OnBoarding Staff - Manager's Checklist

• Review the copy of the confirmation email the new employee received from HR
• Call employee to convey welcome and reporting information
  • Encourage employee to complete Sign-In documents beforehand to bring with them to campus.
  • If they will be new to the area, are there resources you can help identify to make their transition smoother.
     
• Send employee a follow-up email conveying welcome to team, connection to mission, and first day important information:
  • Where and when to report with location:
    • HR Monday Morning Orientation
    • Remind them of Forms of Identification needed for sign-in
    • Attire (See Day 1)
    • Parking (with link to campus map)
    • First day lunch (See Day 1)
    • Provide link to Organizational Chart or key directories
      • Campus | Department | Division
         
• Have the department/division head send a letter communicating welcome and importance of position and connection to mission. (See Sample)
• Communicate to staff the new hire’s start date, background, key responsibilities, work location, and contact information

• Have department web-site updated
  • Add to department directory
  • Add to relevant list-serv/email-groups
     
• Arrange 1st day meet & greet and lunch
• Schedule Department, Building & Division Tour
• Schedule Campus Tour
  • Who will provide it: Manager, Designee or Outreach & Recruitment
     
• Develop a training schedule that spans the first week or two. Avoid any overload of training on the first day.
  • Identify individual(s) who will provide training of day-to-day activities
  • Identify what department, division or university events are taking place in the first 30 days that the new employee should attend
     
• Preview and plot out mandatory/compliance training to be completed:
  • Data Security and FERPA Training (All Employees) should be completed on Day 1
  • All other online compliance training should be completed within first week:
    • CSU’s Discrimination, Harassment and Sexual Misconduct Prevention Program (Non-Supervisory Employees)
    • CSU’s Sexual Misconduct Prevention Program (Required of Supervisors Only, including supervision of student workers)
    • CSU’s Discrimination and Harassment Prevention Program (Required of Supervisors Only, including supervision of student workers)
    • Injury and Illness Prevention Program (All Employees)
    • Identify role specific training:ProCard / Procurement
    • Defensive Driver Fundamentals
    • Conflict of Interest
    • Other
       
• Identify team standing meetings – include the meeting title and recurring dates
• Schedule meetings with members of the unit team for acculturation and learning
• Identify shadowing opportunities for new hire to attend with direct manager or other team members
• Determine a schedule for recurring check-in meetings
• Identify university colleagues that the new hire should meet. Pre-schedule those that should take place during the first two weeks
• Choose one important, easy win project for the employee; Plan to discuss on the first day and have employee begin to work on during the first week.
• Look at the HR Professional & Personal Development Training Calendar and identify what upcoming trainings would be beneficial.

Work Space

• Clean work area and set with supplies
• Set up computer hardware, software and accessories calendared/set up
• If your new employee is a CSUN graduate, they’re now part of CSUN’s “Home Grown” community.  Alumni Relations will reach out to the hiring manager and arrange to have a “Home Grown” welcome token/item delivered within the first two weeks.
• If starting multiple employees on the same day or close together, consider that all employees are treated equally.
• Prepare to order Business Cards, Nameplate

Access

• Get keys, Omni Codes – Items necessary for physical access
• Arrange phone and voicemail set-up with IT (allow 2 business days)
  • Reset name and code
• Establish access to shared drives
• Link computer to shared printers, etc.
• Complete Application Access Request Link as necessary.

Discuss:

• Culture of the office, division
  • Who’s Who and reporting structure
  • Attire
    • What and What not to wear guidelines
    • Mata-tude Tuesday & Spirit Friday
  • Office supplies
  • Compliance Training
  • Attendance
  • Sick leave, vacation

Discuss and plot out first two weeks:

• Use meeting and training schedules developed earlier

Discuss and plot out first project

Discuss and review:

• How to report an emergency (911)
  • How to report an injury
  • How to report a facilities issue/concern (2222)
  • Have employee view CSUN Active Shooter & The Survival Mindset video.
  • Emergency & Evacuation Procedures

Confirm Data Security Training is complete (If access is available)

• Meet / Greet the employee in person
• Escort the employee to Human Resources (UN 165) at 8:30 AM to complete the Sign-In Process
• If employee does not yet have a CSUN ID Card / Photo, it can be obtained at Admissions & Records after completing Sign-In at Human Resources.
• Have the employee obtain parking arrangements (as needed)
  • A CSUN ID is needed to purchase a long-term parking permit

Provide a tour of office with introductions to office-mates and persons identified to be shadowed or assist in training. (See Work Location Tour Pointers) Arrange to have lunch with employee or employee with colleagues.

Provide employee with copy of Position Description

• Begin discussion on expectations around the job and its responsibilities.
  • This is also a good time to cover other behavioral expectations and office culture.
• Obtain and Record Contact and Emergency Contact information
• Allow non-structure time for the employee to become familiar with or set-up their work area.
• Meet with the employee toward the end of the day for check-in.

