Manager Checklist for New Employee

As the new employee’s manager, you play a vital role in the success of your new team member. Onboarding is a process, not an event. Please partner with your HR Representative and plan ahead for positive results. Long term retention of any new employee starts at recruitment. Use this checklist to ensure that you have all of the needed elements to help get your employee off to the best start possible.


The messages sent to new employees before they join the organization are critical. Be sure to ensure good communication before the start date for a smooth and effective transition.
Send offer letter or email with instructions about onboarding

  • Manager welcome phone call (1 week before start date) to discuss day 1 activities, parking, etc.
  • Send email to the team about welcoming a new hire
  • Assign a mentor to new hire
  • Prepare workspace with office supplies, internet, and phone access
  • Identify and supply any specific additional equipment
  • Plan a welcome event or lunch
  • Meet with the mentor to explain the role

Week One

On the new employee’s first days in the assigned work area, help acquaint the employee to his or her new environment by having the manager or the mentor provide a tour of the facility.

Provide an orientation agenda. Remember to pace your new employee; do not overwhelm them in the first week. Make the first day a compelling and valuable experience and maintain that energy throughout the first week. The objective of the first week is to provide a welcoming and comfortable experience that is planned and executed efficiently.

  • Introduce the new employee
  • Explain his or her role, responsibilities and purpose
  • Have work assignments ready so new employee feel immediately productive
  • Provide a list of contacts, including those who can answer questions
  • Provide an overview of applicable policies and procedures
  • Set up a welcoming team lunch

Set up 30-minute meetings with members of the team to discuss roles, responsibilities, and interactions with each member

First 30 Days

During this “getting acquainted” phase, you will be primarily focused on socialization with your team, culturalization into the organization, assigning some meaningful work, and providing training opportunities.

In this period, some areas of focus include: setting goals and expectations, defining roles and responsibilities, developing your relationship with the new employee, and workgroup orientation. Remember, spread out the activities for your new employee and give them some time to get settled in. Overwhelming a new employee early on can cause challenges later.

The objective during this time is to reduce new employee anxiety, strengthen the bond between the new employee and the organization.

  • Verify that all “new hire orientation” courses are completed
  • Ensure new employee understands the relationship between their job, the department and the company overall
  • Set up one-hour job shadowing and observation with each person on the team
  • Meet with a mentor regularly to get progress reports and feedback
  • Ensure employee is performing meaningful work and getting support if and when needed
  • Meet with the new employee to continue to assimilate them to the company and expand their knowledge and capabilities
  • At the end of this phase, provide a brief evaluation and explain how performance is measured

Settling In: 60-90 Days

During this time, new employees should begin to acquire a full workload while managers monitor performance and regularly provide constructive feedback. Like the first day, this period is critical to forming new employee perceptions about the organization and job.

In this period, some areas of focus include: fitting in with colleagues, developing the relationship with the manager, productivity/results, decision making, training opportunities, and agency practices.

A lack of focus on this phase can have negative consequences if employees do not feel integrated by the end of their first 90 days. Your role as a manager is essential to the success of the onboarding program.

Meet with the employee a minimum of one to two hours every week to identify how the employee is doing, what he or she has learned, what challenges may arise and how they are getting along with other people on the team.

  • Ensure employee understands how cascading goals are connected, how the employees work impacts goals and reinforce company culture and values.
  • Meet with a mentor regularly to get updates and feedback.

At the end of 60 days, review achievements against expectations, give constructive performance feedback, and find at least two things to recognize the employee during the first 60 days.

At the 60 day mark, use this as a checkpoint to see if:

  • This person is the right fit for the position.
  • He or she has the skills they “sold” during the interview.

If things are not working out, involve HR to develop an improvement plan or exit strategy.

At the end of 90 days, give a brief evaluation of how the employee is performing, identify areas of strength and opportunity. Review the performance management process, reiterate how performance is measured, and celebrate the completion of 90 days.

Source: State of Indiana Human Resources

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