We were all new recruits once, and we all know the feeling of stomach butterflies that flutter as we try to settle into a new role.

Having new faces to meet and new teams to join can be as daunting as it is exciting, and as their manager, you want to make sure your new hires know you’re there supporting them through onboarding.

The best onboarding processes strive to be easy-going but engaging, so we’re going to spend some time in the shoes of a newbie and consider how long it takes them to feel like part of the crew.

Breaking the process down into 3 key phases, we’ve outlined the best activities to help transform new hires into office pros. 

Let’s get started!

So how long should the onboarding process take?

The length of the onboarding process differs with the size of the company. That being said, half a year is the make-or-break period, with 86% of new recruits deciding to stay or leave within their first 6 months at the company. 

Rising rates of remote and hybrid work are affecting the length of the process, yet a good onboarding system shouldn’t be overlooked. Research illustrates that 93% of employees agree the onboarding experience is critical to their decision to stay with the company. 

We’re keeping an eye on the long term. The 3 months after the 6-month initiation is a great time to deepen integration with the company. Months 6 to 9 help onboarders develop into independent stars, so we’ve included activities for that period, our final phase 3 of the onboarding process.

The truth is, you never get a second chance to make a first impression and great onboarding experiences stay with new recruits long into their career. With that in mind, let’s get into the best activities in each stage of the onboarding process.

The 3 key phases of effective onboarding

We’ve broken the onboarding process into 3 key stages:

0 - 3 months: laying the foundation

The overall purpose of the first 3 months of onboarding is to make new hires feel welcomed and equipped with the knowledge they need to start their roles. 
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Pre-boarding

Often the first step we take on a journey is the most important. During the pre-boarding period, your new employee is likely brimming with nervous energy. Don’t let this excitement go to waste!

Make the most of your digital asset management (DAM), supplying them with training videos and resource libraries. You could even create a welcoming video tour around the company giving them the low-down on the office layout.

Pre-boarding social events held virtually are a great way to bring everyone together, even with your remote workers, bringing everyone into a meet-and-greet session with a relaxed atmosphere. These events help allow new hires to ask questions in an informal setting and to start connecting them with their future colleagues. Put your best foot forward with pre-boarding!
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Orientation

Set sail with the new hire’s right foot forward and get them oriented in the best way possible. 

Create a jam-packed orientation kit, with welcome gifts like notebooks, pens, mugs, or even some high-quality snacks. Include an employee handbook and guidelines on company policies to keep things crystal-clear.

Part of the orientation can be virtual too, with a shining introduction to the company group chat. Ask them for an interesting fact about themselves as part of a fun employee announcement, followed by some assuring words and relaxed emojis. If you’ve set them up already, include some microlearning modules in the orientation session, helping them get to grips with the tools of the job through virtual learning.

By spending time preparing a well-thought-out orientation package, new hires enter the company in the most positive way possible. Orientation means much more than formalities, it’s a declaration of care and helps them as they embark on their journey.
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Initial training

One of the best ways to get new hires into the swing of things is through their initial training. Create an atmosphere of collaborative learning by connecting groups of new hires in groups or cohorts. A lot of the initial ice can be broken when new hires work together under the guidance of one of your more senior staff.

Get everyone involved in a hands-on workshop for your new hires, and fill them with team-building exercises. Bring in icebreaker games to keep the tone light and have a blast while getting them up to speed. 

By including tailored training in the first phase of your onboarding practices, the perfect tone is set for new hires. Use as many onboarding practices during initial training as you can, and create an environment they look forward to joining, right from day 1.

3 - 6 months: deepening the integration

The overall purpose of the second phase from months 3 to 6 is to develop a system of continuous learning and establish working relationships for new hires.
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Advanced training

After the first few months have flown by, move into advanced levels of training to strengthen 

their engagement. Introduce them to some early cross-functional training and shadowing opportunities with colleagues who are in departments that the new hire is interested in.

Include an introduction to industry-specific certifications. While it might be a little early to get them to tackle the qualification now, it won’t hurt to begin sparking their interest in valuable growth opportunities. Introducing this in the second phase of their onboarding program. It goes a long way to show your interest in the new hire, and that you’re there for them in the long run.

New hires also need to know exactly where to go when they need questions answered. Use more formal mentorship programs with the help of seasoned employees to make sure they’re supported as they move through the second stage of onboarding. 
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Help new hires build relationships

The mid-point of the onboarding process is where a new hire really finds their feet, and one of the best things you can do for them is to help solidify their workplace relationships. This is a key part of the onboarding process that really helps the new hire to understand and appreciate the company culture. 

