New Employee Orientation & Onboarding
A guide for new employees and their managers
BEFORE THE EMPLOYEE’S START DATE
Outcomes: This is a welcoming work environment with informed colleagues and a fully-equipped work
space; new employees feel “settled in” on their first day.
Schedule and Job Duties
Submit the Hire transaction
Call employee:
o Confirm start date, time, place, parking, dress code, etc.
o Identify computer needs and requirements.
o Provide name of their onboarding buddy.
o Remind employee to complete tasks on the New Hire Activity page in Atlas.
Add regularly scheduled meetings (e.g. staff and department) to employee’s calendar.
Prepare employee’s calendar for the first two weeks.
Plan the employee’s first assignment.
Socialization
Email department/team/functional area of the new hire. Include start date, employee’s role, and
bio. Copy the new employee, if appropriate. (See Tools & Resources)
Set up meetings with critical people for the employee’s first few weeks.
Arrange for lunch with the appropriate person(s) or buddy for the first day and during first
week.
Select the buddy. (See Buddy Guidelines)
Meet with the buddy, and provide suggestions and tips. (See Buddy Guidelines)
Arrange for a campus tour.
Work Environment
Put together welcome packet from the department and include: job description, welcome letter,
contact names and phone lists, campus map, parking and transportation information, mission
and values of the Institute, information on your unit/school, etc.
Clean the work area, and set up cube/office space with supplies.
Order office or work area keys.
Order business cards and name plate.
Arrange for parking, if needed.
Add employee to relevant email lists.
Technology Access and Related
Order technology equipment (computer, printer, iPad) and software.
Contact local IT and/or IS&T to have the system set up in advance.
Arrange for access to common drives, and coordinate SAP roles authorizations.
ONBOARDING CHECKLISTS http://welcome.mit.edu/managers/checklists Page 1
New Employee Orientation & Onboarding
A guide for new employees and their managers
Arrange for phone installation.
Training/Development
Remind employee to sign up for an in-person New Employee Orientation session.
Arrange pertinent trainings required for the job.
FIRST DAY
Outcomes: The employee feels welcomed and prepared to start working; begins to understand the
position and performance expectations.
Schedule, Job Duties, and Expectations
Clarify the first week’s schedule, and confirm required and recommended training.
Provide an overview of the functional area – its purpose, organizational structure, and goals.
Review job description, outline of duties, and expectations.
Describe how employee’s job fits in the department, and how the job and department contribute
to the unit/school/DLC and the Institute.
Review hours of work. Explain policies and procedures for overtime, use of vacation and sick
time, holidays, etc. Explain any flexible work policies or procedures.
Socialization
Be available to greet the employee on the first day.
Introduce employee to others in the workplace.
Introduce employee to his/her buddy.
Take employee out to lunch.
Work Environment
Give employee key(s) and building access card.
Escort employee to MIT Welcome Center to complete I-9 and obtain MIT ID.
Remind employee to complete tasks on New Hire Activity page in Atlas.
Discuss transportation and parking or escort employee to MIT Parking & Transportation office
to obtain parking sticker.
Provide department or building-specific safety and emergency information.
Take employee on a campus tour.
Explain how to get additional supplies.
Technology Access and Related
Provide information on setting up voicemail and computer.
ONBOARDING CHECKLISTS http://welcome.mit.edu/managers/checklists Page 2
New Employee Orientation & Onboarding
A guide for new employees and their managers
FIRST WEEK
Outcomes: New employee builds knowledge of internal processes and performance expectations; feels
settled into the new work environment.
Schedule, Job Duties, and Expectations
Give employee his/her initial assignment. (Make it something small and doable.)
Debrief with employee after he/she attends initial meetings, attends training, and begins work
on initial assignment. Also touch base quickly each day.
Provide additional contextual information about the department and organization to increase
understanding of the purpose, value add to MIT, goals, and initiatives.
Explain the annual performance review and goal-setting process.
Review the process related to the probationary period.
Socialization
Arrange for a personal welcome from the unit leader.
Technology Access and Related
Ensure employee has fully functioning computer and systems access and understands how to
use them.
