Manager's Role in Onboarding

What is the Manager's Role in the Onboarding Process? 

This is an example of a recommended onboarding approach.  Please note that some steps or resources may vary depending on the specific entity within the company. 

SST People Leaders: For entity-specific guidance and resources, please refer to the SST Onboarding Site here. This site includes tools, checklists, and timelines tailored to your role and onboarding responsibilities.

Provide a friendly welcome:

• For example, a quick (but thoughtful) e-mail sent to the new hire before day 1 gives you a chance to welcome them to the organization and highlight what they should expect on their first day.

  • Your email may include some or all of the following:

    • Start date, time and location 

    • Phone number and email address of their key point of contact

    • Dress code details 

    • A list of documents they should bring 

    • A schedule of events and activities they can expect on their first day 

  • Try to keep this email short and to the point so you don't overwhelm new hires before they start.

On Day 1:

• • Greet the new hire with a smile, on time, and reiterate that you are happy to have them on board. 

  • Providing new hires with a packet or email of information on their first day can really help jumpstart their onboarding experience.  

  • Here are some suggestions of things to include:

    • Welcome letter

    • Employee handbook

    • Organizational charts

    • Payroll and benefits information

    • Training materials

    • Company directory

• Pair the individual with a mentor or buddy to help answer basic questions about the work environment, technology, company information, or anything that will help them settle into their role. 

Be prepared:

• Make sure the assigned workstation is neat, organized, and properly equipped with office supplies and tools (if applicable). 

• Ensure IT has sent equipment and set up email by their first day (if applicable). 

• Confirm they can access ADP, Fleet Feet University, and Franconnect.

• Create a schedule showing the new hire how you will get them up to speed. 

Avoid information overload:

• You and your team have a wealth of knowledge to relay to new hires, but do not overwhelm them with too much information at the start.

• Instead, present information in digestible chunks and according to a planned schedule. 

Make onboarding fun:

• Plan a welcome lunch to make the new hire feel like a real part of the team.

• Consider having an informal meet-and-greet with leaders, managers, and/or staff.

• Send a new employee announcement by email with the name of the new hire, their position, professional background, and hobbies/interests.

• Any other fun activity you can think of to make the new hire’s first day an amazing one.

Customize the process and make it employee centric. 

• Introduce Fleet Feet’s vision, mission, and core values to help the new hire understand the type of organization they’ve joined and how they fit.

• Make sure the new hire understands their role in the organization and why they were hired—that is, what value the new hire brings to the company. 

• Explain what competencies will help them excel in the new job and the company as a whole. 

• Have your new hire complete the Employee Questionnaire so you can learn more about their employee, work style, preferences, and personal roots

• Create a career road map for the new hire. 

• Set goals for 30, 60, 90 days, and beyond.

• Conduct a 90 check-in.

  • The purpose of this meeting is to have a more formal check-in and gauge how your new direct report is feeling in their role, talk through any feedback you have for them, and help them begin to set their annual performance goals that align with your department's strategic plan and Fleet Feet's strategic plan. 

  • Guideline for 90 Check-In Meeting - This guideline is designed to ensure that managers consistently cover specific items during their 90-day check-ins. 

Set clear expectations:

• New hires cannot be successful if they do not understand what is expected of them. 

• Find ways for them to experience early wins and boost their confidence in the process. 

Provide ongoing feedback:

• Praising their successes and giving them constructive criticism as needed. 

Be open to change:

• As a new generation of employees enters the workforce, we might implement new ways of coaching them and interacting with them.

• Your willingness to embrace these changes will be crucial to the success of our onboarding program.

Franchisees - The content on this document is for education and informational purposes only. Should a franchisee decide to act upon any information on this document, they do so at their own risk. Fleet Feet recommends all franchisees consult with an employment attorney when creating/modifying policies, pay practices or other items related to employment.