new manager onboarding guide

7/27/2019 New Manager Onboarding Guide

http://slidepdf.com/reader/full/new-manager-onboarding-guide 1/14

www.yorku.ca/hr/hrlearn.html

Learning and Development

New Manager

Onboarding Guide



Table of Contents

Introduct ion .....................................................................................................................1 What is Onboarding?......................................................................................................1 What is the Difference Between Orientation and Onboarding? .................................2 Why is Onboarding Important? .....................................................................................3 Whose Responsibil ity is Onboarding? .........................................................................3 Onboarding Program at York Universi ty ...................................................................... 3

Roles & Responsibilities .............................................................................................................. 4 Process Map for Onboarding A New Manager............................................................................ 5

Tips on Making Your First 90 Days Successful ........................................................... 6 Onboarding Manager Checklist ................................................................................................... 6 Planning For Five Conversations................................................................................................. 6 Understanding the Culture........................................................................................................... 7 Belonging and Feeling Connected............................................................................................... 8 Understanding the Buddy Program ............................................................................................. 8 Evaluation – Check-in Questions............................................................................................... 10

Creating Your Contact List...........................................................................................11 Acronyms .......................................................................................................................12 Annotated Bib liography – A Few Spec ial Books ....................................................... 12



New Manager Onboarding Guide

Learning and Development © 2009 York University 1

Introduction

Welcome to York University! We are pleased to welcome you as part of the York

University management team. We are committed to providing you with the support and

resources during your transition. This guide is intended to provide you with useful

information to assist you in making a successful transition.

What is Onboarding?

Onboarding, including orientation, begins with the first contact and ends upon the first

year of employment.

Onboarding is a process whereby it gets you up to speed with the policies, procedures,

culture, expectations, and day-to-day responsibilities for your department/unit.

We have adopted this process at York University to:

• ensure you feel welcomed

• affirm you have made the right choice in selecting an employer

• affirm that you fit into the organization

• build relationships with key stakeholders

• increase engagement and satisfaction

• reduce the time it takes to “hit the ground running”





What is the Difference Between Orientation and

Onboarding?

The following table outlines the differences.

ORIENTATION ONBOARDING

• Is typically a 1 day event

• Focuses on organization’s structure,mission and policies

• Includes a review of the Employeehandbook

• Completion of payroll and benefitspaperwork

• Other administrative issues

• Extends well beyond the 1st few days

• Is a systematic process

• Can last from 3 to 18 monthsdepending on the position

• Cultivates long term relationshipbuilding and access to information

• Promotes better understanding of theculture, mission and goals

• Fosters a feeling of belonging andaffirmation of making a right choice

• Reduces the time it takes to “hit theground running”

While the components of a traditional orientation program still apply, they now become a

“part” or “stage” of a much more comprehensive Onboarding process. Whereas, most

orientation programs conclude by the end of the first or second day in the new job,Onboarding can begin as early as the first interview and will continue well beyond the

conclusion of the orientation program.





Why is Onboarding Important?

Statistics show that employees are most vulnerable to leave an organization in the firt 18

months after they are hired. Making a good first impression is therefore paramount.

Effective employee Onboarding serves five interrelated purposes:

1. It builds York University REPUTATION for being a thoughtful employer, with greattraining, clear leadership, and a strong organization.

2. It helps RETAIN staff members.

3. It REDUCES high turnover costs.

4. It gets new employees to efficient PRODUCTIVITY levels quickly.

5. It builds a COHESVIVE TEAM, therefore raising EVERYONE’S productivity.

Whose Responsibility is Onboarding?

Onboarding is successful only when HR and the hiring manager are both actively

involved. The goal of this partnership is to establish a long-term relationship with the

employee that begins even before the employee is hired.

While HR plays a key role in the early recruitment and orientation phase and in guiding

the Onboarding process, the hiring manager must be proactive and engaged in

facilitating the employee’s successful integration into the organization over time.

Onboarding Program at York University

You will be oriented to the policies, processes, culture, expectations through a series of

learning events including:

• A comprehensive Onboarding Manager checklist

• Opportunities to engage in one-on-one meetings with key contacts

• An assigned peer buddy

• A customized Onboarding Learning Calendar

• Regularly scheduled meetings with your manager





The Onboarding Manager Program is broken down into five phases with key activities

over the course of 90 days:

Pre- Arrival Pre- Arrival (this is the time period from acceptance of a job offer tothe first day on the job)

Phase 1 First Day

Phase 2 1st Week

Phase 3 1st Month (30 days)

Phase 4 2nd Month (60 days)

Phase 5 3rd Month (90 days)

Roles & Responsibili ties

New Hire

• Uses the Onboarding Manager Checklist and supporting resources to manage the

process

• Engages with the hiring manager at the defined times during the process

• Attends all Onboarding Manager Learning Sessions

Hiring Manager

• Provides direction, coaching and feedback around identifying Onboarding objectives,

building knowledge and relationships

• Uses the Onboarding Manager Checklist and supporting resources to facilitate a

smooth transition for the new hire

• Assigns a peer buddy

• Makes time to talk on a regular basis

• Creates a customized Onboarding Learning Calendar

Human Resources

• Overall process owner

• Serves as an advisor to talk/work through complex Onboarding and transitioning

challenges

• Gathers feedback and evaluates the program on an ongoing basis





Process Map for Onboarding A New Manager

Hiring Manager completesEmployee TransactionForm (ETF) and forwardsdocument to the designatedRecruiter.

