[{"data":1,"prerenderedAt":469},["ShallowReactive",2],{"document-checklist-new-employee-onboarding-D13617":3},{"document":4,"label":23,"preview":11,"thumb":24,"thumb600":25,"description":5,"descriptionCustom":6,"apiDescription":5,"pages":8,"extension":10,"parents":26,"breadcrumb":30,"related":38,"customDescModule":182,"customdescription":6,"mdFm":183,"mdProseHtml":468},{"description":5,"descriptionCustom":6,"label":7,"pages":8,"size":9,"extension":10,"preview":11,"thumb":12,"svgFrame":13,"seoMetadata":14,"parents":16,"keywords":15},"CHECKLIST NEW EMPLOYEE ONBOARDING Preparation Before the First Day: Offer Letter and Employment Agreement Review and finalize the offer letter. Ensure the employment agreement is signed and returned. Welcome Email Send a welcome email with important information. Include details like the start date, time, location, and dress code. Workspace Setup Prepare the employee's workspace, including a desk, computer, phone, and any necessary supplies. Access and Accounts Request IT to set up computer and system access. Create email, software, and network accounts. Training Materials Prepare any training materials, manuals, or guides. Day of Arrival: Welcome Call or Meeting Schedule a welcome call or meeting to introduce the employee to your team and discuss their expectations and goals. Answer any initial questions they may have. Account Setup Help the employee set up their account or profile on your platform. Provide assistance with initial configuration and customization. First Day Orientation: Meet and Greet Welcome the employee and introduce them to the team. Company Overview Provide an overview of the company's history, culture, and values. HR Documentation Complete any remaining HR paperwork, such as tax forms and benefits enrollment. Office Tour Give a tour of the office and introduce facilities, restrooms, kitchen areas, etc. Training and Development: Company Policies and Procedures Conduct an orientation on company policies, including the employee handbook. Safety Training Provide safety guidelines and emergency procedures. 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Organization Description 6 1.1 Introductory Statement 6 1.2 Customer Relations 6 1.3 Products and Services Provided 7 1.4 Facilities and Location(s) 7 1.5 The History of [YOUR COMPANY NAME] 7 1.6 Management Philosophy 7 1.7 Goals 8 2. The Employment 9 2.1 Nature of Employment 9 2.2 Employee Relations 9 2.3 Equal Employment Opportunity 10 2.4 Diversity 10 2.5 Business Ethics and Conduct 12 2.6 Personal Relationships in the Workplace 13 2.7 Conflicts of Interest 13 2.8 Outside Employment 14 2.9 Non-Disclosure 15 2.10 Disability Accommodation 16 2.11 Job Posting and Employee Referrals 17 2.12 Whistleblower Policy 18 2.13 Accident and First Aid 20 3. Employment Status and Records 21 3.1 Employment Categories 21 3.2 Access to Personnel Files 22 3.3 Personnel Data Changes 23 3.4 Probation Period 23 3.5 Employment Applications 24 3.6 Performance Evaluation 24 3.7 Job Descriptions 25 3.8 Salary Administration 25 3.9 Professional Development 26 4. Employee Benefit Programs 27 4.1 Employee Benefits 27 4.2 Vacation Benefits 27 4.3 Military Service Leave 29 4.4 Religious Observance 29 4.5 Holidays 29 4.6 Workers Insurance 30 4.7 Sick Leave Benefits 31 4.8 Bereavement Leave 32 4.9 Relocation Benefits 33 4.10 Educational Assistance 33 4.11 Health Insurance 34 4.12 Life Insurance 35 4.13 Long Term Disability 35 4.14 Marriage, Maternity and Parental Leave 36 5. Timekeeping / Payroll 40 5.1 Timekeeping 40 5.2 Paydays 40 5.3 Employment Termination 41 5.4 Administrative Pay Corrections 42 6. Work Conditions and Hours 43 6.1 Work Schedules 43 6.2 Absences 43 6.3 Jury Duty 45 6.4 Use of Phone and Mail Systems 45 6.5 Smoking 46 6.6 Meal Periods 46 6.7 Overtime 46 6.8 Use of Equipment 47 6.9 Telecommuting 47 6.10 Emergency Closing 48 6.11 Business Travel Expenses 49 6.12 Visitors in the Workplace 51 6.13 Computer and Email Usage 51 6.14 Internet Usage 52 6.15 Workplace Monitoring 54 6.16 Workplace Violence Prevention 55 7. Employee Conduct & Disciplinary Action 57 7.1 Employee Conduct and Work Rules 57 7.2 Sexual and Other Unlawful Harassment 58 7.3 Attendance and Punctuality 60 7.4 Personal Appearance 60 7.5 Return of Property 61 7.6 Resignation and Retirement 61 7.7 Security Inspections 62 7.8 Progressive Discipline 62 7.9 Problem Resolution 64 7.10 Workplace Etiquette 65 7.11 Suggestion Program 67 Acknowledgement of Receipt 68 Welcome to [YOUR COMPANY NAME]! On behalf of your colleagues, we welcome you to [YOUR COMPANY NAME] and wish you every success here. At [YOUR COMPANY NAME], we believe that each employee contributes directly to the growth and success of the company, and we hope you will take pride in being a member of our team. This handbook was developed to describe some of the expectations of our employees and to outline the policies, programs, and benefits available to eligible employees. Employees should become familiar with the contents of the employee handbook as soon as possible, for it will answer many questions about employment with [YOUR COMPANY NAME]. We believe that professional relationships are easier when all employees are aware of the culture and values of the organization. This guide will help you to better understand our vision for the future of our business and the challenges that are ahead. We hope that your experience here will be challenging, enjoyable, and rewarding. Again, welcome! [PRESIDENT NAME] President & CEO 1. Organization Description 1.1 Introductory Statement This handbook is designed to acquaint you with [YOUR COMPANY NAME] and provide you with information about working conditions, employee benefits, and some of the policies affecting your employment. You should read, understand, and comply with all provisions of the handbook. It describes many of your responsibilities as an employee and outlines the programs developed by [YOUR COMPANY NAME] to benefit employees. One of our objectives is to provide a work environment that is conducive to both personal and professional growth. No employee handbook can anticipate every circumstance or question about policy. As [YOUR COMPANY NAME] continues to grow, the need may arise and [YOUR COMPANY NAME] reserves the right to revise, supplement, or rescind any policies or portion of the handbook from time to time as it deems appropriate, in its sole and absolute discretion. Employees will be notified of such changes to the handbook as they occur. 