 Office Access & Equipment

Sign-Out keys, Omni Codes – Items necessary for physical access

• Building, Office, File Cabinets

Review phone and voicemail set-up

• Reset code
• Review email and calendaring system and office practices
• Provide list of and instructions for shared drives, and list serves
• Provide for instruction on use of office equipment (copiers, printers, etc.) and inter-office and external mail.

Establish weekly or bi-weekly meeting dates/schedule.
Before the end of the first week, find time to connect and check-in with the employee. Some possible discussion points:

• What could we do (have done) to make you feel more welcome?
• If I’m not available, who do you talk to if you have questions about work? Do you feel comfortable asking questions?

Continue discussion on expectations

• Have employee sign and return copy of Position Description (Maintain original and send signed copy to HR).
• Discuss and provide copy of performance evaluation form and schedule. Not required for Temporary/Emergency Hire positions.
• Have employee familiarize themselves with the campus priorities and begin a discussion of how the department/division connect with these.
• Inform your new hire of team goals and objectives
• Debrief your new hire on current and upcoming projects
• If employee is part of Business Continuity Plan, discuss plan and explain expectations.

Accompany employee to standing meeting(s) that are part of their position, and introduce to others
Schedule one-on-one introductory meetings with key team members

• Ask team members to provide a short description of their work and how it will integrate with the new employee’s role.

Manager and new hire complete first week check-in

• Confirm mandatory/compliance training is complete
• CSU’s Discrimination, Harassment and Sexual Misconduct Prevention Program (Non-Supervisory Employees)
• CSU’s Sexual Misconduct Prevention Program (Required of Supervisors Only, including supervision of student workers)
• CSU’s Discrimination and Harassment Prevention Program (Required of Supervisors Only, including supervision of student workers)
• Injury and Illness Prevention Program (All Employees)

Has the employee completed signing up for Benefits?
Has the employee been instructed on how to report absences or trained to enter absences in Time & Labor Module?
Outline plan for remainder of the first 30 days
Continue the discussion to build a connection. Some possible discussion points:

• How does the job compare to your expectations?
• Do you have all the tools and equipment you need to do your job? If not, what do you think would help?

Pay Warrant distribution process
Department emergency action plan

• Contact your building marshal if needed.

Emergency Desk Reference for Students, Faculty & Staff
CSUN & CSU Policies & Procedures
Human Resource Functions:

• How to request time away
• How and when to self-report, record and submit time
  • Self-Reporter
  • Department Timekeeper
  • How to view balances

Absence Management Role (as applicable)
Department File Storage system (On-Base, etc)
Acquiring/requesting office supplies

• Review Procurement policy and instructions (as applicable)

Hold weekly or bi-weekly meetings
Manager and new hire discuss employee’s perceptions and performance, strengths and areas for development

• Review the Position Description and Performance Evaluation Document and discuss the evaluation criteria the employee will be evaluated on for the 90 day review and forward.
• Collaboratively build an individual development plan to guide skill and competency building over the performance evaluation period
• Jointly assess whether there is a colleague on campus that the new employee has not yet met that they will need to interact with

Review campus priorities, culture and management philosophy
Has the employee been scheduled to attend New Employee Welcome Orientation? If not, reach out to Human Resources.
Toward the end of the first month, some possible discussion points include:

• Is there anything you need that you don’t have access to?
• Is there anything you don’t understand about your job responsibilities or about the department/division/university?
• Is there anything you would like to share with me that I’ve not asked about?
• Is there one or several colleagues who has been most helpful to you?

Manager and new hire discuss employee’s perceptions and performance, strengths and areas for development

• Assess training progress and discuss the need for any specific training.

Possible discussion points include:

• What sources have you found useful for information about the department and your work?
• How can I be helpful to you?
• If you could change one aspect of your experience in the department thus far, what would it be?

Continue discussion of campus priorities, culture and management philosophy
Has the employee attended New Employee Welcome Orientation?

Possible discussion points during this period include:

• In what areas would additional training be helpful to you?
• On which aspects of your job performance would you like more feedback or support?
• Do you have any concerns about your job that I could address?
• Looking back, is there anything that you think we should change to help new staff during their first week/few weeks on the job here? Tell me why we should make that change.

Manager and new hire complete performance evaluation form and submit to HR.

• Be sure to maintain originals and send copies to HR.
• Review performance accountabilities for the position

Manager and new hire complete performance evaluation form and submit to HR.

• Be sure to maintain originals and send copies to HR.
• Review performance accountabilities for the position

Review the individual development plan to guide skill and competency building over the performance evaluation period.

Manager and new hire complete performance evaluation form and submit to HR.

• Be sure to maintain originals and send copies to HR.
• Review performance accountabilities for the position

Review the individual development plan to guide skill and competency building over the performance evaluation period.
Discuss probationary status.
Begin conversation with employee to plan goals for the coming year.

Recognize the new employee’s anniversary!
Meet with the employee to continue discussion of and finalize goals for the coming year.

• What additional resources might the employee need?
• What opportunities are there for the employee to be more engaged with the department, division, and campus?