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Johns Hopkins Carey Business SchoolNew Hire OnboardingSUPERVISOR’S GUIDESupervisor’s Guide to New Hire Onboarding1

Dear Supervisor,Congratulations on the recent hire of your new team member! As you prepare to onboard your new hire, there are a numberof resources available to you to help ensure a successful transition. First, please refer to the Johns Hopkins University TalentManagement Onboarding Toolkit (http://hrnt.jhu.edu/working here/managers/new staff.cfm) for a comprehensive overviewof the onboarding process. Next, use this guide, the Carey Business School Supervisor’s Guide to New Hire Orientation, as achecklist of things to do starting from before the new hire’s first day all the way through his/her first year.Your Role as SupervisorOrientation is the process of actively managing the new employee’s transition to the new job and is a shared responsibilitybelonging to the new staff member, the university and the Carey Business School Human Resources Office, and you. As asupervisor, your role is to assist the employee in his/her new position by providing information and resources needed toperform the job effectively. Without your participation, the onboarding process cannot be successful.There are many steps that take place “behind the scenes” to prepare for a new hire’s arrival. Please refer to appendices A & Bfor a matrix of onboarding roles/responsibilities for activities completed by HR, Operations, IT, and other personnel. This chartis for your reference only.To begin the onboarding process, each new regular staff member is to attend a new employee orientation program, eitheronline or in person, conducted by the university’s Human Resources Shared Services. This orientation provides the newemployee with an introduction to Johns Hopkins as an employer, and an overview of the Johns Hopkins organization. Includedin this program are topics such as: history, achievements, and structure of the university; benefits program and enrollmentprocedures; policies that reflect university values; standards of conduct and performance; compensation; transfer andpromotion policies; safety and security guidelines; and general information (the Johns Hopkins Federal Credit Union,administrative resources, etc.).Supervisor’s Guide to New Hire Onboarding2

Supervisor ChecklistsPlease refer to the checklists below as a supplement to the JHU Talent Management toolkits, to quickly identify tasks and activities to completewith or on behalf of your new hire. Feel free to use the “Notes” column to denote any special exceptions (i.e., you may wish to delegate certaintasks to other members of your team, or denote any additional details you feel are appropriate).As soon as possible before the first dayActivityResourcesNotesSend your new hire a personalized “welcome” email onbehalf of the departmentContact the operations manager for your worksite, todetermine a suitable office space location for the newemployee and arrange for telephone connection.Baltimore: Sam Phifer, sam.phifer@jhu.edu;410-234-9303DC: Kerstin Flynn; Kerstin.flynn@jhu.eduColumbia: Sam Phifer, sam.phifer@jhu.edu;410-234-9303MCC: Sam Phifer, sam.phifer@jhu.edu; 410234-9303Submit a help request to ITSS (Information TechnologySystems and Support) to grant employee access todatabases, share drives, ISIS, SAP, etc., and to order aphone and computer (if ontact the Carey Business School’s HR office to ensurethat a JHED ID and email account are being created.Valerie Cloud, valeriecloud@jhu.edu;Ensure that adequate office supplies are available forthe new employee.Email Carey.supplies@jhu.eduConfirm the new employee has been scheduled to meetwith a representative from the Office of HumanResources to complete all new hire information, such asthe I-9, direct deposit, tax, and emergency contactinformation forms.Staff: Valerie Cloud, y form available athttp://carey.jhu.edu/inside carey/human resources/newhire/index.htmlFaculty: Ellen Coster, ecoster@jhu.edu;410-234-9371Identify departments and individuals that will be keypoints of contact and interaction for the new hire;provide contact information and, where appropriate,set up appointments for the individual within the firstfew weeks of start date to meet these contacts.Ensure a New Hire Packet has been prepared by HR/Opsand has been placed on new hire’s desk for first day ofemployment.Staff: Valerie Cloud, valeriecloud@jhu.edu;410-234-9372Faculty: Ellen Coster, ecoster@jhu.edu;410-234-9371Supervisor’s Guide to New Hire Onboarding3

As soon as possible before the first day ate a first-week schedule for new hires so that theyhave something to do that is meaningful and helpsthem to hit the ground running. The schedule shouldinclude a balance of time with others, down time, andtime on their own to read orientation materials orcomplete other orientation-related tasks. Considerincluding some or all of the following:1:1 or small group meeting with other team members.During these meetings, team members might describetheir work and how it integrates with the work the newteam member does.1:1 meetings with you to discuss job description,performance expectations, appropriate attire, time andleave, etc.Designated times for the new hire to review the onlineNEO (New Employee Orientation) and online BenefitsOrientation.Meetings with other key colleagues.Time alone at their workstation so they can digest allthe new information and make notes about whatthey’ve learned in meetings.Tour of campus or larger work environment.On the first dayActivityBe available to greet your new hire when he/she arrives(you or a department representative).Ensure the new employee meets with a representativefrom Human Resources to complete new hire forms.Staff: Valerie Cloud, valeriecloud@jhu.edu;410-234-9372Faculty: Ellen Coster, ecoster@jhu.edu;410-234-9371Ensure the new hire has a chance to review the NewHire Packet and New Hire Section of InsideCarey, wherehe/she can find many of the resources needed tobecome familiar with the Carey Business School.http://carey.jhu.edu/inside carey/human resources/newhire/index.htmlProvide a tour of the building, using floor plans as aguide, identifying key people and departments ofcontact. Discuss the security of the work area, bothinside and outside of the building, showing emergencyexits and reviewing emergency or%20Plan.pdfEscort new hire to have his/her photo taken and J-cardproduced.HR escorts to Operations for J-card photo,building access card, and keysSupervisor’s Guide to New Hire Onboarding4