1.2 Customer Relations Customers are among our organization's most valuable assets. Every employee represents [YOUR COMPANY NAME] to our customers and the public. The way we do our jobs presents an image of our entire organization. Customers judge all of us by how they are treated with each employee contact. Therefore, one of our first business priorities is to assist any customer or potential customer. Nothing is more important than being courteous, friendly, helpful, and prompt in the attention you give to customers. [YOUR COMPANY NAME] will provide customer relations and services training to all employees with extensive customer contact. Customers who wish to lodge specific comments or complaints should be directed to the [TITLE AND NAME OF THE PERSON RESPONSIBLE] for appropriate action. Our personal contact with the public, our manners on the telephone, and the communications we send to customers are a reflection not only of ourselves, but also of the professionalism of [YOUR COMPANY NAME]. Positive customer relations not only enhance the public's perception or image of [YOUR COMPANY NAME], but also pay off in greater customer loyalty and increased sales and profit. 1.3 Products and Services Provided You will find more information about our products and services by reading the [YOUR COMPANY NAME] Corporate Brochures. 1.4 Facilities and Location(s) Head Office: [ADDRESS] [CITY], [STATE] [ZIP/POSTAL CODE] [COUNTRY] 1.5 The History of [YOUR COMPANY NAME] [DESCRIBE THE HISTORY OF YOUR COMPANY HERE] 1.6 Management Philosophy [YOUR COMPANY NAME] management philosophy is based on responsibility and mutual respect. Our wishes are to maintain a work environment that fosters on personal and professional growth for all employees. Maintaining such an environment is the responsibility of every staff person. Because of their role, managers and supervisors have the additional responsibility to lead in a manner which fosters an environment of respect for each person. People who come to [YOUR COMPANY NAME] want to work here because we have created an environment that encourages creativity and achievement. [YOUR COMPANY NAME] aims to become a leader in [DESCRIBE YOUR COMPANY'S FIELD OF EXPERTISE]. The mainstay of our strategy will be to offer a level of client focus that is superior to that offered by our competitors. To help achieve this objective, [YOUR COMPANY NAME] seeks to attract highly motivated individuals that want to work as a team and share in the commitment, responsibility, risk taking, and discipline required to achieve our vision. Part of attracting these special individuals will be to build a culture that promotes both uniqueness and a bias for action. While we will be realistic in setting goals and expectations, [YOUR COMPANY NAME] will also be aggressive in reaching its objectives. This success will in turn enable [YOUR COMPANY NAME] to give its employees above average compensation and innovative benefits or rewards, key elements in helping us maintain our leadership position in the worldwide marketplace. 1.7 Goals [DESCRIBE YOUR COMPANY'S GOALS HERE] 2. The Employment 2","Employee Handbook","34",280,"https://templates.business-in-a-box.com/imgs/1000px/employee-handbook-D712.png","https://templates.business-in-a-box.com/imgs/250px/712.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#712.xml",{"title":6,"description":6},[97,99],{"label":33,"url":98},"human-resources",{"label":100,"url":101},"Company Policies","company-policies","employee handbook","/template/employee-handbook-D712",{"description":105,"descriptionCustom":6,"label":106,"pages":107,"size":9,"extension":10,"preview":108,"thumb":109,"svgFrame":110,"seoMetadata":111,"parents":113,"keywords":112,"url":121},"EMPLOYMENT AGREEMENT - AT WILL EMPLOYEE This Employment Agreement for \"At Will\" Employee (the \"Agreement\") is made and effective this [DATE], BETWEEN: [EMPLOYEE NAME] (the \"Employee\"), an individual with his main address at: [COMPLETE ADDRESS] AND: [YOUR COMPANY NAME] (the \"Corporation\"), an entity organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [YOUR COMPLETE ADDRESS] RECITALS In consideration of the covenants and agreements herein contained and the moneys to be paid hereunder, the Corporation hereby employs the Employee and the Employee hereby agrees to perform services as an employee of the Corporation, on an \"at will\" basis, upon the following terms and conditions: APPOINTMENT The Employee is hereby employed by the Corporation to render such services and to perform such tasks as may be assigned by the Corporation. The Corporation may, in its sole discretion, increase or reduce the duties, or modify the title and job description, of the Employee from time to time, and any such increase, reduction or modification shall not be deemed a termination of this Agreement. ACCEPTANCE OF EMPLOYMENT Employee accepts employment with the Corporation upon the terms set forth above and agrees to devote all Employee's time, energy and ability to the interests of the Corporation, and to perform Employee's duties in an efficient, trustworthy and business-like manner. DEVOTION OF TIME TO EMPLOYMENT The Employee shall devote the Employee's best efforts and substantially all of the Employee's working time to performing the duties on behalf of the Corporation. The Employee shall provide services during the hours that are scheduled by the Corporation management. The Employee shall be prompt in reporting to work at the assigned time. NO CONFLICT OF INTEREST Employee shall not engage in any other business while employed by the Corporation. Employee shall not engage in any activity that conflicts with the Employees duties to the Corporation. Employee shall not provide any service or lend any aid or assistance to any party that competes with the services offered by the Corporation. Employee shall not provide any services to clients or prospective clients of the Corporation outside of the provision of services for the Corporation, whether such services are provided with or without compensation or remuneration. CORPORATION PROPERTY Employee acknowledges and agrees that while employed by the Corporation the Employee may be provided with use of computer equipment and other property of the Corporation. The use and possession of the such items shall be subject to any policies, requirements or restrictions established by the Corporation. Such items may only be used in performance of the Employee's duties for the corporation. On request of the Corporation, the Employee shall immediately deliver any such items to the Corporation. Upon termination of employment, Employee shall have the affirmative duty to return any such item to the Corporation whether a request is made or not. The obligation to return