Start things off with office-based activities, like desk buddies or cross-departmental projects. Take time to recognize who the new hire works best with, and which personalities get the most out of them. Then, branch out and introduce them to ways they can spend their time outside of working hours. 

Company sports or fitness classes are a fantastic way of doing this. You might have yoga classes or a company softball team, which are great ways to strengthen collegial bonds and promote well-being at the same time!
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Regular check-ins

Towards the end of this phase, setting up some interval check-in sessions with the new hire is highly beneficial. Organize a check-in with your new hire in a one-on-one session. These check-ins tick so many boxes for new employees.

It proved the opportunity to establish trust and rapport with the new hire. By doing it in the second phase of onboarding, it isn’t so early that they’re still nervous to open up to you, and it isn’t so late that they already know everything about you as a manager. 

Use the opportunity to clarify expectations with them, with some early feedback on their performance, highlighting ‘glows and grows.’ ‘Glows’ are areas the new hire shines, things they’re doing very well at. ‘Grows’ provides a constructive list of areas they can improve. Make the most of a phase-2 check-in and align them with the company mission.

6- 9 months: achieving independence 

The overall purpose of the final phase from months 6 to 9 is to make sure new hires are fully integrated and ready to take on their roles independently. This final stage of ‘letting go’ of the new hire prepares them to shine on their own, contributing to the company without the guidance of others.
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Performance reviews

The final stage of the onboarding process is make-or-break time for many manager-employee relationships. Use performance reviews to compare their performance to pre-determined goals and expectations. 

These reviews are the perfect time to show where their hard work and dedication have come to fruition. Don’t scrutinize too hard, opt for recognizing their efforts and provide professional feedback for growth. Keep things tailored and well-organized in a concise document to show the 

Relate their growth to the bigger picture and give a well-rounded perspective. 360-degree feedback works great here, with some input from their earlier mentors or peers in the department. Explain that they're in the final stage of the onboarding process and are entering the employee life cycle in a way that reassures them of your support and dedication. The stage is almost set.
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Increased responsibilities 

Now they’ve spent enough time onboarding and have hopefully found their feet, consider ramping up their responsibilities to align them with your senior workers. Involve these new hires in leadership training if the potential is there.

Another powerful method is to prepare them to start their own mentorship program. Reversing the mentorship program and having a relatively new hire show brand-new recruits around might be a rewarding experience for them. Recognizing and acting on the aims and goals of your new hires is a proactive way to show you’re ready to meet their expectations, as they meet yours. 

Establish a system of trust by giving them greater responsibilities. Don’t overwhelm them, instead aim to challenge and respect their capabilities. Use increased responsibilities as a springboard for both them and the company as a whole.
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Ongoing development

Shift the focus from past reviews to future growth in the company. One great way of doing this is to ask them for their input on what they learned in the first 6 months of their onboarding. Use this valuable input to develop your future programs!

Consider empowering them with a personal development budget they can use for courses, workshops, or certifications for their role. This goes a long way to show commitment to their growth and invests in their long-term success too. 

Include regular surveys in their ongoing development to measure their engagement moving forward and create growth opportunities. Keep communication channels wide open to spot any areas for improvement, making sure the journey from newbie to seasoned pro finishes smoothly. Wrapping up this final stage with ongoing development plans helps them see their role in the company’s success.

Bring new hires with you to one of our retreats!

Here at Surf Office, we know that new recruits take a while to settle in. It takes time to deepen connections with their colleagues, but one of the best ways to do this is by inviting them to a team retreat. A twice-annual retreat gets your staff feeling refreshed and reenergized for work.

We've had the pleasure of organizing over 700+ retreat experiences, including remote teams, for many different companies. Here’s what we offer:

• Stress-free transfers? We got you! ✅
• Quality-assured accommodations? Check! ✅
• Engaging team-building activities? Our speciality ✅
• Restaurant reservations? That's on us! ✅
• Expert retreat planning assistance? Of course, we have this covered! ✅
• Onsite support, tailored to your needs? Absolutely ✅

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Not only this but we also have access to 160+ locations around Europe, APAC, the US, Latin America, and now Africa, meaning the sky is your limit when it comes to choosing the right location for you and your team.

Bring your office newbies with you to help break the ice in a new environment. Use team-building activities to break the ice and help them grow. Our corporate retreats are certain to help those new-job flutters, as new staff and seniors share unforgettable memories. Spaces are limited, get in touch now.