New Hire acceptsposition.

Pre- Arrival: Hiring Manager organizes workspace, createsan agenda, schedule andassigns a buddy.

1st Week: Discussion onorganization/departmentgoals, responsibilities of the job, and key contacts.

First Day: New Hire iswelcomed, introduced to co-worker, workspace,provided with schedule andagenda.

1st Month: New Hire goals areestablished, workshops areattended, and 1

stfeedback

meeting is conducted.

2nd Month: Continue to meetwith staff and key contacts,attend workshops and 2

nd

feedback meeting is conducted.

3rd Month: Attendworkshops and final 90day meeting is conducted.

Post Probation (6months): Annualperformance review andobjectives are set for thenew fiscal year.





Tips on Making Your First 90 Days Successful

Starting a new job as a manager can be extremely exciting and invigorating. You have

spent time researching, preparing for the interview and negotiating a contract. Your next

step is to give some thought to what you’re going to be doing during the first 90 days on

the job as it has great practical and symbolic importance. The first 90 days offers a

unique window of opportunity to establish relationships, set a tone and identify

expectations.

The following section provides a few tips on how you can ensure your transition within

the first 90 days is a smooth one.

Onboarding Manager Checklist

The purpose of the Onboarding Manager Checklist is a “to do” list of critical elements,

resources, and learning sessions that should be completed within the first day, first

week, and first 30, 60 and 90 days. The intent of this document is one of a collaborative

approach between you and your manager. (Refer to the Onboarding Manager Checklist

provided by your new manager).

Planning For Five Conversations

Your relationship with your new manager will be built through a continuing dialogue.

Your discussions will begin before you accept the new position and continue into your

transition and beyond. To help you make a smooth transition, there are five

“conversations” that will help you engage with your manager.

1. The situational diagnosis conversation. It is essential to understand the overall

business situation. Refer to the following URL:

http://vpacademic.yorku.ca/UAP/index.php to learn about the organization’s business

plan and strategic priorities. Once you have reviewed this, refer to your department’sUAP business plan.

2. The expectations conversation. Your agenda for this conversation is to understand

and negotiate expectations. What does your manager need you to do in the short

term and in the medium term? What does success look like? How will your

performance be measured? Get in the habit of having very quick but clear





expectation discussions with your manager. This can be a brief conversation which

allows the both of you to stay in sync with one another.

Use these three questions during your discussion:

• What are the major results you expect me to achieve in the next few weeks?

• What results are most important? (This gives each of you a shared sense of

priorities.)

• What changes do you see happening this quarter or next quarter that will shift the

priorities?

3. The style conversation. This conversation is about how you and your new manager

interact on an ongoing basis. Is it face-to-face? In writing? By voicemail or email?

How do your styles differ and what are the implications of your differences for how

you should interact?

4. The resources conversation. This conversation is a negotiation for resources.

What is that you need to be successful? What do you need your manager to do?

This may not always be physical resources but rather, help from your manager to

persuade the organization to confront the need for change.

5. The personal development conversation. Finally, discuss how your tenure in this

job will contribute to your professional development. Are there projects that you can

undertake? Are there courses or programs to further develop your skills?

Understanding the Culture

As a new manager, it is best to appreciate the organization’s culture at three levels:

symbols, norms and assumptions.

• Symbols may include logos and styles of dress. Ask others: are there any distinctive

symbols that signify your unit and help members recognize one another?

•

Norms are shared social rules that guide” right behaviours.” What behaviours getencouraged or rewarded in your department? What elicits scorn or disapproval?

• Assumptions are the often unarticulated beliefs that pervade the social systems.

These beliefs are the air that everyone breathes. What truths does everyone take for

granted? Observe and carefully watch the way people interact with one another.





Belonging and Feeling Connected

Your manager or designate will provide you with a list of key contacts/stakeholders/staff

members for you to meet within your first 90 days of your Onboarding Program.

Start by meeting with your staff members one-on-one and then meeting with the key

contacts. You will need to decide in what order you will meet with them and how will you

avoid being excessively influenced by what the first couple of people say to you. One

approach is to keep the same “script” in all your meetings. The format might consist of

brief opening remarks about yourself and your approach, followed by questions about

the other person and than a standard set of questions about the business. The following

are suggested questions:

1. What are the biggest challenges the department is facing (or will face) in the near

future?

2. Why is the department facing these challenges?

3. What are the most promising unexploited opportunities for growth?

4. What would need to happen for the organization to develop these opportunities?

5. If you were me, what would you focus your attention on?

Asking these questions will assist you in identifying prevalent and divergent views. You

will learn about substance and team dynamics and begin to identify key issues.