Corporation property shall extend and include any and all work product, client property, proprietary rights, intangible property, and all other property of the corporation regardless of the form or medium. COMPENSATION The Corporation shall pay the Employee such hourly compensation as determined by the Corporation. Payment shall be at the same time as the Corporations usual payroll to other employees. BONUS & BENEFITS Payment of any bonuses shall be at the complete discretion of the Corporation. No guarantee or representation that any bonuses will be paid has been made to the Employee. Standard benefits that are provided to other non-management employees shall be offered to the Employee, subject to the Corporation's policies and the terms and conditions of such benefits. WITHHOLDING All sums payable to Employee under this Agreement will be reduced by all federal, state, local, and other withholdings and similar taxes and payments required by applicable law. QUALIFICATIONS OF EMPLOYEE The employee shall satisfy all of the qualification that are established by the Corporation. TERM OF AGREEMENT There shall be no guaranteed term of employment. Employer acknowledges and agrees that Employee shall be an \"At Will\" Employee and that Employee's employment may be terminated at any time by the Corporation, with or without cause. FEES FROM EMPLOYEE'S WORK The Corporation shall have exclusive authority to determine the fees, or a procedure for establishing the fees, to be charged to clients by the Corporation for services that are provided by the Employee. All sums paid to the Employee or the Corporation in the way of fees, in cash or in kind, or otherwise for services of the Employee, shall, except as otherwise specifically agreed by the Corporation, be and remain the property of the Corporation and shall be included in the Corporation's name in such checking account or accounts as the Corporation may from time to time designate. CLIENTS AND CLIENT RECORDS The Corporation shall have the authority to determine who will be accepted as clients of the Corporation, and the Employee recognizes that such clients accepted are clients of the Corporation and not the Employee. All client records and files of any type concerning clients of the Corporation shall belong to and remain the property of the Corporation, notwithstanding the subsequent termination of the employment. POLICIES AND PROCEDURES The Corporation shall have the authority to establish from time to time the policies and procedures to be followed by the Employee in performing services for the Corporation. This may include, but is not necessarily limited to, employment policies, computer use policies, Internet access policies, email policies, and all other policies, procedures, directives, and mandates established by the Corporation, whether or not in written form or formally adopted. Employee shall abide by the provisions of any contract entered into by the Corporation under which the Employee provides services. Employee shall comply with the terms and conditions of any and all contracts entered by the Corporation. TERMINATION Employee acknowledges and agrees that Employee is an \"at will\" employee of the Corporation. As such, no term of employment is created hereby and employee may be terminated at any time in the sole discretion of the Corporation, whether there exists any cause for termination or not. CREATIONS AND INVENTIONS Employee acknowledges and agrees that any and all work product of the Employee that is conceived or created during the Employee's employment with the Corporation is the exclusive property of the Corporation. This shall include any and all copyrights, trade secrets, confidential information, patents, trademarks, trade dress, ideas, concepts, plans, business plans, business concepts, techniques, inventions, drawings, artwork, logos, graphics, web pages, databases, software, programs, CGI's, plug ins, applications, brochures, inventions, marketing plans and concepts, and all other ideas and work product of the Employee. The Employee acknowledges and agrees that all creations shall be \"works made for hire\" as defined in the [ACT OR CODE]. Notwithstanding the fact that this material may be considered to be a work made for hire, Employee agrees, during Employee's employment and thereafter, which covenant shall survive any termination of the employment relationship, to execute any and all documents requested by the Corporation to confirm the Corporation's ownership and control of all such material, including but not limited to assignments of copyright, confirmations of work for hire status, waivers of proprietary rights, copyright application, and any other documents requested by Corporation. 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[Company name] is excited to offer you the position of [job title] with an expected start date of [day, month, year] at a starting salary of [dollar amount] per [hour, year, etc.]. You can expect to receive payment [weekly, biweekly, monthly, etc.], starting on [date of first pay period]. We must wrap up a few more formalities, including the successful completion of your [background check, drug screening, reference check, etc.]. As the [job title], you will report to [manager/supervisor name and title] at [workplace location] from [hours of day, days of week]","Job Offer Letter Long","1","https://templates.business-in-a-box.com/imgs/1000px/job-offer-letter-long-D12769.png","https://templates.business-in-a-box.com/imgs/250px/12769.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12769.xml",{"title":130,"description":6},"job offer letter long",[132,133],{"label":33,"url":98},{"label":116,"url":117},"/template/job-offer-letter-long-D12769",{"description":136,"descriptionCustom":6,"label":137,"pages":138,"size":9,"extension":10,"preview":139,"thumb":140,"svgFrame":141,"seoMetadata":142,"parents":144,"keywords":150,"url":151},"30-60-90 Day Plan Your business slogan here. Prepared By: [YOUR NAME] [YOUR JOB TITLE] Phone 555.555.5555 Email info@yourbusiness.com www.yourbusiness.com Table of Content Table of Content 2 Executive Summary 3 1. Purpose of the 30-60-90 Day Plan 4 1.1 Purpose 4 1.2 Why Do We Need a Plan? 4 2. Corporate Beliefs 5 2.1 Continuous Process Improvement 5 2.2 30-60-90 Day Plan Elements 5 3. Action Plan 6 3.1 30 Day Plan 6 3.2 60 Day Plan 7 3.3 90 Day Plan 8 4. Measuring Plan Performance 9 4.1 Indicators 9 Executive Summary Planning for the next 30, 60 and 90 days is the link between strategic objectives and the implementation of activities to achieve your goals. In simple terms, it means turning the strategic