employee. Your job announcement should have a personality and convey the culture of the city and your team.

Recruitment communication

Applying for a new job can be stressful for candidates. HR will handle communication during the candidate screening process, ensuring the following: • Friendly, frequent communication • A clear explanation of the recruitment and hiring process • A single point of contact throughout the process • Professional, well written correspondence (letters and email) • Well-coordinated and prepared interview panels • Timely follow up

The conditional offer Once you have selected your candidate, you will discuss the terms of the offer with your HR point of contact. HR will make a recommendation based on the city’s salary ranges and your candidate’s experience, as well as a negotiation strategy. Once you have come to an agreement with HR, in most cases HR will extend the offer and handle the negotiations. As soon as HR secures an accepted offer, your recruiting manager will send a confirmation letter and begin the final stages of screening (physical, background check, etc.).

Transition time

The period of time when your candidate has accepted an offer but is still waiting for clearance is a critical time for you to check in personally and extend a warm welcome. This is an exciting time for everyone, and the wait (usually one to two weeks) can seem like a lifetime. Letting more than a few days pass during this process will likely leave your candidate anxious. Decide who will provide frequent updates to your candidate, you or your HR hiring manager, and keep in close touch.

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Before the First Day Once a candidate is hired, onboarding enters a more intensive and very critical stage. Your new employee is making a change, and change can be stressful. Anticipating their Up until this point, the Human needs, being available to answer questions and easing their transition will help make an Resources Department has been impression that will last for years. Up until this the main point of contact for point, the Human Resources Department has been the main point of contact for your new your new hire. Now it’s time for hire. Now it’s time for you to take the lead.

Establish a single point of contact

you to take the lead.

Ideally, the supervisor should serve as the main point of contact for a new hire. If that’s not possible, assign this role to a department staff person who will serve as a “go to” person during the onboarding process.

Make it personal

Depending on the job, there are several opportunities for personalization, and we need to get this right. Ask your new employee about nick names, middle initials, credentials and other details for business cards, name tags, office name plates and things like that. Utilize the business card order form to prompt these questions.

Prepare workspace, order business cards, name plates, equipment, etc.

Whether your new employee is assigned a locker, a corner office or something in between, pretend like you are a landlord getting ready for a new tenant. Clear out all the old stuff left behind. Since it can take a few weeks to prepare a new employee’s workspace and make sure all the supplies and equipment are ready, start that process immediately. Facilities can help with painting and other prep work if given enough notice.

Forms and paperwork Many pre-employment appointments and forms will be taken care of online and before your new employee starts. HR will provide a link to the Neogov employee portal where they will be guided through a review of personal information, electing benefits, and reading and acknowledging certain policies. To see a full list of what is provided in Neogov, see the Onboarding Checklist for HR.

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Welcome packet

Put together a welcome packet and have it waiting for your new employee. The Onboarding Checklist for Department has ideas of what to include, and feel free to customize it as needed. The welcome packet should be waiting in the new employee’s work station.

……………………………………………………………………………..…

Welcome Packet q Department contact list/phone extensions/emergency contacts q Set up instructions for phone, email, etc. q Job description q Guide to buildings and facilities q City calendar (with holidays and pay days) q Department org chart q Department policies/admin orders/procedures q Latest city newsletter q How to access IT support

……………………………………………………………………………..…

Assemble resources, background In addition to scheduling appointments and job-specific training, supervisors should gather links to important websites, as well as resources manuals, handbooks, reports, studies, policies and guides that will assist new employees in their jobs.

Keep your team informed

Because onboarding is a collaborative effort, be sure to let everyone know your new hire is coming. Send an email to your department, division and/or team including info like this: • Full name, help on pronunciation (“rhymes with …”) and any nicknames or name preferences • Position, start date, what their job/role and responsibilities will be, where the employee will be located (extension, if known) • Background information, professional history, any personal information your new employee is comfortable sharing (including a photo) to help new colleagues get acquainted • A request that everyone help you welcome the new employee; encourage staff to stop by the first week and say hello

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Tech Talk These days, one of the most important things you can do to make (or break) your new employee’s onboarding experience is ensuring a smooth start up on all needed technology.

