Manager’s Recruitment and Onboarding Guide

How to Use this GuideThis guide is designed to assist managers through key points of the recruitment and onboarding process. Starting the search for your next employee is exciting and can hold some trepidation. There’s a lot to think about and do, so we’ve put together this guide to help. The guide is divided into five sections, and each section contains suggested steps, forms and tools that will help you with that step, and recommendations to keep the search going well and on track. During the search you will move from section to section, completing one set of actions and moving on to the next. They include:

1. Starting the Search

2. Recruiting

3. Interviewing

4. Making the Offer

5. Onboarding

In addition, we’ve included a number helpful tools you’ll need along the way. Each tool is highlighted in bold throughout the Guide and easily referenced in the Table of Contents and found in the Appendix. The last page of the Appendix lists other items you will need during this search that are not contained in the guide. You will find those documents on….LOCATION HERE.

When printing this Guide, the print default is to print only the cover page and the five-page guide. To print any of the other items, select that individual page to print, as most managers will use the documents at specific times and won’t want to print them all in advance.

Hiring your new employee is an exciting time, and we encourage lots of prayer along the way!

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Table of ContentsCover Sheet 1

Table of Contents 2

Step One: Starting the Search 3

Step Two: Recruiting 4

Step Three: Interviewing 5

Step Four: Making the Offer 6

Step Five: Onboarding 7

Appendix

A: Candidate Profile 8

B: Sample Job Posting 9

C: Worksheet for Building the Candidate Pool 10

D: Record Retention Requirements 11

E: Phone Screening Questionnaire 12

F: Sample Interview Questions 13

G: Questions and Topics to Avoid in Interviews14

H: Reference Check Form 15

J: Authorization for Background Check 16

K: Final Checklist 17

L: Sample New Hire Announcement 18

M: New Hire Orientation Review 19

N: Onboarding Survey 20

O: Additional Materials 21

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Step One: Starting the Search Lay the groundwork for a smooth hiring process.

Great preparation is key to a fantastic hire. You’ll need to do some planning to make things work smoothly, and your very first step is an excellent position description and identifying the ideal skills and qualities you’ll look for in your candidates. Follow the step-by-step guide and utilize the tools provided as you are starting the search.

What’s First?

The first step is to have a discussion with your supervisor about your departmental need. What is the position? Who will he/she report to? What will the duties be? When should the position start?

Draft the Position Description

When you’ve defined your need, the next step is drafting a great position description. Here’s how to do that:

Look for the existing position description, or;

Find a new template for positions in the “SYSTEM.”

See if one of the generic position descriptions is a good start for your draft.

Work with your supervisor to refine the position description so you are ready for approval.

Get the Position Approved

Now you are ready for the formal approval. You have your written position description and now you’ll need to:

Fill out a Personnel Requisition and get the signatures.

Have the budget and hiring range approved by the Senior Director.

Make a list of Required and Preferred Skills and a Job Posting

During your search you’ll always want to look for the “ideal” candidate. This person will have a good skill set for the job. He or she will also have the temperament you need, much-needed competencies, and some specialized experience. He or she will also fit in well with the team. Prepare in advance for the recruiting step by:

Drafting a formal list using the Candidate Profile Form. This form will walk you through selecting what the ideal candidate will bring to the position.

After you define what you want, on the second page you’ll write a sample Job Posting describing the exciting opportunity. (Hint: the sample has some suggested language you can use. Not a writer? Ask one of your writer team members to help write an engaging and informative ad for your new job.)

This form will continue to be a tool for you into all the way into step three, so hold on to it!

Are you ready to begin recruiting?

So far you’ve got: An approved Personnel Requisition with a salary range. A custom Position Description describing the job. A Candidate Profile with ideal qualities and skills as well as a customized Job Posting.

You are now ready to begin step two: RECRUITING!

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Step Two: RecruitingUse the best sources to surface the highest quality candidates.

It’s now time for the Recruiting to begin. During recruiting you will take steps to find a number of candidates who meet the requirements of your position, have the skills and qualities you are looking for, and are a good team fit.