plan into achievable tasks. The purpose of the plan is to establish the operational framework and to identify the main tasks, resource requirements and timelines for the various activities that need to be carried out to achieve the objectives of the organization's strategic plan. [COMPANY NAME] therefore assesses the operational activities to determine whether they will achieve the strategic objectives set. This brings stability to our strategic plan. It also provides flexibility to respond to issues that may emerge from the plan and to address risks that may affect the strategic objectives of the business. Strategic Plan Vision: [WRITE YOUR CONTENT HERE] Mission: [WRITE YOUR CONTENT HERE] Values: [WRITE YOUR CONTENT HERE] Goals: [WRITE YOUR CONTENT HERE] By going through the 30-60-90 day plan, you will be able to see the different activities that will be undertaken by your department as well as the possible impact on your daily work. 1. Purpose of the 30-60-90 Day Plan 1.1 Purpose A 30-60-90 day plan is a highly detailed plan that provides a clear picture of how a team, section or department will contribute to the achievement of the organization's goals within a 90-day timeframe. The 30-60-90 day plan maps out the day-to-day tasks required to achieve specific objectives within this timeframe. The plan covers the what, the who, the when, and how much: What: The strategies and tasks to be achieved/completed Who: The individuals who have responsibility for each task strategy/task When: The timeline for which the strategies/tasks must be completed How much: The financial resources available to complete a strategy/task This 30-60-90 day plan is based on high-level strategic objectives set by the company's management. 1.2 Why Do We Need a Plan? A 30-60-90 day plan enables the successful implementation of action and monitoring plans by involving different teams in different departments. In summary it allows to:","30-60-90-Day Plan","9","https://templates.business-in-a-box.com/imgs/1000px/30-60-90-day-plan-D12758.png","https://templates.business-in-a-box.com/imgs/250px/12758.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12758.xml",{"title":143,"description":6},"30-60-90-day plan",[145,147],{"label":18,"url":146},"business-plan-kit",{"label":148,"url":149},"Management","business-management","30 60 90 day plan","/template/30-60-90-day-plan-D12758",{"description":153,"descriptionCustom":6,"label":154,"pages":155,"size":9,"extension":10,"preview":156,"thumb":157,"svgFrame":158,"seoMetadata":159,"parents":161,"keywords":160,"url":166},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: Termination of your employment Dear [Contact name], We regret to inform you that your employment with [YOUR COMPANY NAME] is terminated effective upon receipt of this letter for the following reason(s): [DETAIL REASONS] [DETAIL REASONS] [DETAIL REASONS] Please vacate the premises immediately with your personal possessions. We will forward your salary earned to date in due course together with any vacation pay to which you are entitled. Within [NUMBER] days of termination we shall issue you a statement of accrued benefits. Any insurance benefits shall continue in accordance with applicable law and/or provisions of our personnel policy. Please contact [Name], at your earliest convenience, who will explain each of these items and arrange with you for the return of any company property. Sincerely, [YOUR NAME] [YOUR TITLE] [YOUR PHONE NUMBER] [YOUREMAIL@YOURCOMPANY.COM] [IF SENT BY EMAIL YOU MAY INCLUDE THIS NOTICE]","Employee Dismissal Letter","2","https://templates.business-in-a-box.com/imgs/1000px/employee-dismissal-letter-D508.png","https://templates.business-in-a-box.com/imgs/250px/508.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#508.xml",{"title":160,"description":6},"employee dismissal letter",[162,163],{"label":33,"url":98},{"label":164,"url":165},"Employee Termination","employee-termination","/template/employee-dismissal-letter-D508",{"description":168,"descriptionCustom":6,"label":169,"pages":170,"size":9,"extension":10,"preview":171,"thumb":172,"svgFrame":173,"seoMetadata":174,"parents":176,"keywords":175,"url":181},"NON-DISCLOSURE AGREEMENT (NDA) This Non-Disclosure Agreement (the \"Agreement\") is made and effective [DATE], BETWEEN: [YOUR COMPANY NAME] (the \"Disclosing Party\"), a corporation organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [YOUR COMPLETE ADDRESS] AND: [RECEIVING PARTY NAME] (the \"Receiving Party\"), an individual with his main address located at OR a corporation organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [COMPLETE ADDRESS] WHEREAS, Receiving Party has been or will be engaged in the performance of work on [DESCRIBE]; and in connection therewith will be given access to certain confidential and proprietary information; and WHEREAS, Receiving Party and Disclosing Party wish to evidence by this Agreement the manner in which said confidential and proprietary material will be treated. NOW, THEREFORE, it is agreed as follows: NON-DISCLOSURE OF CONFIDENTIAL INFORMATION Both Parties understand and agree that each Party may have access to the confidential information of the other party. For the purposes of this Agreement, \"Confidential Information\" means proprietary and confidential information about the Disclosing Party's (or it's suppliers') business or activities. Such information includes all business, financial, technical, and other information marked or designated by such Party as \"confidential\" or \"proprietary.\" Confidential Information also includes information which, by the nature of the circumstances surrounding the disclosure, ought in good faith to be treated as confidential. For the purposes of this Agreement, Confidential Information does not include: Information that is currently in the public domain or that enters the public domain after the signing of this Agreement. Information a Party lawfully receives from a third Party without restriction on disclosure and without breach of a non-disclosure obligation. Information that the Receiving Party knew prior to receiving any Confidential Information from the Disclosing Party. Information that the Receiving Party independently develops without reliance on any Confidential Information from the Disclosing Party. Each Party agrees that it will not disclose to any third Party or use any Confidential Information disclosed to it by the other Party except when expressly permitted in writing by the other Party. Each Party also agrees that it will take all reasonable measures to maintain the confidentiality of all Confidential Information of the other Party in its possession or control. TERM The term of this Agreement is [number] of [years/months] from the date of execution by both Parties. TITLE The Receiving Party agrees that all Confidential Information furnished by the Disclosing Party shall remain the sole property of the Disclosing Party. DISCLAIMER","Non Disclosure Agreement Nda","3","https://templates.business-in-a-box.com/imgs/1000px/non-disclosure-agreement-nda-D12692.png","https://templates.business-in-a-box.com/imgs/250px/12692.