FIRST MONTH
Outcomes: Employee is cognizant of his/her performance relative to the position and expectations;
continues to develop, learn about the organization, and build relationships.
Schedule, Job Duties, and Expectations
Schedule and conduct regularly occurring one-on-one meetings.
Continue to provide timely, on-going, meaningful “everyday feedback.”
Elicit feedback from the employee and be available to answer questions.
Explain the performance management process and compensation system.
Discuss performance and professional development goals. Give employee an additional
assignment.
Socialization
Continue introducing employee to key people and bring him/her to relevant events.
Meet with employee and buddy to review first weeks and answer questions.
Arrange for employee to take MIT tour (if not already completed).
ONBOARDING CHECKLISTS http://welcome.mit.edu/managers/checklists Page 3
New Employee Orientation & Onboarding
A guide for new employees and their managers
Training and Development
Ensure employee has attended Human Resources New Employee Orientation.
Ensure employee is signed up for necessary training.
FIRST THREE MONTHS
Outcomes: Employee is becoming fully aware of his/her role and responsibilities, beginning to work
independently and produce meaningful work. He/she continues to feel acclimated to the environment,
both functionally and socially.
Schedule, Job Duties, and Expectations
Continue having regularly occurring one-on-one meetings.
Meet for informal three-month performance check-in.
Continue giving employee assignments that are challenging yet doable.
Create written performance goals and professional development goals.
Discuss appropriate flexible work options.
Socialization
Have employee “shadow” you at meetings to get exposure to others and learn more about the
department and organization.
Have a check-in with the employee and buddy.
Take employee out to lunch, and have informal conversation about how things are going.
Training and Development
Ensure employee attended a New Employee Orientation session. Request the employee provide
feedback on the sessions and share as appropriate.
Ask if needed training is completed.
Provide information about continued learning opportunities including tuition assistance, the
MIT Learning Center, programs offered by Human Resources, and lynda.com.
FIRST SIX MONTHS
Outcomes: Employee has gained momentum in producing deliverables, has begun to take the lead on
some initiatives, and has built some relationships with peers as go-to partners. Employee feels
confident and is engaged in new role while continuing to learn.
Schedule, Job Duties, and Expectations
Conduct six-month performance review.
Review progress on performance goals and professional development goals.
ONBOARDING CHECKLISTS http://welcome.mit.edu/managers/checklists Page 4
New Employee Orientation & Onboarding
A guide for new employees and their managers
Socialization
Create an opportunity for employee to attend or be involved in an activity outside of his/her
work area.
Invite employee to MIT events (such as the MLK breakfast, commencement or the MIT
Excellence Awards celebration), and introduce him/her to others.
Arrange for employee to meet with appropriate DLC head either one-on-one or in a small
group setting with other new employees.
Meet with employee and buddy at the end of their structured buddy-relationship. Discuss how
things went and what else would be helpful for the employee.
FIRST YEAR [BETWEEN SIX AND TWELVE MONTHS]
Outcomes: Employee is fully engaged in new role – applies skills and knowledge, makes sound
decisions, contributes to team goals, understands how his/her assignments affect others in the
organization, and develops effective working relationships. He/she has a strong understanding of
MIT’s mission and culture. Employee continues to be engaged in his/her role and has gained greater
confidence in position; begins to take on additional assignments and works with some level of
autonomy.
Schedule, Job Duties, and Expectations
Celebrate successes and recognition of employee’s contributions.
Continue providing regular informal feedback; provide formal feedback during the annual
review process.
Have a conversation with employee about his/her experience at MIT to date:
o Extent to which employee’s expectations of role and MIT align with reality.
o Extent employee’s skills and knowledge are being utilized and ways to better utilize
them; what’s working, what they need more of, etc.
o Begin discussing the year ahead.
Socialization
Support and encourage employee participating on either a DLC or Institute committee or cross-
functional team.
Solicit employee’s feedback and suggestions on ways to improve the onboarding experience.
Do this one-on-one or with a small group of new employees.
Training and Development
Discuss employee’s professional development goals and identify relevant learning
opportunities.
ONBOARDING CHECKLISTS http://welcome.mit.edu/managers/checklists Page 5