To do that, you’ll need to get the word out, which may mean advertising, getting in touch with your contacts, expanding your network, and connecting into your colleagues’ networks. You’ll need to understand the do’s and don’ts of recruiting and ways of marketing your position. You’ll want to keep in touch with promising candidates, as well as promptly declining those who aren’t suitable. All the while you have paperwork to keep track of and some record retention requirements. Here are ways to engage in recruiting and some helpful organizing tips.

What’s First?

The first thing you’ll do is organize the resources you’ve already prepared- the Personnel Requisition, Position Description and Candidate Profile with Job posting.

Now get organized. You’ll need to examine your schedule and make a timeline: When can you dedicate time to this search? When are you available for interviews? When do you ideally want the new hire to start?

Make notes on your schedule and set some time aside to manage your search.

Build Your Recruiting ChannelsYour recruiting channels will target where to find the best candidates. They will also help you avoid posting your position where people who do not have the qualifications might see it and then inundate you with unsuitable resumes. Here are some best practice ways of building effective recruiting channels:

Brainstorm recruiting channels where you can find qualified candidates to interview. Use the Worksheet for Building the Applicant Pool to identify contacts who can help you and the best places to search for this type of position.

Do you have a budget? Keep in mind both free and paid ways to recruit. Post your job internally, and remind your team members frequently to get the word out. Have a soft copy of the Job Posting you’ll create in the next step ready to pass on at all times.

The Job PostingThe Job Posting is how you will tell the world about this position. It should be action oriented, talk about the importance of the position, describe the duties and requirements well, and describe/pitch TFCA. This guide includes a Sample Job Posting to help you create a compelling and effective ad.

The Resumes Begin to ArriveAs the resumes arrive, you’ll begin to collect lots of paperwork and you’ll follow the Record Retention Requirements as you sort through which resumes to move to the various stages. Here’s a way to track them:

Reply back to those who are clearly not a fit within two days with a courtesy email as described on the next page. Create a folder with the name of the position and “not considered” in the title. Move all correspondence from them there.

Create a second folder with the name of the position and “Interested” in the title. Schedule a day in the week to make an email contact with each person to set up a date for an in initial phone screen.

Tip: Remember to keep in touch with top candidates to let them know you are very interested!

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Step Three: InterviewingInteract with candidates to determine fit with position and the organization.

Interviewing is normally an enjoyable process and can be a very positive time of learning more and more about “who’s out there” and who will be your best fit. There’s a lot to remember to be a good interviewer, both best practice-wise and to comply with legal requirements. The following guides you through the steps and highlights the tools you’ll use as you interview candidates.

What’s First?

Your recruiting efforts have paid off, and the resumes are arriving in your inbox. Now’s the time to see what’s coming in and filter the group down to those who are a close fit to interview. While you work you’ll end up with three groups of people and records. We’ve listed them as 1,2,3 below.

1. Interested Individuals have contacted you because they heard about the position. Everyone starts there, but some proceed to the next step. You are going to screen them against the Position Description and Candidate Profile. Most resumes you receive in this step should simply get an email back from you thanking them for their interest, and letting them know you are looking for a closer “fit” for your position. Some appear to be a good fit, so you’ll call them and verbally screen them using the Phone Screening Questionnaire. After the phone call, you’ll either send them a courtesy thank-you email or if they are a fit, they’ll move to the next step, that of Applicant.

Screening Applicants

2. Applicants are people you’ve screened, and now you’ll send them an application to complete and they’ll return it. Many times what you read on those applications will show that this person is not a fit, and you’ll send them an email thanking them for their interest as well, following the format above. But some will be a good skill, background, and culture fit, and you’ll want to interview them.

Formal Interviewing3. Screened Applicants are now ready to interview. You have Sample Interview Questions and a list of

Topics to Avoid that, along with the Position Description and Candidate Profile, should provide you with lots of support as you interview candidates. In the interview:

a. Ask lots of questions.b. Listen for proven skills and experience, and ask for examples.c. Think about team and culture fit as you consider the candidate’s style and personality.