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12692.xml",{"title":175,"description":6},"non disclosure agreement nda",[177,178],{"label":119,"url":120},{"label":179,"url":180},"Confidentiality Agreements","confidentiality-agreement","/template/non-disclosure-agreement-nda-D12692",false,{"seo":184,"reviewer":196,"quick_facts":200,"at_a_glance":202,"personas":206,"variants":227,"glossary":251,"fields":281,"how_to_fill":327,"common_mistakes":363,"faqs":380,"industries":405,"comparisons":422,"diy_vs_pro":434,"related_template_ids_curated":447,"schema":456,"classification":458},{"meta_title":185,"meta_description":186,"primary_keyword":187,"secondary_keywords":188},"New Employee Onboarding Checklist Template (Free Word)","Free new employee onboarding checklist template covering paperwork, system access, training, and 30-day milestones. Used in 190+ countries. Free Word and PDF download.","new employee onboarding checklist template",[189,190,191,192,193,194,195],"employee onboarding checklist","new hire checklist template","onboarding checklist word","new employee checklist free","hr onboarding checklist","employee onboarding form template","new hire onboarding process checklist",{"name":197,"credential":198,"reviewed_date":199},"Bruno Goulet","CEO, Business in a Box","2026-05-02",{"difficulty":201,"legal_review_recommended":182,"signature_required":182},"easy",{"what_it_is":203,"when_you_need_it":204,"whats_inside":205},"A New Employee Onboarding Checklist is a structured form that guides HR managers and hiring teams through every task required to integrate a new hire — from pre-start paperwork to 30-day performance check-ins. This free Word download gives you a ready-to-use checklist you can edit online, assign task owners, and export as PDF to attach to any employee file.\n","Use it the moment an offer is accepted — before the employee's first day — and work through it sequentially during the first 30 days of employment. It is equally useful for a company's first hire and for standardizing a process that previously lived only in a manager's memory.\n","Pre-start administrative tasks, day-one orientation steps, IT and system access setup, benefits enrollment, policy acknowledgments, role-specific training milestones, and a 30-day check-in prompt — all organized into timed phases with a checkbox, owner field, and due date for each item.\n",[207,211,215,219,223],{"title":208,"use_case":209,"icon_asset_id":210},"HR managers","Standardizing onboarding across departments to reduce missed steps","persona-hr-manager",{"title":212,"use_case":213,"icon_asset_id":214},"Small business owners","Managing their first hires without a dedicated HR team or system","persona-small-business-owner",{"title":216,"use_case":217,"icon_asset_id":218},"Operations managers","Coordinating IT, facilities, and payroll tasks ahead of a start date","persona-operations-director",{"title":220,"use_case":221,"icon_asset_id":222},"Startup founders","Creating a repeatable onboarding process before headcount scales","persona-startup-founder",{"title":224,"use_case":225,"icon_asset_id":226},"Department managers","Onboarding direct reports in roles without a central HR function","persona-ceo",[228,232,236,240,244,247],{"situation":229,"recommended_template":230,"slug":231},"Onboarding a remote or fully distributed employee","Remote Employee Onboarding Checklist","checklist-new-employee-onboarding-D13617",{"situation":233,"recommended_template":234,"slug":235},"Bringing on a temporary or contract worker","Contractor Onboarding Checklist","checklist-customer-onboarding-D13615",{"situation":237,"recommended_template":238,"slug":239},"Onboarding an executive or senior leadership hire","Executive Onboarding Plan","onboarding-and-orientation-policy-template-D13741",{"situation":241,"recommended_template":242,"slug":243},"Tracking 30-60-90 day goals alongside onboarding tasks","30-60-90 Day Plan","30-60-90-day-plan-D12758",{"situation":245,"recommended_template":89,"slug":246},"Formalizing all HR policies the employee must acknowledge","employee-handbook-D712",{"situation":248,"recommended_template":249,"slug":250},"Documenting the employee's compensation and role before day one","Employment Contract","employment-agreement_at-will-employee-D541",[252,254,257,260,263,266,269,272,275,278],{"term":36,"definition":253},"The structured process of integrating a new employee into the organization — covering paperwork, orientation, access setup, and initial training.",{"term":255,"definition":256},"Pre-boarding","Tasks completed between the offer acceptance and the employee's first day, such as sending welcome emails, ordering equipment, and submitting payroll setup.",{"term":258,"definition":259},"I-9 Verification","A US federal form (Employment Eligibility Verification) that employers must complete within 3 business days of a new hire's start date to confirm work authorization.",{"term":261,"definition":262},"Benefits Enrollment Window","The defined period — typically 30 days from the start date — during which a new employee must elect health, dental, vision, and retirement plan options.",{"term":264,"definition":265},"Role-Specific Training","Job-function training that goes beyond general orientation, covering the tools, processes, and responsibilities specific to the employee's position.",{"term":267,"definition":268},"System Access Provisioning","The IT process of creating accounts, setting permissions, and granting access to the software, networks, and data a new employee needs to perform their role.",{"term":270,"definition":271},"Policy Acknowledgment","A signed or initialed confirmation that the employee has received and read a specific policy — such as the code of conduct, data security policy, or PTO policy.",{"term":273,"definition":274},"30-Day Check-In","A structured conversation between the manager and new hire at the end of the first month to assess fit, surface blockers, and confirm role expectations are aligned.",{"term":276,"definition":277},"Buddy System","An informal peer-pairing program where an experienced employee is assigned to help a new hire navigate the