What’s automatic?

HR and IT will take care of the following without you doing a thing: q Outlook account (and inclusion in default e-mail groups: citywide, specific dept., management) q Microsoft office (Word, Excel, Powerpoint, Access, Adobe Reader with ability to print to PDF) q Access to network files (F: personal, C: community) q Access to MyPaycheck, MyTimecard, Intranet and Internet q Security awareness training q City ID card with capability to print anywhere

Custom access, apps, new devices

Many employees will need access to certain network folders, specific applications, new devices or a new computer. In this case, follow these steps.

1. Watch for the “Identity Notification” e-mail that looks like this and lets you know the new employee’s default set up has been completed: From: To: Subject:

identity@carlsbadca.gov Supervisor Employee name: Your request for resources has been completed. Please click the link below to view details. https://idstore01v.ci.carlsbad.ca.us/identity/selfservice/coc/Default/login.jsf

2. Click on the link that is in the “Identity Notification” e-mail and review your new employee’s information.

3. Gather this information that will need to be included in your request for additional resources: - New employee’s id number (see the “Identity Notification” email described above) - Asset tag number on the sticker/label on the computer that your employee will use - Location of the workspace (office/cubicle) - Org key (budget account number) to pay for new resources, if applicable 4. Submit your service request by either calling x7577 or visiting https://cityofcarlsbad.service-now.com.

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Common requests Here are some examples to help you determine what resources your employee needs to do their job: q A reset of the phone or voicemail number they will use (to delete old messages) q A reset of the computer/laptop they will use (to increase its speed and security) q Special access in MyTimecard - will they be a “timekeeper” for the department? q Special access in MyPaycheck - will they be a “superuser” for the department? q Access to applications such as IFAS, Visio, MS Project, Energov, Hansen, Mainstar etc. q Inclusion in special email groups other than those in the default setup described above

For a new workspace If the workspace has never had a phone or computer set up, submit a separate request by either calling x7577 or visiting https://cityofcarlsbad.service-now.com. If new cables and connections need to be installed, allow several weeks to schedule (start this when you start your recruitment).

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First Day First impressions matter. Be thoughtful about your new employee’s first day. Plan a schedule that focuses on helping your new employee create relationships, learn the culture, get familiar with resources and feel comfortable. Mix meeting time with down time and start with a simple assignment your new employee can easily complete. This will boost confidence and help your new employee feel useful while getting up to speed.

Connect right before the first day

Before the employee’s first day it is important to touch base to confirm first day details and answer any questions. Some of the important information to convey is included in the onboarding checklist, including start time, where to go first, suggested attire and lunch arrangements.

Plan the arrival

One of the most crucial aspects of employee onboarding is welcoming them upon arrival. The first minutes of a new hire’s first day can set the tone for the entire day.

It is essential to make sure someone (ideally the supervisor) is there to greet newhires when they arrive, to acquaint them to the environment, review what to expect in the first day and week, and tell them where to find resources and information.

Ideas for Making Your Employee Feel Welcome q q q q q q q q q q

Fresh flowers/plant in work area Welcome basket with snacks Welcome sign with name Assign an official greeter City branded apparel, water bottle, etc.

Memo with schedule for first week Welcome emails from colleagues Lunch on first day Have name plate, business cards ready Appoint a department onboarding ambassador

Onboarding Guide for Supervisors

q Welcome note from director q Team pot luck q Take on a building tour, make introductions q Clean, fresh work area q Visit with the top manager q Give an “insider tour” q Give an easy task that can be done alone q Arrange a “job shadowing” schedule q Make a team chart with each person’s photo, name, nickname, title, extension and a fun fact

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The First Week During the first week on the job, new employees should be given information that will assist them in feeling comfortable with their responsibilities, the environment, team members and you, their supervisor. Having the right information will make new employees feel equipped and able to make meaningful contributions as quickly as possible.