Structured interviewing looks something like this:a. Take time to introduce yourself and outline the structure of the team.b. Discuss the duties of the position.c. Ask questions from each of the areas in the Sample Interview Questions.d. Give the candidate plenty of time to ask you questions. Ask about his/her level of interest.e. Conclude by letting candidate know when and how (email, phone call) they will hear from you.

Narrow the Pool Down to the Final Candidate

In most cases, one candidate comes out on top. Here are the steps you’ll take before extending the offer: Discuss the candidate with your supervisor, and, if you get approval, contact the candidate. Let the candidate know you’ll be checking his/her references and doing a background, degree, and ordination

check. Send the candidate the Authorization for Background Check form and give him/her your fax number. Call and contact references using the Reference Check Form. If all goes well, you are ready to move forward to

the offer. Print out a copy of the Final Checklist and move to the next step. Save the records of other applicants, and don’t decline your runners-up until you get an acceptance.

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Step Four: Making the Offer Select and hire a high quality candidate for your position.

You’ve narrowed down the search to a final candidate. Now’s the time to check that all the steps have been covered, including obtaining the approvals you need and your due diligence of checking references and educational credentials. Ascertain the salary level and the date you would like the new employee to start. You’ll also become familiar with the steps you’ll take to Onboard your new team member, the final step!

Make verbal and written offer to candidate.As you get ready to make the offer, walk through the steps of the Final Checklist.

If you are ready to go, then you’ll: Call the candidate and make a verbal offer. Let the candidate know you will send an email written offer

next. The offer will include the salary and a summarized statement of the benefits package. Ask the candidate if he/she is ready to accept or needs more time. If more time is needed, set a date

you’ll call back. Give the candidate the ideal start date and confirm availability. Once you hear back, confirm the exact start date.

The Candidate Has Accepted

When the candidate accepts, you’ll take some internal steps. You’ll: Notify staff involved in new hires following the directions in the New Employee Start-Up Guide. Gather the paperwork to create the personnel file and put other paperwork in a separate file utilizing

the Record Retention Requirements guide. You will remove the position from all your recruiting websites and close out any ads you’ve placed. Read the article, What Is Important in Onboarding? Download, save, and read a copy of The Supervisor Guide to Onboarding. Send the new hire announcement several days before your team member starts.

Now it’s time for Onboarding and welcoming your new team member.

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Step 5: OnboardingHelp the new employee adjust to the social and performance aspects of the job.

Great onboarding programs inform, support, and reduce the learning curve for the new employee to become an engaged, contributing team member. Paperwork is essential, but on-the-job training, a solid “buddy” or mentor, and socialization into the culture are what most employees really want. Onboarding lasts for several months and is critical for retaining your new employee. Note that this section has information for you to read, an Onboarding Guide to print out, and an Onboarding Survey for your new employee, as well as an Orientation Review.

Before ArrivalKeep in touch! Contact your new hire at least once prior to the first day. Confirm parking, who to ask for upon arrival, and the information to bring the first day.

To get ready, there’s a list of things to do. The Supervisor Guide to Onboarding is your step-by-step guide, so be sure you’ve printed a copy of that, and saved a soft copy for ongoing use. In this section we’ve provided a summary of the key items from that guide to complete before arrival.

Office/work-station set-up Computer access, email/logins Set up meetings with key staff Prepare New Hire Announcement Create new employee onboarding timeline Select and assign a Buddy/Mentor Plan how to make your new hire feel welcome Complete your sections of the Supervisor Guide to Onboarding

First Day/WeekThis is the most crucial time for your new hire! Here are some of the key steps from The Supervisor Guide to Onboarding. Be sure to use that as your key tool. Here are best practice suggestions:

Greet in person Introduce to neighboring staff Send welcome announcement Ensure new employee is logged in and email is working Provide needed items, such as contact lists, intranet access, etc. Orientations: paperwork, processes, and culture Welcome lunch Compliance training Explain job and give overview of department and the organization

First Month Follow up on how employee is adjusting Check on training progress Check on personnel file completeness Show the New Hire Orientation Review form and discuss progress to date Pass on Onboarding Survey and ask employee to complete and turn in by day 45

First 90 Days Regular follow-up with new employee Introduce feedback process and first performance goals New Hire Orientation Review is completed and discussed with employee

THE REST OF THIS GUIDE GIVES YOU ADDITIONAL TOOLS, WHICH ARE LISTED IN THE APPENDIXAppendix A

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CANDIDATE PROFILE

As you start your search, it is helpful to identify the qualities and skills the ideal candidate would bring to the job. Keep in mind no one will have all of these, but by listing them, you will build a stronger pool of applicants and will stay focused on your actual needs.