culture, answer questions, and make introductions during their first weeks.",{"term":279,"definition":280},"Org Chart","A visual diagram of the company's reporting structure — typically shared during orientation so the new hire understands team hierarchy and cross-functional relationships.",[282,287,292,297,302,307,312,317,322],{"name":283,"plain_english":284,"sample_language":285,"common_mistake":286},"Employee and role information","Records the new hire's full name, job title, department, start date, manager's name, and work location — the header block that ties every task to a specific person and hire.","Employee Name: [FULL NAME] | Job Title: [TITLE] | Department: [DEPARTMENT] | Start Date: [DATE] | Manager: [MANAGER NAME] | Location: [OFFICE / REMOTE]","Leaving the manager field blank. When a task stalls, there is no clear escalation point, and items like equipment orders or system access slip past the start date.",{"name":288,"plain_english":289,"sample_language":290,"common_mistake":291},"Pre-start administrative tasks","A checklist of items to complete before day one — sending the offer letter, submitting new-hire paperwork to payroll, ordering equipment, and assigning a buddy.","[ ] Offer letter signed and filed | [ ] Payroll setup submitted | [ ] Laptop ordered — due [DATE] | [ ] Buddy assigned: [NAME] | [ ] Welcome email sent","Treating pre-start tasks as optional. Equipment that arrives late or payroll not set up before the first payday damages the new hire's first impression and creates administrative backlogs.",{"name":293,"plain_english":294,"sample_language":295,"common_mistake":296},"Day-one orientation tasks","The specific activities scheduled for the employee's first day — office or virtual tour, team introductions, HR orientation meeting, and company overview.","[ ] Building/virtual access confirmed | [ ] Team intro meeting scheduled: [TIME] | [ ] HR orientation session: [TIME] | [ ] Org chart and company overview shared","Scheduling back-to-back meetings for the entire first day. New hires retain roughly 40% of information in the first 24 hours — leave unstructured time to absorb the environment.",{"name":298,"plain_english":299,"sample_language":300,"common_mistake":301},"IT and system access setup","Tracks provisioning of all accounts and tools the employee needs — email, HR system, project management software, communication platforms, and any role-specific applications.","[ ] Company email created | [ ] Slack / Teams access granted | [ ] HRIS account set up | [ ] [CRM / PROJECT TOOL] access provisioned | [ ] VPN credentials issued","Provisioning system access on day one instead of the day before. An employee who spends their first morning waiting for a laptop login loses 2–3 hours of productive onboarding time.",{"name":303,"plain_english":304,"sample_language":305,"common_mistake":306},"Payroll and benefits enrollment","Confirms that the employee has submitted direct deposit details, elected benefits within the enrollment window, and received documentation on the company's retirement plan.","[ ] Direct deposit form submitted | [ ] Health/dental/vision elections made by [DATE] | [ ] 401(k) / RRSP enrollment form completed | [ ] Benefits summary sheet provided","Failing to communicate the enrollment deadline clearly. Missing the 30-day window locks the employee out of benefits until the next open enrollment period — a significant and avoidable problem.",{"name":308,"plain_english":309,"sample_language":310,"common_mistake":311},"Policy acknowledgments","Logs the employee's signed or initialed confirmation of receipt for each required policy — code of conduct, data security, PTO, harassment prevention, and any role-specific compliance documents.","[ ] Employee handbook acknowledged | [ ] Code of conduct signed | [ ] Data security policy initialed | [ ] Anti-harassment policy signed | [ ] [ROLE-SPECIFIC POLICY] confirmed","Collecting acknowledgments verbally rather than in writing. Without a signed record, the company cannot demonstrate that the employee received a policy — a significant gap during disciplinary proceedings or litigation.",{"name":313,"plain_english":314,"sample_language":315,"common_mistake":316},"Role-specific training milestones","Lists the training modules, shadowing sessions, product demos, or certifications the employee must complete in their first 30 days, with a due date and completion checkbox for each.","[ ] Product overview demo — due [DATE] | [ ] [TOOL] training module completed | [ ] Shadow [ROLE] for [X] hours by [DATE] | [ ] [COMPLIANCE CERTIFICATION] passed","Assigning all training in a single block during week one. Spreading training across four weeks — with time to apply what was learned between sessions — improves retention and reduces overwhelm.",{"name":318,"plain_english":319,"sample_language":320,"common_mistake":321},"Manager check-in schedule","Documents the cadence of structured check-ins between the manager and new hire — typically at day 7, day 14, and day 30 — with a notes field for each conversation.","[ ] Day 7 check-in completed — Date: [DATE] | Notes: [NOTES] | [ ] Day 14 check-in completed | [ ] Day 30 review completed — performance aligned: Yes / No","Scheduling the 30-day check-in as the first formal conversation. By day 30, small misalignments in role expectations or culture fit have already solidified — weekly touchpoints in the first month prevent avoidable turnover.",{"name":323,"plain_english":324,"sample_language":325,"common_mistake":326},"Completion sign-off","A final acknowledgment block signed or confirmed by both the HR manager and the employee's direct manager, confirming all checklist items were completed and the employee is fully onboarded.","HR Manager Sign-off: [NAME] | Date: [DATE] | Direct Manager Sign-off: [NAME] | Date: [DATE] | All items complete: Yes / No | Outstanding items: [LIST]","Skipping the sign-off step because the process 'feels done.' Without a closed-loop confirmation, incomplete items — particularly policy acknowledgments and benefits enrollment — are discovered only when they cause a problem.",[328,333,338,343,348,353,358],{"step":329,"title":330,"description":331,"tip":332},1,"Fill in the employee and role header","Enter the new hire's full name, title, department, start date, manager, and work location at the top of the checklist. This block identifies ownership for every task that follows.","Create a saved copy of the blank checklist for each hire rather than editing the master template — this preserves a clean version for future use.",{"step":334,"title":335,"description":336,"tip":337},2,"Assign owners and due dates