ARTS - Onboarding To Go Package

We start with the basics. This checklist contains all the tasks that usually have to be completed as part of the onboarding process. Due to its comprehensiveness, the checklist also serves as a process overview.

For whom:  HR - You have process responsibility and can use this checklist to distribute tasks to stakeholders.

Use this template, 

• to control the onboarding process, to keep track of all tasks and to hand over the individual tasks to the responsible persons,
• to use it as a blueprint directly in your company. Do you have even more tasks or are some of them too many for you? No problem! Feel free to edit the template according to your wishes.

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In this appointment planner, you will first find an overview of the people who should be involved in the onboarding process, including the necessary preparations before the newcomer and stakeholder get to know each other. This is followed by a concrete schedule for the first 60 days. In this way, you create a complex appointment structure in the shortest possible time without forgetting important contact persons.

For whom: Hiring managers and HR - You are welcome to entrust the tasks to an appointment coordinator, but the responsibility for implementation lies with you.

Use this tool 

• as a template for organising the get-to-know-your-newcomers appointments in the first eight weeks,
• to get an overview of which people need to be involved in onboarding and which preparations should be made before newcomers and stakeholders get to know each other,
• to create a network for your newcomers as quickly as possible,
• to establish a regular exchange with all relevant persons.

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Our posters offer a clear presentation of the tasks and importance of all stakeholders and show why it is worth investing in intensive onboarding. They also help to dissolve any reservations among process participants.

For whom: Hiring Managers and HR - Promote onboarding within the company and use the posters to encourage the commitment of all colleagues to give new team members a warm welcome.

Use the posters, 

• as a basis and supplement to a face-to-face meeting - as a poster, flyer, mail attachment, etc., to prepare stakeholders for their role in the onboarding process,
• to make the importance of onboarding visible in the company by displaying them on notice boards,
• to be able to specifically define who should take which role in the onboarding process in your company and in the department concerned.

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What technical content and internal company basics should be taught during induction, and who is responsible for this? This document serves as a template for documenting the induction process and can be used directly. To make it easier to use, we have included some suggestions and ideas that you can adapt and add to as you see fit.

For whom: Hiring Managers and HR - Usually, the signed induction plans are archived in the personnel file after the induction has been completed. 

Use the induction plan

• to provide the newcomers with an onboarding roadmap: this way they can keep track of which issues are still outstanding and actively request them,
• to keep a record of the staff qualification that has taken place, as required in the context of quality management certifications.

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Our "Manual To Me" is a tongue-in-cheek "instruction manual" for your newcomer and the team.

For whom: Hiring Managers - Encourage active use within the team.

Use this communication tool to

• create a basis for conversation in the 1:1 get-to-know-you meetings between newcomer and team members that goes beyond small talk and thus creates a real connection,
• to exchange ideas about values in cooperation in a targeted way,
• to be able to efficiently establish rules for dealing with each other,
• to make the resources of the different personalities in the team transparent,
• make the unspoken visible and thus facilitate cooperation and communication in your team.

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In this white paper, we look at the specifics of virtual onboarding and give you ideas on how to implement successful onboarding at Remote Work.

For whom: Hiring managers, HR and onboarding buddies can draw inspiration from this whitepaper for their work with newcomers in the virtual world.

Use this whitepaper

• to prevent confusion and isolation when the newcomer does not spend all or part of the onboarding process on-site at your location,
• as a source of ideas for transferring your onboarding process to the digital realm,
• to create a sense of excitement and shared personal experiences in the digital space,
• to create connectedness in the virtual team.

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Induction is the technical side of onboarding. It is often planned in a semi-structured manner and primarily carried out on a 1:1 basis by direct colleagues or supervisors. A special case is concrete training on standardised topics, which we address in this white paper and provide an overview of mandatory and useful training for new employees.

For whom: Hiring managers and HR - both are jointly responsible for personnel development and personal and professional induction - at different levels.

Use this white paper

• to get an overview of legal and regulatory requirements and certification requirements,
• to get an impression of which trainings are also helpful to ensure a smooth business process,
• as a source of ideas for different implementation formats of standard trainings,
• to organise the most important trainings efficiently and smoothly.

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With this white paper, we want to raise awareness of the fact that some people work under special conditions and how this can already be incorporated into onboarding.

Who for: All stakeholders - awareness raising is everyone's business.

Use this white paper 

• to raise awareness that some colleagues face particular challenges,
• to raise awareness of how to deal with them empathetically, without prejudice and with helpfulness,
• to provide your team with communication tips for sensitive and appreciative communication,
• to realise that impairments go beyond visible disability and affect up to 10% of the population,
• to be more responsive to disabled people as an employer and potentially alleviate the skills shortage.

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