Job Title:

Examples of Qualities/Skills to Consider:

Team Leader Problem Solving Leadership TenacityBuilding Effective Teams Feedback Skills Visionary Time ManagementAction Oriented Creative Management/Supervisor ProfessionalismTechnical Skills Innovation Planning PassionCommunication-Oral Detail Oriented Organizing HumorCommunication-Written Interpersonal Problem Solving EnergeticFlexible/Adaptable Relational Customer Service Learning AgileFriendly Prompt Strategic Planning Decision MakingCompassionate Composure Conflict Competence ListeningSpiritual Maturing Motivating Others Coaching Presentation SkillsMusical Skills IT Skills Delegation Process ManagementAccounting Skills HR Skills Graphic Design Audio Visual SkillsPastoral Preaching Outreach Community NetworkingCounseling Mediation Exhortation EducationEarly Childhood Ed. Youth Work Women’s Issues Cross Cultural Skills

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What qualities and skills will my ideal candidate bring to this position?

Quality/Skill Why is this needed? Without it …

Appendix B

SAMPLE JOB POSTING

Replace Blue Text with YoursThe Falls Church Anglican: Ministry Outreach Director

The Falls Church Anglican is seeking a: full-time Ministry Outreach Director to lead our Ministry Outreach activities, primarily by building and maintaining alliances among key community leaders throughout the Falls Church area.The ideal candidate will have a proven ability to: foster coordination and cooperation among diverse, and even competing, groups.He or she will be committed to: moving ministry forward, energized by a challenging position and a desire to see the gospel spread in our community.This position is an excellent opportunity to: engage those seeking and serving and making an impact in our community. About The Falls Church AnglicanWe are an evangelical, historically Anglican congregation in Northern Virginia with a local worshipping history that predates the American Revolution. Our vision is that Christ be King in our lives and in the lives of others.Our Mission is to:

Love our neighbors to new life in Christ. Build strong, loving families and friendships. Raise up youth to be strong in faith and future leaders of the church. Equip and send out all members of our church to serve Christ with vision in the

workplace, community, home, church, and the world. Send out well-trained ministers and teams to start new churches. Bring the healing touch of Christ to those in need.

Job ResponsibilitiesThe Ministry Outreach Director, who is based in Falls Church and reports to the Senior Director, is responsible for the following: Building and maintaining strategic relationships with… Implementing our Ministry Outreach agenda—currently, three major programs and

… Leading the effort to expand our…

QualificationsWe’re seeking candidates who have a strong desire to see people come to Christ, excel in relationship building, are results oriented, and have strong project management skills. You will have: A track record of developing and maintaining strong working relationships with… A demonstrated commitment to getting things done… Experience managing multiple projects and the ability to oversee a staff,

consultants, and volunteers A degree in social sciences.

Compensation depends on experience, and we have an excellent benefit package.How to Apply

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Please send a cover letter and resume to YOUR NAME HERE, YOUR TITLE HERE, at YOUR EMAIL HERE.Appendix C

WORKSHEET FOR BUILDING THE APPLICANT POOL

Most hiring mistakes occur not simply because managers select the wrong person, but because they don’t have the right pool to select from. Use this worksheet to build a strong pool of applicants. Invite your coworkers, former coworkers, friends, and colleagues in the field to give you suggestions of places/ways that they’ve found talented staff.