to pre-start tasks","For each pre-start item — equipment order, payroll setup, buddy assignment — write the owner's name and a specific due date, not just 'before start date.'","Set equipment orders at least 10 business days before the start date to account for shipping delays — 5 days is rarely enough.",{"step":339,"title":340,"description":341,"tip":342},3,"Schedule day-one orientation blocks in advance","Book the HR orientation, team intro meeting, and manager welcome session on the new hire's calendar before they start so their first day has structure from the moment they log in.","Send the new hire the schedule the day before they start — it reduces first-day anxiety significantly.",{"step":344,"title":345,"description":346,"tip":347},4,"Submit IT provisioning requests at least two days early","Complete the system access section and submit all IT tickets no later than two business days before the start date so accounts are live on day one.","Create a recurring IT request template for new hires to reduce the time spent submitting the same tickets for every hire.",{"step":349,"title":350,"description":351,"tip":352},5,"Confirm benefits enrollment deadline and document elections","Calculate the enrollment window end date from the start date and enter it prominently in the benefits section. Once the employee makes elections, file a copy with their HR record.","Send a calendar reminder to the employee at day 20 of employment — two weeks into the window — so they do not miss the deadline.",{"step":354,"title":355,"description":356,"tip":357},6,"Collect and file all policy acknowledgments","Walk the employee through each policy during orientation, collect signatures or initials, and file the signed copies in their employee record before end of day one.","Use a single acknowledgment sheet that lists every policy by name and has one signature line — it is faster to process and easier to audit than separate forms for each policy.",{"step":359,"title":360,"description":361,"tip":362},7,"Complete the sign-off block after the 30-day check-in","After the day-30 check-in, both the HR manager and direct manager should confirm all items are complete and sign off. Document any outstanding items and assign new due dates.","File the completed checklist in the employee's HR record immediately after sign-off — do not leave it in a shared folder where it can be overwritten or deleted.",[364,368,372,376],{"mistake":365,"why_it_matters":366,"fix":367},"Starting onboarding on day one instead of before it","Equipment delays, missing system access, and unprocessed payroll on the first day create a poor first impression and reduce early productivity by days or weeks.","Begin the checklist the moment the offer is accepted. Pre-start tasks should be complete 24–48 hours before the start date, not scrambled on the morning of.",{"mistake":369,"why_it_matters":370,"fix":371},"No assigned owner for each checklist item","When every task is 'someone's responsibility,' missed items are discovered only when the new hire raises them — often after the window to act has closed.","Add an owner name and due date to every checklist item. Tasks without owners default to nobody completing them.",{"mistake":373,"why_it_matters":374,"fix":375},"Collecting policy acknowledgments verbally","Without a written record, the company cannot demonstrate that the employee received a policy during a dispute, disciplinary proceeding, or regulatory audit.","Require a signature or initials on a policy acknowledgment sheet for every policy discussed during orientation, and file the signed copy before the employee leaves on day one.",{"mistake":377,"why_it_matters":378,"fix":379},"Treating the 30-day check-in as the only check-in","Small misalignments in role expectations or team culture that surface at day 30 have already had time to become entrenched — early-tenure turnover is strongly correlated with infrequent manager contact in week one.","Schedule at least three structured check-ins during the first month: day 7, day 14, and day 30. Log notes from each in the checklist.",[381,384,387,390,393,396,399,402],{"question":382,"answer":383},"What is a new employee onboarding checklist?","A new employee onboarding checklist is a structured form that lists every task required to integrate a new hire into the organization — from pre-start paperwork and IT setup to policy acknowledgments and 30-day check-ins. It assigns an owner and due date to each item so nothing falls through the cracks between the offer acceptance and the end of the first month.\n",{"question":385,"answer":386},"When should onboarding begin?","Onboarding should begin the moment a new hire accepts their offer — not on their first day. Pre-boarding tasks like equipment orders, payroll setup, and system access provisioning take days to complete. Starting these at least one week before the start date ensures the employee can be productive from hour one rather than waiting on logistics.\n",{"question":388,"answer":389},"What should an employee onboarding checklist include?","At minimum: employee and role details, pre-start administrative tasks, day-one orientation activities, IT and system access setup, payroll and benefits enrollment, policy acknowledgments, role-specific training milestones, a manager check-in schedule, and a final sign-off block. Checklists that skip any of these categories typically generate the most new-hire complaints.\n",{"question":391,"answer":392},"How long should onboarding take?","The administrative portion — paperwork, system access, benefits enrollment — should be complete within the first week. Role-specific training typically spans 30 days. Full productivity for most roles takes 60–90 days. A structured 30-day checklist covers the highest-risk window; a 30-60-90 day plan extends the framework through the full ramp period.\n",{"question":394,"answer":395},"Does an onboarding checklist need to be signed?","The checklist itself does not require signatures, but the policy acknowledgment section within it should be signed by the employee and filed in their HR record. A manager sign-off block at the end of the checklist is also best practice — it creates a closed-loop confirmation that all required steps were completed.\n",{"question":397,"answer":398},"Can I use the same checklist for remote and in-office employees?","The core structure works for both, but remote onboarding requires additional items: equipment shipping tracking, virtual office tour, video-call-specific orientation sessions, and explicit communication about how to reach IT support and HR remotely. Consider adding a remote addendum section rather than creating a separate template from scratch.