If you read my last article, you have realized that there is no such thing as a perfect hire, but hopefully you have invested in the process and found yourself hiring someone great.

But hiring is just the first step for management. Now, what you can do to ensure the hire is a great one is invest in their onboarding and training. Here are my top eight steps to ensure that you have a successful onboarding experience.

1. Start out on the right foot

Once you have made the decision to hire someone, you need to invest in the process to onboard them. It all starts with their first day. Ensure their office or cube is set up and that their equipment is ready. Do they have all the access that they need? Are there special forms that need to be filled out ahead of time to get those access levels?

Make sure you are there to welcome and greet them. Oversee introductions with their own team as well as with other teams. Don’t take for granted all the little things that you know because you have worked here for so long. Things like where the supplies are, bathrooms, mailboxes, procedures, etc. What about the unwritten rules or guidelines? Really put yourself in their shoes. What do they not know that they might need to know?

2. Getting to know them and the team

Relationships already exist on your team. This can be overwhelming for a new hire. Take time to personally get to know your new hire. What do they like to do outside of work? What is their favorite beverage or snack? When is their birthday? Make sure to introduce them to other team members. Maybe do a department outing or host a lunch. Do some icebreakers so everyone can get to know the new person. Consider having the person train with multiple people so that they get to know each other better.

3. Setting Expectations

I can not stress this one enough. Every manager should have a written list of expectations for their time. Now I am not talking about the job. That is a separate list and conversation. I am talking about the day-to-day things that we need. Consider things such as why their job matters, hours of operation, expected work hours, call-in procedures for your team, calendar expectations, email or phone call response times, and attitude or behavioral expectations.

4. Build a training plan

Managers are not always the ones doing the training. Oftentimes they have this task assigned to someone on the team. But that doesn’t mean that they should hand the person over and just walk away. There needs to be a clear training plan.

A written document that tells both the trainer and the trainee what they are supposed to be learning, the timeframe, and what success looks like for each task. This allows you, the manager, to hold both parties accountable. It also sets good expectations for all. Remember that not all people learn at the same speed and that people have different learning styles, so you may need to adjust your training to your employees’ needs.

Overall, your training plan should include what is being trained, who is doing the training, milestones for progress, and what success looks like when done. Tell them, show them, do it together, have them do it with you, and have them do it alone.

5. Communication is key

When you hire a new employee, checking in with them on a regular basis is critical. This helps them understand that you are available and there for them. It also helps you understand how things are going. Make sure you have provided all the necessary resources. This is one task that a manager must remain diligent about.

I highly recommend that you do in-person check-ins at least once a week in the first 90 days. This not only allows you to check in and hear how they are doing; it also lets you see all the nonverbals. They say they are “fine,” but their body language or tone tells a different story. Dig in and understand what is going on.

Key questions to ask:

• What is going well?
• What do you still need help with?
• Do you have all the resources you need?
• Does the training style work for you?
• What tasks are you comfortable performing independently?
• What tasks do you need more training on?

6. Don’t give up

Remember that there is no such thing as a perfect hire. This individual you hired will need training, coaching, and time to be the rockstar you want them to be. You have invested your time in hiring the right person; be sure to invest in them for the long haul. While I am sure you are eager to “win the race” and have your new person fully operational in no time, don’t lose sight of the fact that this is a marathon and not a sprint. Some people take longer than others to get to the finish line.

Also remember that patience doesn’t mean that you should avoid difficult conversations. It is important that your employees know where they stand. Telling them they are doing great when they are not is not helpful. Telling them that they are progressing as planned but need more time is helpful. As is telling them that they are not progressing as planned and here is how you can help them. Let them know your goal is success and that you will do your part to get them there.

7. Feedback is critical

Reading one’s mind is an impossible task. Be open and honest with your feedback to the candidate, but also be realistic. They may not be where you want them in the end, but are they progressing in a manner that is reasonable for someone new? If not, let them know that. Let them know what you can do to help. Ask them what they need you to do to help.

But always, always document it. One, so that there is no confusion between them and you do what needs to be done to be successful in the role. Two, so that if they don’t become successful, you have all your ducks in a row to help this person see that they are not a good fit, and it makes the separation that much easier.

8. Be open to Questions

New employees should have lots of questions. Encourage them to ask them often. The old adage, no question is a dumb question, well, I disagree with that statement, because a question not asked is a dumb question. When employees feel safe to ask questions, they are more likely to learn processes and procedures faster.

I would also challenge you to think about the adage, “Give a man a fish and he eats for a day; teach a man to fish, and he eats for a lifetime.” While you want to be open to questions, be ready to switch the coaching from just giving all the answers to helping them learn how to get the answers. Starting out, you should be handing out a lot of fish, but over time that changes to the teach-to-fish method. Be ready for that switch.

Conclusion

Investing in the hiring process and in the onboarding will not guarantee a perfect hire, but it will set you, them, and your team up for the greatest chance of success. Onboarding requires preplanning, clear expectations, and ongoing communication and feedback.

As a manager, you should remember that you are part of the employee’s success or failure. Doing your part to ensure that they have all the training, resources, and opportunities to succeed is critical. While I highly recommend a 90-day evaluation period for all new hires, you should not lose sight of the fact that this isn’t just about the 90-day period; it is about ensuring success for the entire future.