Job title

1. Identify potential candidates and connector sources, or people who can put you in touch with other good applicants

2. Next, brainstorm ways to mass-market the job posting.

Mass Marketing Category Places to Post Job ListingYour own or allied organizations (Web sites, intranet, newsletters)Social networks- LinkedIn FacebookCommunity or industry-specific listservs (idealist.org, indeed.com)Professional societies or associations (Association of Fundraising Professionals)Alumni/career services officesOther

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Categories to Draw From Potential Candidates Connector SourcesYour contact list

Your current staff

Former staff

Peer or pipeline organizations

Other

Appendix D

RECORD RETENTION REQUIREMENTS

RECORD RETENTION REQUIREMENTS FOR INTERESTED INDIVIDUALS, APPLICANTS and NEW EMPLOYEES

Our organization must retain hiring records for each position’s applicants for at least one year from the date of the hiring decision (i.e., the date the position was filled). Hiring records include, but are not limited to, all applications and resumes considered for the position, selection testing (employment tests), and investigations (reference checks, background or credit checks). People who have contacted us about the open position can be categorized in three different ways, and their information is handled differently. Please follow the guidelines below for each type.

1. INTERESTED INDIVIDUALS are those who send a resume or other paperwork and we reject immediately or those that we reject after initial screening on the phone.

These individuals are not applicants or candidates as they did not fill out an application and did not receive an official interview. They are people who were interested in the position but not considered qualified as an applicant. Their information does not need to be retained and should be deleted or shredded.

2. APPLICANTS are those who filled out an application for the open position and/or they also had a formal interview.

For these individuals, paper records should be kept in a folder labeled with the name of each applicant, the position, and the date the search ended. After the search ends, they should be turned in to the Admin office. Electronic records should be put into a folder on the shared drive labeled with the name of the position plus the date the folder expires, which is one year from the date the search ended (the offer date to the new employee). Records for the candidate who is hired should be printed, put in a folder labeled with the employee’s name, and given to the Admin office. See the next section.

3. NEW EMPLOYEES are our new hires who were offered and accepted the positions.

New employee records should be printed and put in a folder labeled with the name of the new employee. After the search they should be turned in to the Admin office. These are now subject to records retention for employees and will be kept for 7 years after the date the employee leaves the organization.

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Appendix E

PHONE SCREENING QUESTIONAIREName of person contacted

Person making the call

Date

Introduce yourself and organization to the candidate

Review Job Description, location of position

Was there anything in particular that caught your interest about this position?

What types of other opportunities are you currently seeking in your job search?

Do you have a specific salary range that you are looking for or have in mind?

What are the reasons you are leaving (left) your current (former) position? How long were you there? (take note of job stability issues)

We are a Christian organization. Can you tell me how you came to know the Lord and what you do on a regular basis for spiritual growth?

If candidate appears qualified and suitable for the need, ask, “I would like to send you our employment application to complete – does this position sound like something you would like to continue to consider?”

Check availability for in-person interview – days/times of availability. Let him/her know the next steps.

If candidate does not seem qualified or suitable for the need, state, “Thank you for your time today. I am interviewing a number of candidates and making a decision on who to bring in to interview. I expect to get back to you one way or another within one week.” Make notes of the person’s response below.

EvaluationJob Criteria List Yes No

Not moving forward with candidate? State Reason- Check one or moreSkill level Team Fit Culture FitCommunication Ability Lack of Experience Other (Describe)

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Appendix F SAMPLE INTERVIEW QUESTIONS PAST WORK EXPERIENCE IN GENERAL

1. Please describe your present responsibilities and duties.2. How do you spend an average day?3. Describe the most complex problem you had to solve in your last/current position.4. Discuss some of the problems you have encountered in past positions.5. What do you consider to be your most important recent accomplishments?6. Why did you leave your last employer/why would you consider leaving your current employer?7. What would you want in your next job that you are not getting now?8. Describe a difficult interpersonal challenge you have been faced with and what you did about it.9. What kinds of work pressures do you find the most difficult to deal with?

RELEVANT EDUCATION AND TRAINING1. In what way do you believe your education and training has prepared you for this position?2. What special training do you have that is relevant to this position?3. What licenses or certifications do you have that are relevant to this position?

THE VACANT POSITION1. In what way does this position meet your career goals and objectives?2. If you were hired for this job, in what areas could you contribute immediately, and in what areas would you

need additional training?3. What are your salary expectations if offered this position?4. Are you able to travel as required by this position?5. Are you able to relocate, if necessary?

