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The need to create a clear and structured onboarding process came after we had some negative hiring experiences
By:
fuckupnights
April 2, 2020
After a series of private events with a major corporate partner, we received an email that really took us by surprise. “We’d like to learn more about your onboarding process.” Given the size of the partner, we were all extremely flattered by the request—especially me, since I’d been fortunate enough to work on this process ever since becoming the People and Admin lead at Fuckup Nights.
After an interesting conversation with our partner, I realized how fortunate we are to work with people who are humble, honest, and eager to learn. I also reflected on the importance of sharing what we’ve learned; after all, it was the knowledge of others that guided us in developing the process we have today.
So, we decided to share the three-step formula for our onboarding process, in the hope that you might find it useful for generating new ideas and processes of your own.
The need to create a clear and structured onboarding process arose after we had some negative hiring experiences. We hired the wrong people, and it took us too long to realize our mistake. We began to grow very quickly, and with that came an urgent need to hire new team members, leaving us little time to consider the best approach. In our rush to get more people on board, we rushed through the selection and onboarding processes. That was our mistake!
To prevent this mistake from happening again, we did some research, and I took the webinar “5 Easy Strategies to Hire Better Employees” with Entreleadership. They emphasize the following: always choose passion over experience, because you’re not hiring a machine that’s just looking for a J-O-B. You need a team member who is on a mission for your company, and this person is always worth waiting for.
With this in mind, we recognized the importance of a structured onboarding process, which helps set each new team member up for success and provides valuable insights into the person you’ve hired and how they can adapt to the company.
We researched best practices from some leading employers; for example, Google is known as one of the best when it comes to onboarding. One of the standout elements is their “Google Just-in-Time Onboarding Checklist,” which helps prioritize the process and fosters a sense of urgency within the team.
Julio (our COO and co-founder) shared some helpful onboarding practices from Cirklo (a side project), and with all of this in mind, we developed our process.
Following a "keep it simple" approach
Our onboarding process consists of three simple stages: before, during, and after.
Before: This begins the day we say, “You’re hired!” We start by making the new hire feel like part of the team; we send them an email introducing them to the key people who will support them during their onboarding. Then, before their first day, we send another email welcoming them, explaining the schedule for their first day, and the tools they’ll need to get started.
These emails are important for creating a sense of urgency and priority for the onboarding process (as emphasized by Google). We want each new member to feel comfortable within the team, but also to be prepared and get off to a great start in their role.
During: We plan the first day, the first week, and the first three months. We work with their manager to create a schedule that helps each person understand the Fuckup Culture and get a handle on their role and responsibilities. This step is crucial to ensuring they understand who we are and what we stand for. We also need to train them to perform the job we hired them for.
As mentioned, we’ve had some negative experiences in the past, and the most challenging part is ensuring a “cultural fit.” That’s why we focus on culture during this stage of the onboarding process; it helps us identify any red flags early on.
After: We have a 3-month probationary period. During this time, we constantly challenge our new hires and schedule monthly performance reviews to see what they’re doing well, what they can improve on, and how they’re adapting to Fuckup. As a final step, we congratulate them and welcome them back.
The trial period is the most important part of the onboarding process because it helps us assess how well the new hire is fitting into the team and how capable they are in the role. It also allows us to take appropriate action if things aren't going well.
We hope this information is helpful. This is an ongoing process; we review it regularly and strive to keep it as up to date as possible. As you know, what works for us may not work for you, but we’re happy to share and discuss our approach.
Let us know how you handle onboarding. What are the challenges and benefits? Let’s learn together and share best practices.
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