- Assign the supervisor or one of your best resources to walk the new person through their job. First problem: neither has time or focus to do this, so the transfer of learning will not occur fast enough and the new person will have loads of time with nothing to do.
- Improv onboarding. Its a project, not a task. Plan it out before the candidate arrives.
- Make the new candidate take lots of academically accurate but boring eLearning modules on things that aren't most critical to the job.
- Show them all the easy stuff first. Show them what they'll do the most first and work back from most important.
- Leverage the TriMetrix assessment that the candidate took before they were hired by converting it into a coaching report. Schedule a certified analyst to review the results with the person in detail. Share the reports of the rest of the team, including Do's and Don'ts of Communication, Value to the Organization, Strengths, and how behavior changes under stress. Add the new candidate to your Team Models (see below).
- You hired a person that did not match your Job Benchmark exactly. Everyone has some gaps. Reinforce strengths and adjust the Development Plan (below) to grow as much of the gaps as is cost-effective. Consider leveraging other members of the team with responsibilities that are not in the new hire's sweet spot. Warning: No One Can Be Everything.
- Leverage the Coaching Report to work with the person to set up an interim Development Plan. This plan should be prioritized in the order of importance to the job. The plan should include at least six months of check-in meetings, feedback and development work that will then roll into the Career Plan (below).
- Recognize the people that helped find this candidate. Money and presents aren't necessary but recognition is. Encourage others to include the new employee in lunches, coffee meetings, etc. Intentionally build community.
- Reinforce the job. Continue to coach to the prioritized Key Accountabilities.