\n",{"question":400,"answer":401},"How does an onboarding checklist reduce turnover?","Studies consistently show that structured onboarding improves new-hire retention at the 90-day mark by 25–30% compared to ad hoc processes. A checklist reduces the disorientation and unmet expectations that drive early departure by ensuring the employee has the tools, context, and manager contact they need in their first 30 days.\n",{"question":403,"answer":404},"What is the difference between an onboarding checklist and an employee handbook?","An onboarding checklist is a task-tracking tool — it lists what needs to be done, by whom, and by when. An employee handbook is a reference document that describes company policies, culture, and expectations in detail. The checklist prompts the manager to share the handbook and collect an acknowledgment signature; the two documents work together rather than replacing each other.\n",[406,410,414,418],{"industry":407,"icon_asset_id":408,"specifics":409},"Technology / SaaS","industry-saas","System access provisioning is more complex — covering dev environments, cloud platforms, and security tools — and must be completed before a technical hire can contribute on day one.",{"industry":411,"icon_asset_id":412,"specifics":413},"Healthcare","industry-healthtech","Credentialing verification, HIPAA training completion, and EMR system access are mandatory checklist items with strict regulatory deadlines before patient-facing work can begin.",{"industry":415,"icon_asset_id":416,"specifics":417},"Retail / Hospitality","industry-retail","High turnover means checklists must be completable in a single shift; POS training, cash-handling policy acknowledgment, and uniform issuance are standard day-one items.",{"industry":419,"icon_asset_id":420,"specifics":421},"Professional Services","industry-professional-services","Client confidentiality training, billable-time tracking setup, and conflict-of-interest disclosure must be completed before the new hire is staffed on any client account.",[423,425,428,432],{"vs":89,"vs_template_id":246,"summary":424},"An employee handbook is a reference document describing company policies, culture, and expectations. An onboarding checklist is a task-tracking tool that prompts the manager to share the handbook and collect a signed acknowledgment. The checklist drives the process; the handbook supplies the content.",{"vs":242,"vs_template_id":426,"summary":427},"30-60-90-day-plan-D13249","A 30-60-90 day plan is a goal-setting document that defines what the new hire should accomplish in their first three months. An onboarding checklist covers the administrative and orientation tasks that make those goals achievable — system access, training, policy sign-offs. Use both together: the checklist ensures operational readiness; the plan defines performance expectations.",{"vs":429,"vs_template_id":430,"summary":431},"Job Offer Letter","job-offer-letter-long-D12769","An offer letter confirms the role and compensation to secure the candidate's acceptance. An onboarding checklist takes over the moment that letter is signed — it is the operational tool that converts an accepted offer into a fully integrated employee. The two documents are sequential, not interchangeable.",{"vs":249,"vs_template_id":250,"summary":433},"An employment contract is a legally binding document that governs the terms of the working relationship — duties, compensation, IP, and termination. An onboarding checklist is an operational form that ensures those terms are communicated, acknowledged, and set up in practice. The contract creates the obligation; the checklist fulfills it.",{"use_template":435,"template_plus_review":439,"custom_drafted":443},{"best_for":436,"cost":437,"time":438},"Small businesses, startups, and any team standardizing onboarding without an HRIS platform","Free","15 minutes to customize per hire",{"best_for":440,"cost":441,"time":442},"Companies adding industry-specific compliance steps or integrating with an existing HRIS workflow","$100–$500 (HR consultant review)","1–3 days",{"best_for":444,"cost":445,"time":446},"Enterprises with complex multi-department onboarding, regulated industries, or automated HRIS provisioning requirements","$1,000–$5,000 (HR systems consultant or HRIS implementation)","2–6 weeks",[246,250,430,243,448,449,450,451,452,453,454,455],"employee-dismissal-letter-D508","non-disclosure-agreement-nda-D12692","independent-contractor-agreement-D160","how-to-review-employee-performance-D12595","barista-job-description-D13535","checklist-when-should-you-fire-an-employee-D507","employee-training-plan-D13175","remote-work-agreement-D13282",{"emit_how_to":457,"emit_defined_term":457},true,{"primary_folder":98,"secondary_folder":459,"document_type":460,"industry":461,"business_stage":462,"tags":463,"confidence":467},"onboarding","checklist","general","all-stages",[459,464,460,465,466],"hr","new-employee","employee-integration",0.95,"\u003Ch2>What is a New Employee Onboarding Checklist?\u003C/h2>\n\u003Cp>A \u003Cstrong>New Employee Onboarding Checklist\u003C/strong> is a structured form that guides HR managers and direct managers through every task required to integrate a new hire into the organization — from pre-start paperwork and equipment orders to system access provisioning, benefits enrollment, policy acknowledgments, and 30-day check-ins. Each item includes a checkbox, an owner field, and a due date so responsibility is clear and nothing is discovered missing after the window to act has closed. The template is a free Word download you can customize for any role or department and export as PDF to attach directly to the employee's HR file.\u003C/p>\n\u003Ch2>Why You Need This Document\u003C/h2>\n\u003Cp>Without a written checklist, onboarding lives in individual managers' heads — and the result is inconsistent: one new hire gets a full orientation and working equipment on day one; another waits three days for a laptop and discovers their benefits enrollment window closed while they were waiting for someone to explain it. The cost is concrete: early-tenure turnover spikes when new hires feel disorganized or unsupported in their first 30 days, and replacing a salaried employee typically costs 50–200% of their annual salary. A signed policy acknowledgment section also creates the written record that protects the company in disciplinary proceedings or regulatory audits. This template closes the gap between an accepted offer and a fully productive, properly documented employee — for any team, at any headcount.\u003C/p>\n",1781185982357]