On-boarding

Posted by Charles H. Van Horn on

Each of us has started a new job and found ourselves instantly overwhelmed with the customs, practices and general way of doing things at a particular business. Law firms are no different; in many respects, they may be the most particularized of employers when it comes to “the way we do things”.

Consider implementing a system of checklists that allows for a new hire’s transition to be as smooth as possible.

No “on boarding” list can be too specific – rather, leave no stone un-turned. Begin with a phone call or email to the new hire before he or she arrives for their first day. Designate a person who will greet the new hire upon arrival and show them to their workplace.

Be sure the workplace is neat, organized and ready for the employee to begin working right away. Have work for the person to do!

Identify the workspace, source of supplies, and all software applications the hire will be expected to utilize. Include a plant or other welcome token. MAP.

Our on boarding process has vastly improved as we implemented periodic reviews of on boarding. For example, each of us can feel comfortable using a particular software application when the instructor is leaning over our shoulder and we’re using it for the first time. Come back to that software, however, a few hours or days later without anyone helping you, and you can feel lost. Have periodic checks for the new hire for all aspects of their work, including software applications, from whom they will be getting assignments or to whom they will report, and so on. Although this seems so elementary, a clumsy “on boarding” process is a poor reflection of the firm’s overall commitment to excellence. A successful onboard, however, vastly increases efficiency of a new hire, justifying the choice in the first place.