Review first week schedule

At the start of the first week, review the schedule of appointments, including required and job-specific training.

Supervisors should discuss any timing and/or due dates associated with the training, and set aside time at the end of each day to check in with the employee.

Daily check ins

At the end of the first day, and each day in the first week, schedule time to check in with your new employee to find out how their day went. Encourage new employees to ask questions, and allocate sufficient time to listen and address questions new employees may have. Use this time to get to know your new employees better (compare work and communication styles, share preferences, likes, dislikes).

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Topics to cover in week 1

Supervisors should ensure the following topics are covered during the first week on the job. q Why we hired you q Review job description q Review mission, vision and values q Discuss how employee’s job supports mission and vision q Discuss expectations, performance measurement q Review first week’s schedule q Office roles and responsibilities q Check on workspace set up/How to get ergonomic evaluation q Requesting time off, comp time, over time, calling in sick, doctor’s appointments, etc. q Go over onboarding to date; confirm all steps are complete q Work schedule/breaks q Check on technology, other resource needs q Bus tour, PAL program, Mission, Vision Values meeting

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The First Month During the first month employees begin to grow and develop their skill set and knowledge base and begin to assume a regular workload. This period is critical to forming employee perceptions about the organization and position. Supervisors should use this time to establish the foundation Encourage your new employee for a solid working relationship.

Ensure onboarding tasks are completed

to attend the monthly orientation meeting hosted by

HR, which covers benefits, using New employees have a limited time to elect their benefits. Human Resources hosts a city technology and other topics. monthly orientation to help new employees learn what is offered and how to select the plan

that best meets their needs. Encourage new employees to attend this session, where they will also get an overview of city technology resources and processes.

Be sure to also make sure new employees are reviewing the administrative orders, policies and other materials provided by Human Resources. Ask if they have any questions.

Hold regular check in meetings

Continue to meet regularly with your new employee to discuss performance/goals, share informal and formal information, and provide value-added feedback and coaching. These meetings can also be an opportunity to discuss how the employee can continue to grow and develop by taking advantage of the courses offered in the Carlsbad Academy and through online resources.

Set development goals

Identify the most important work the employee should be doing and, during regularly scheduled check in meetings, set and review performance standards and goals. Choose goals that are specific, measurable, achievable, realistic and timely (SMART Goals). During the first six months, some goals may focus on learning new skills required to effectively perform work, learning software systems and applications, understanding operations and gaining technical information.

Check in on the onboarding experience

Once an employee has been working for a while (usually one to three months), it is a good idea to check-in on the onboarding experience. Questions supervisors may want to explore can include: • Do you feel prepared for and able to do your job? If not, why? What do you need to feel more prepared?

• Do you have all the tools you need to do your job?

• How has the PAL program worked for you? (if applicable) • Is there anything else I can assist you with?

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Monthly Check ins After the first month or two, new employees should be transitioning into a regular work routine and have mastered basic systems and procedures. At this stage, it might feel like onboarding is done. It’s not!

Continue to check in with your new At this stage, it might feel like employee every month during the first six onboarding is done. It’s not! Continue months solely for the purpose of checking on the onboarding process.

to check in with your new employee

Six Months

every month during the first six

Congratulations! You and your employee months solely for the purpose of have hit the six-month mark. The first six months of employment can determine how checking on the onboarding process. likely your new employee is to stay with the city. The six-month marks also serves as an

opportunity to learn more about how new employees feels they are doing, and understanding the employees’ onboarding experience, including what went well and what could be improved.

Take time to recognize the accomplishment, reflect on the successes and contributions of the employee, and get ready for the time ahead. After the first six months, initial excitement about being part of a new organization may wane.

Continue to focus on developing new employees to ensure they are connected and committed, that their opinions matter, and their contributions are being appreciated and recognized.

Employee self review

The six month mark is a great time to ask new employees to complete a self review.

This can help set the stage for future development and engagement opportunities.

Some of the questions in a self review could include: • Which work responsibilities are you are most excited about?