Understanding the Buddy Program

Outline of The Buddy Program

The Buddy Program matches you with an employee who has been with York University

for at least six to twelve months.

The goals:

• To help welcome you and reaffirm your decision to joining York University

• To provide you with a point of contact for general questions regarding day-to-day

aspects of working at York University

• To help you integrate with York University by providing access to an employee who

is familiar with the culture, norms, and expectations





Selection of Buddies

Buddies are selected by the hiring manager of the new manager. The following qualities

are preferred when selecting a buddy:

• Has patience and effective communication skills

• Demonstrates strong performance

• Exemplifies York University mission and vision

• Works in the same department and/or has a similar role

• Can devote the time to be accessible to the new manager

• Shows interest in being a buddy

Expectations of Being a Buddy

Buddies are expected to:

• Be an informational resource for the new manager on day-to-day tasks

• Help in the socialization process

• Be a resource on work rules, workplace culture and norms, and unwritten politics

and procedures

• Instill a sense of belonging

Role and Responsibilities of the Buddy

The role of a buddy needs to be distinguished from that of a mentor, coach or manager:

• A mentor is someone, typically more experienced, who is involved with the all-around

development of an individual. A buddy is not expected to act as a mentor.

• A coach is someone responsible for developing an individual's job-specific skills.

Buddies are not being asked to act as the new manager’s coach. Although, a

buddy’s role may involve explaining some simple job-related issues straightforward

procedures, it is not a buddy’s role to replace formal operational training.

• A buddy is not a manager or supervisor. A buddy will not be held responsible for the

new manager’s performance, nor asked to evaluate the new manager in any way.

Any performance issues, concerns or questions should be directed to the new

manager’s direct report.





The following is a sample list of topics or questions that may assist the new

manager/buddy relationship:

Getting Started – Where do I find…? What resources are available to help? Who would I

contact for information about…?

Day-to-day Work Tasks – How do I…? What is the process for…? Where do I get help

with completing…? Want do you think…? Would you be able to show me…? Could you

help me with…?

Understanding the New Work Environment – Are there certain events or meetings that I

should be sure to attend? What has proven successful in the past? What’s the protocol

on…? Who do you think would support me on…?

What a New Manager Can Expect From His/Her Buddy

• General advice

• Clear information

• Help in understanding the culture and politics

• Assistance in building networks

• Guidance and encouragement

• Confidentiality

Evaluation – Check-in Questions

Effective Onboarding means keeping in touch with your manager as you become more

familiar with the organization. It also means actively finding out how you’re doing and

making it easy for you to discuss what’s on your mind.

We are recommending weekly, bi-weekly and a 90-day check-in with your manager.





Creating Your Contact List

Add to this contact list as you meet new colleagues or come across key contacts.

Contact Name Contact Number

York Security x58000

Security Escort x55454

Helpdesk x55800

Human Resources 416-736-5005

Learning & Development x40074





Acronyms

To access a list of acronyms, abbreviations and initialism please refer to the following

url: http://vpacademic.yorku.ca/directory/acronyms/?search_term=A-Z.

Annotated Bibliography – A Few Special Books

The First 90 Days: Critical Success Strategies for New Leaders at All Levels by MichaelWatkins (2002) (Note: do not mistake this book for Your First 90 Days In A New Job(How To Make An Impact) by William Robinson, which does not have the substance or detail of the Watkins book)

This is practical advice about undertaking new opportunities and understandingnew vulnerabilities, quickly and without much upheaval. Different steps--sometimes simultaneously, sometimes sequential-- define success in the first

three months, from promoting yourself (i.e., taking charge fast) to keeping your balance. Much content is human resources related, based on self-discipline,team building, and the availability of trusted advice and counsel. All of this is of course important to those making a transition because we can “act as if” we arealready managers and start our “first 90 days” before we even have the job!

Right From The Start: Taking Charge In A New Leadership Role by Dan Ciampa andMichael Watkins (1999)

The authors advise three key missions for new leaders (the last two of which aredefinitely available to those who are still making the transition): Createmomentum; master the ability to learn, convey a vision, and build coalitions; and

know and manage yourself well. A fast start is especially crucial. Right from theStart provides plenty of real-life examples of successes and failures, ineverything from building coalitions to changing corporate culture. The storiestend to suffer sometimes because the executives remain anonymous.Nonetheless, the book is instructive for business people assuming newmanagement roles.

Now, Discover Your Strengths by Marcus Buckingham and Donald O. Clifton (2001)

Effectively managing personnel--as well as one's own behavior--is anextraordinarily complex task that, not surprisingly, has been the subject of countless books touting what each claims is the true path to success. That said,

Marcus Buckingham and Donald O. Clifton's Now, Discover Your Strengths doesindeed propose a unique approach: focusing on enhancing people's strengthsrather than eliminating their weaknesses. This book describes 34 positivepersonality themes the two have formulated (such as Achiever, Developer,Learner, and Maximizer) and explains how to build a "strengths-basedorganization" by capitalizing on the fact that such traits are already presentamong those within it.

new manager onboarding guide

Documents