ATTENDANCE AND PUNCTUALITY1. What do you consider to be good attendance?2. What do you consider a legitimate reason for missing work?3. Do you know of any reason why you would not be able to get to work on time on a regular basis?4. Are you able to work overtime?

CLERICAL/ADMINISTRATIVE WORK1. What word processing systems have you worked with?2. Describe your past experiences with scheduling of appointments.3. Give me an example of a task you performed that required attention to detail and accuracy.4. What are some of the more unusual assignments you have been given?5. What kinds of filing systems have you used and/or created?6. What kinds of correspondence have you written on your own initiative?

SUPERVISION1. Describe the positions in which you have had supervisory responsibility. How many people did you supervise?2. When were you disappointed by an employee’s lack of accomplishment and what you did you do about it?3. What are the generally accepted steps in progressive discipline?4. In your experience, what kinds of things motivate an employee?5. Describe what is meant by “problem employee.”6. Describe a sticky situation with an employee and how you dealt with it.7. Describe an innovative way you handled a conflict involving two or more of your subordinates.8. What kinds of things can a supervisor do to create a positive working environment?

MANAGEMENT1. Give an example of a decision you made that backfired and what you did about it.2. Give an example of a decision you made that turned out better than you believed possible.3. Have you experienced political pressure that interfered with your getting the job done?4. Describe your experience with setting goals and objectives and priorities. How did you do it?5. Describe your experience in developing and monitoring budgets.6. Give an example of a situation in which a budget overrun was necessary to accomplish a goal.7. What is the most effective method for setting priorities, in your opinion?8. What is your most innovative accomplishment?

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Appendix G

QUESTIONS AND TOPICS TO AVOID IN INTERVIEWS

Questions Not to Ask Candidates1. What kind of child-care arrangements do you have?2. What will you do if your children get sick?3. How do you get to work?4. How many children do you have or plan to have?5. Do you own a home?6. Do you own a car?7. Do you have any debts or loans?8. Do you plan to get married? Are you married?9. Are you likely to quit if you get married or have children?10. Is your spouse likely to be transferred?11. How do you feel about having to work with members of a different race?12. Were you born in this country?13. That's an unusual name — what nationality are you?14. How old are you?

Topics to Avoid in the Interview Processless-than-honorable military discharges credit cardsmarital status insurance claimsmaiden name judgmentsnumber of or ages of children citizenship or national originspouse's name mother's maiden namefamily plans place of birthchildcare arrangements other languages spoken unless job relatedconviction record, arrest record wage assignments or garnishmentscar accidents disabilities, handicaplawsuits or legal complaints graduation dateownership of home or rental status prior illnesses, accidents, hospitalizationslength of residence current or prior medication or medical treatmentownership of car workers’ compensation claimsform of transportation to work bankruptcy or loansproficiency in speaking, reading and writing English unless job related

weight or age

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Appendix H

Reference Check Form

Three references are required for each candidateName

Date

Company

Contact Information

CONFIRM: Dates of employment

Job Title

Role

Starting/Ending Salary

How do you know the candidate?

How long did you work with the candidate?

What were the candidate’s day-to-day job responsibilities?

What are candidate’s strengths? What areas can she/he improve?

What challenges did the candidate face?

If I describe the position we are hiring for to you, could you describe how good a fit you think [candidate] would be for the position?

Eligible for rehire?

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Appendix J

Authorization for Background CheckI authorize The Falls Church Anglican to solicit background information relative to my criminal record history. I understand that The Falls Church Anglican may make inquiries into my background that may include motor vehicle records, personal references, criminal records and any other public record reports pertaining to me. I authorize, without reservation, any person, agency, or other entity contacted by The Falls Church Anglican, or their agent, for purposes of obtaining background report information to furnish the above-mentioned information.

I release The Falls Church Anglican, their respective employees, or agents, and employees of their agents and all persons, agencies and entities providing information or reports about me from any and all liability arising out of furnishing any such information.