• What areas are you interested in further developing?

• What support and resources do you need?

• What suggestions for operational efficiencies and new ideas would you like to suggest?

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Engaging Through Communication Setting aside time to have frequent check-ins with your new employee during the first six months is critical, but so is planning ahead to make sure those meetings are productive and positive. Utilize the new employee discussion guide for examples of topics and questions for these meetings, and follow these tips: • • • • • •

Pick the best time, when you are least likely to be distracted or have to cancel at the last minute Go off site, at least sometimes, to ensure you can focus 100 percent on your meeting. Chose someplace comfortable and conducive to a professional discussion Allow at least 60 to 90 minutes Make a note of follow up items and then make sure they get taken care of Practice active listening. As your relationship develops, your employee will be more candid, but in the early stages you will need to listen for subtle clues to how things are going When in doubt, over communicate. As you learn each other’s styles, communication will become more efficient, but early on, there could be misunderstandings if you don’t check often for understanding

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Citywide Onboarding Programs Your new employee will get to take advantage of several citywide onboarding programs provided by HR. Please make sure these get on your new employee’s schedule.

PAL Program

All full time employees will be assigned a PAL, which stands for Peer Advisory Liaison. This person will help you with the onboarding process by serving as a resource, taking your new employee on a tour of city facilities and making introductions to other city employees.

Employee Orientation

HR hosts a monthly employee orientation meeting where your new hire can find out more about benefits, learn about the city’s key technology applications and get basic training.

Check to make sure your new employee has the date and time of the next orientation.

Bus Tour

All new employees, full time and part time, are encouraged to take a tour of the city, covering city history, geography, major developments and fun facts. The tour ends with a group lunch and visit with the city manager. Check with HR to find out the latest schedule.

Mission, Vision Values Orientation HR hosts quarterly meetings to go over the mission, vision and values of the organization with new employees. This three hour session includes an introduction by the city manager and is a great opportunity for new employees to meet each other while learning about the city culture.

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Feedback on the Onboarding Process We want continual feedback on the city’s onboarding process. The Human Resources Department will interview new hires at about their one year mark to find out about their experience. Here are some of the areas where we’ll be asking for input:

Do we make our new hires feel welcome?

• • •

Did your supervisor do things that communicate “We’re glad you’re here” or “All right get to work, we’ve got things to do here?”

How welcome did you feel the first day, the first week, the first month?

What did your supervisor do to make you feel welcome?

What could be done to create an even more welcoming experience?

Did we inspire pride?

• • •

Was the orientation and onboarding program thorough, organized, compelling and state of the art, or were parts choppy, late or not relevant?

Did the onboarding experience live up to the city mission, vision and values?

Do you feel a sense of pride?

Did we connect them with the big picture?

• • • • •

Do you understand the city’s mission, vision and values?

Do you understand how your role supports the city’s mission, vision and values?

Did you get the big picture early on, or were the first days focused on hour after hour of transactional, technical information?

Do you understand your role and your job responsibilities?

Has your supervisor provided you with feedback on your progress and transition into your new role?

Have we broken our orientation program down into bitesized chunks?

• • •

Have we offloaded as much information as we can onto automated, digital platforms?

Did we provide information at the right time?

Do we make it easy for new hires to get the information they need without feeling like they’re being a burden?

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Do supervisors need more support?

As Gallup’s research has shown, when it comes to employee engagement and performance, it’s all about the boss. More than any other factor influencing employee engagement and performance, an employee’s supervisor plays the most important role. Helping supervisors understand how to create a positive, productive, inspiring work experience is not only the foundation of a highperformance workplace, it’s a “must” if you want an effective onboarding process.

As a supervisor, are the tools provided by Human Resources easy to use? What would you change? Would you like more training? Do you need help prioritizing your work, so you have the time needed to devote to effective onboarding? As the supervisor, your feedback is critical to creating an engaged and productive workforce.

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Tools and Resources Department checklist HR checklist IT checklist Discussion Guide for New Hires Welcome to Carlsbad onboarding booklet

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