On the first day (continued)Conduct a departmental orientation to include: description of the department’s organization andmission role of the position in achieving departmental goals description of department/division work rules orrequirementsDiscuss the new employee’s job duties andresponsibilities using the written job description as anoutline. Emphasize maintaining confidentiality as itapplies to his/her job.Use job description as referenceExplain the work schedule of the department and of thenew employee (i.e., work hours, lunch times, overtimepolicy, and the procedure for notifying you or yourdesignee in the event of absence).Review organization charts for each department,highlighting key points of contact based on role.Identify individuals to meet with (or those with whommeetings have already been g%20Chart%203-23-11.pdfReview the personnel time record (Electronic Form 210)with the employee, explaining how and when vacationand sick leave are accrued and used, and how the formis maintained in your unit.Refer to the Personnel Policy Manual for moreinformationReview the Carey travel and expense policy and discussapplications to your department.http://carey.jhu.edu/travel policy/Supervisors are strongly encouraged to take their newhires out to lunch on their first day or during their firstweek.Expenses for lunch (supervisor and new hire)should be billed to your departmental budgetusing the “Business Lunch” category on theexpense forms. Team or group lunches cannotbe expensed to the school.Supervisor’s Guide to New Hire Onboarding5

2nd to 10th daysActivityResourcesNotesSend an informal announcement to the department orschool (where appropriate) about your new hire andhis/her background, including new phone # and emailaddress.Actively manage the new employee’s training. Identifykey training elements (e.g., systems, processes) criticalto his/her role and guide individuals to the appropriatetraining resources (e.g., online tutorials, other teammembers).Consider the broad variety of work place skillstaught through the Talent Management &Organizational Talent, at 443-997-6800.Ensure new hire has signed up for online or in-personuniversity-wide orientation.University Benefits: 410-516-2000Order business cards for your new hire (if applicable).The supervisor-appointed member of the departmentcontacts carey.supplies@jhu.edu.In email, include for whom the card is being ordered, ifthe person is a new hire, and the following information:NameProfessional titleAddress (should be the general home address--100International Dr., Washington D.C. Campus, etc.)Phone numberEmailSend Outlook invites to all recurring team ordepartment meetings, upcoming Town Hall meetings,etc. Add new hire to any appropriate email list-servs.At the end of the first week, meet with the staffmember to discuss his/her first week on the job. Askquestions. Discuss concerns. Since a new staff memberis sometimes reluctant to ask questions, you may needto encourage him or her.Supervisor’s Guide to New Hire Onboarding6

At six weeksActivityResourcesInformally discuss performance at this time.(Approximately half of the employee’s 90 calendar dayintroductory period has been completed.)Refer to discussion guidelines located atH:\General Directories\90DAY\IntroductoryPeriod Evaluation Questions.pdf. Acknowledgeand document the employee’s strengths, aswell as noting deficiencies. Counsel theemployee on how to improve or correctdeficiencies.NOTE: If the staff member is not meeting theexpectations of the position, you must decide either toextend the introductory period or terminateemployment. Both decisions must be made andcommunicated before the 90-day introductory periodexpires. The employee must be advised in writing,documenting the reasons for the action. Consult theDirector of Human Resources if considering this actionand before meeting with the employee.NotesAt three monthsActivityResourcesInform the employee that the 90 day introductoryperiod has been successfully completed and discuss thelevel of performance that you expect in the future.Address any performance deficiencies and identifycorrective steps to be taken.Complete the 90-Day Evaluation Form andforward it to HRNotesValerie Cloud, valeriecloud@jhu.edu;410-234-9372Remind the staff member that after 90 days of service,accrued vacation may be taken. Describe your unit’sprocedure for requesting vacation time.During the 6th monthActivityResourcesNotesMeet with the employee to provide feedback onperformance and to ensure a clear understanding ofyour work expectations.Annual review format can be used for sixmonth review if desired (optional).Discuss training completed and training planned for thefuture.Consider the broad variety of workplace skillstaught through the Talent Management &Organizational Talent, 443-997-6800.H:\General Directories\Salary or’s Guide to New Hire Onboarding7