As ever, you should define what you want the process to achieve before starting to describe what it should look like.

Generally, the object of onboarding overall is to enable the employee to provide work of maximum value as quickly as possible.

1. Bureaucracy.

The correct paperwork needs to be exchanged, identity and right to work confirmed, qualifications checked, forms signed and payroll, log-ons etc all organized.

2. Orientation.

The employee needs to know where to find the things they need - physical and digital - including locations, people, resources and things like "the fire exit".

3. Training

We are all used, now, to the idea that a new started must undertake a certain minimum standard of in-house training, usually around health and safety and workplace behaviour, typically delivered digitally.

4. Philosophy

Also called "culture" or "values". The employee needs to absorb the philosophical principles of the workplace. Generally, this is less about discreet activities than it is about how you go about the previous three items. If they are efficient, consistently branded, clearly recorded and seamless, that will send a strong message about how the company expects things to be done. If they are haphazard, inconsistent and take much longer than they ought to... same thing.

But you can also include specific philosophy-based content which will need to be based on your own company culture.

Hi, Jana. Agree with Robey with a couple of other things to factor in, including digital on boarding and training. ie where and how do you save documentation, GDPR considerations and cyber security aspects. Also consider onboarding programmes for those moving internally into new roles, such as management or leadership roles, where expectations, bureaucracy, etc may be different.

Thank you very much for such detailed response!