Please Print

First Name Middle Name: Last Name:

Other Names Used:

Social Security Number: Date of Birth:

Current Address

Street Address: City: State: Zip:

How long at this address? Years/months:

Previous Address (if less than 10 years at current address)

Street Address: City: State: Zip:

How long at this address? Years/months:

Previous Address (if less than 10 years at current or previous address)

Street Address: City: State: Zip:

How long at this address? Years/months:

Printed Name: Signature: Date:

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Appendix K

Final ChecklistPlease complete this section before making an employment offer to ensure all ministry policies are followed.

Prior to Offer ChecklistReferences are checkedBackground check has been received and is satisfactoryFinancial background check has been received and is satisfactory (If required for position)Degree verifiedOrdination verified (if required for position)Approval by supervisorOther pre-employment requirements, if any:

Making the OfferCall the candidate and orally make the offerReceive oral offer acceptance from candidateSend written offer letter to candidate

Receive written acceptance

Handle details for out-of-town hire, if needed

Please complete the remaining sections after making an offer to ensure all TFCA policies are followed.

Closing the SearchCall/email remaining applicants with decline.

Gather paperwork for personnel file and note any outstanding items needed.

Remove position from website and close any other ads, notices, etc.

Transitioning the Relationship from Applicant to EmployeeComplete steps in New Employee Start-Up document.Complete steps in “Onboarding” section of Hiring Manager’s Guide.Send an e-mail or post an announcement about the new employee’s arrival.

Contact new hire at least once via phone post signed offer letter and prior to the first day on campus. During the call confirm starting date/time, where and to whom he/she should report to on first day, and information to bring on the first day. Also provide the new hire with first day parking information and street address.An agenda for the first week should be created to show the new employee that you are prepared for his/her arrival and focused on ensuring a smooth and welcoming transition.

Make lunch plans for the new employee for the first day.

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Appendix L

SAMPLE NEW HIRE ANNOUNCEMENT

You’ve already let those at the organization who are responsible for setting up for the new employee know he or she is coming, and now it’s time to let the whole organization know about your new hire. The best time to send the “official” message is the day before the new hire arrives, or, if the first day is a Monday, first thing in the morning. The receptionist should be given a copy of your message in advance to make sure she is prepared to properly greet your new employee.

Sample email Replace the Blue Text with yours.

Dear TFCA Staff,

The XYZ team is delighted to announce that First and Last Name is joining our staff as Name of Position. First Name is starting on DATE and will be working in the XXX office.

First Name comes to TFCA with a background in ABC and most recently worked at XXX. Please stop by and say hello over the next few days. We thank God for bringing First Name to our team.

Signature BlockOr Email Signature

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Appendix MNEW HIRE ORIENTATION REVIEW

Employee Information

Employee Name:

Today’s DateDepartment Hire DateReviewer Reviewer’s Title

Scale 1=Learning 2=Meeting Expectation 3=Exceeding Expectations

Area Rating Comments

Job Knowledge

Productivity

Work Quality

Technical Skills

Work Consistency

Cooperation

Attitude

Initiative

Teamwork

Creativity

Punctuality

Attendance

Dependability

Communication Skills

Overall Rating

Opportunities for Development

Reviewer’s Overall Comments

By signing this form, you confirm that you have discussed this review in detail with your supervisor

Employee Signature Date Reviewer’s Signature Date

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Appendix N

ONBOARDING SURVEY

We want to hear from you and find out how prepared you feel for your job so far, and what else you might need. This will help us to cover any gaps you’ve identified in your preparation so far, and also will help us do a better job for the next new employee. Thanks for taking the time to complete this. Please return it to the Senior Director within 60 days of your first day.

Your Name Your Position

Supervisor Name Date Completed

How satisfied are you with your transition into our ministry during the past few months?

What was the best/worst part of the transition?

What enhanced your ability to integrate into the ministry?

What made it more difficult?

Which areas of your job to you feel you are not yet fully prepared to do?

Do you have suggestions as to what would help you succeed more fully in those areas?

What specific ideas do you have to improve future hires’ onboarding into the ministry?

Thank you for your feedback!

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Appendix O

Additional Materials

In addition to the materials in this guide, the following are required or recommended resources you’ll use in hiring your new team member:

Personnel Requisition TFCA Employment Application New Employee Start-Up Guide Supervisor’s Guide to Onboarding

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