Creating Onboarding Schedules and Milestones

Onboarding Checklist or Template

We find using a checklist or template to be an effective way to build a consistent, repeatable cadence for onboarding new hires. You should make a general onboarding checklist or template for incoming new hires containing all information vital to acclimating them to the organization and, at minimum their initial 1-2 weeks in their new role.

Examples

• Onboarding Checklist (Google Sheets) - Customizable template designed to help virtual and onsite new hires track their progress through onboarding tasks and training classes

• Immersion Plan Template (Google Docs): Customizable template designed to support and accelerate onboarding over six weeks by introducing key people, topics, and activities to ensure a smooth transition

• Trello 30/60/90 Plan Template - Customizable Trello board with sections for onboarding essentials, helpful links, and tasks broken down by timeframe

• Getting Started at TTS - Site that provides an overview of required and recommended onboarding trainings on organizational aspects, key people, and resources

970KB

Onboarding Checklist (FOR GOV PARTNERS).xlsx

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Immersion Plan [Gov Template].docx

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30/60/90 Day Checkpoints

The Trello example above follows a 30/60/90 day plan approach to onboarding which, as we’ll discuss further shortly, is generally a well established best practice when designing onboarding plans.

Beyond the initial 1-2 weeks, the Hiring Manager or designated Manager should be accountable for outlining any of the larger picture 30/60/90 day goals and longer term tasks/objectives associated with the new hire’s assignments. A best practice for managers is to also create a checklist for themselves that mirrors that of the new hire and includes tasks that the Manager should own (i.e. scheduling check-ins).

30/60/90 Framework

The designated manager should create the 30-60-90 plan, ideally in collaboration with the new hire. This sets the new hire’s expectation for what they should know and be taking on in the initial 30, 60, and 90 days after their first day on the job.

Below are key objectives for building out a 30-60-90 plan:

• Identify key goals (we recommend no more than 3-5) you expect the new hire to achieve within their first 90 days. The SMART goal framework can be a good guide here.

• Break down those goals into 30/60/90 day increments, with tangible milestones. If any training or education is required to enable these goals, make sure those are also accounted for in the onboarding plan.

• Review this plan with your new hire after their first week and solicit their feedback and input.

• Schedule check-ins (weekly is a good cadence) to make sure they’re on track during the first 3 months and to see where additional support may be needed. Establish open communication lines with the new hire to help uncover if they’re stuck or blocked, the timeline doesn’t seem realistic, or if there are any other obstacles they are running into

Sample 30/60/90 Guide

There are numerous 30-60-90 templates and guides available online including this one by Asana. Included below is a high level guide and key indicators that can be used to measure progress through the first 90 days. These represent a starting point, and we recommend organizations customize their plans in accordance with their needs.

30 days

• State clear expectations about how the new hire should be contributing at this point. Expect most employees to be in a learning/observation role at this point.

• Identify any mandatory training or paperwork that needs to be completed.

• Positive indicators for the new hire at this point:

  • They are becoming familiar with internal terminology

  • They are meeting people on the team

  • They are regularly using internal tools

  • They are asking questions when stuck

  • They are gaining knowledge and starting to contribute to the projects and complete tasks in which they are assigned

60 days

• State clear expectations about how the new hire should be contributing at this point. Expect most employees to be demonstrating early indicators of actively contributing (role dependent).

• Identify any mandatory training or paperwork that needs to be completed.

• Positive indicators for the new hire at this point:

  • They are using internal terminology, even if they don’t know all the terminology

  • They have met everyone on the team and are starting to build relationships

  • They can independently navigate internal tools

  • They are asking questions when stuck

  • They have a working knowledge about the projects and tasks they’re assigned , and are comfortable contributing even if they are not ready to fully take ownership

90 days

• State clear expectations about how the new hire should be contributing at this point. Expect most employees to be actively contributing while still gaining organizational knowledge.

• Identify any mandatory training or paperwork that needs to be completed.

• Positive indicators for the new hire at this point:

  • They have a solid grasp on day-to-day internal terminology

  • They have working relationships with the team members they work with the most

  • They can independently navigate internal tools

  • They are asking questions when stuck

  • They are comfortable taking on an ownership role on their projects, but will likely still need some support