The challenges of operating a business alone are many. The hours are long, the work can be lonely, and the pressure is intense.
It's tempting to think that hiring help is the easy solution, but there are challenges involved in that as well. How do you find them? How do you know you're hiring the right person? And what do you do once they're here?
Navigating the steps to hire your first employee can feel intimidating. Luckily, with just a bit of guidance, the process doesn't have to be difficult. Soon, you'll have a partner to help you grow your business, serve your clients, and bring your vision to life.
In this workshop:
It's tempting to think that hiring help is the easy solution, but there are challenges involved in that as well. How do you find them? How do you know you're hiring the right person? And what do you do once they're here?
Navigating the steps to hire your first employee can feel intimidating. Luckily, with just a bit of guidance, the process doesn't have to be difficult. Soon, you'll have a partner to help you grow your business, serve your clients, and bring your vision to life.
In this workshop:
- Prepare for Payroll: Prepare the legal and practical infrastructure to pay your employees
- Get the Word Out: How you choose to write and post your open position will influence the kinds of applicants you get
- Transparency in Hiring: Find a good fit for your team by being transparent throughout the hiring process
- Choosing a Candidate: Don't be undermined by our own biases, find your most qualified candidate
- Onboarding Your First Employee: Create a plan that brings your new hire up to speed and makes them feel valued
Preparing for Payroll
Once you have employees, you'll need to figure out how to pay them! But even before you run your first paychecks, there are certain structures you'll need to have in place.
Please note that the steps below apply only to businesses whose principal business is located in the U.S. The steps for international applicants are different, therefore they are not outlined below but, you can find more information here.
Please note that the steps below apply only to businesses whose principal business is located in the U.S. The steps for international applicants are different, therefore they are not outlined below but, you can find more information here.
>> Get an Employer Identification Number:
An Employer Identification Number (or EIN) is a number issued by the IRS that businesses use for tax reporting purposes. You may have one already, but depending on how you've organized your business, you may be able to use your social security number as a TIN (Taxpayer Identification Number) until you're ready to hire.
Regardless, when you're ready to make your first hire, you will need an EIN.
This process is completely free and easy. Here's what you'll need:
Regardless, when you're ready to make your first hire, you will need an EIN.
This process is completely free and easy. Here's what you'll need:
- Your legal name or legal business name and your SSN
- Your business's trade name (if it's different)
- Your business's address
- Today's date, the date when you bought the business (if applicable), and the first day you paid your employees (if applicable)
- You'll also need to determine:
- On what month you'll end your financial year
- About how many employees, if any, you think you'll hire in the next year
There are a few different ways to apply for an EIN:
- Apply Online: You can find the online application here (scroll down and click "Apply Now").
- Pros: You can fill out the application online and get an EIN immediately. This is the easiest and fastest way to get your EIN.
- Cons: The application is only available during set hours (7am-10pm EST). Also, the application times out after 15 minutes of inactivity, so you'll need to finish it in a single sitting. Make sure you have everything ready before starting the process.
- Apply By Mail: You can print the SS-4 form and mail it to the IRS. Make sure to check out the form instructions for clarification on the form's fields.
- Pros: There is more flexibility in filling out the paper form than you do with the online application.
- Cons: This is the slowest method--the IRS will mail you a response and it can take up to 4 weeks to get your EIN.
- Apply By Fax: You can print the SS-4 form and fax it to the IRS. Make sure to check out the form instructions for clarification on the form's fields.
- Pros: This method offers the same flexibility of the mail-method, but is much faster. It takes about 4 business days for the IRS to issue your EIN.
- Cons: The IRS will fax your EIN to you, so you'll need continuous access to a fax machine.
Good news: EINs never expire. There are some very specific instances where you may need to apply for a new EIN--for instance if you incorporate or if you merge with another business--but for most businesses once you have your EIN, you're all set.
>> Get a State Tax ID number:
Every state handles taxes slightly different, but nearly every state requires businesses to pay income taxes and employment taxes. Check with your state's Department of Labor for details.
>> Decide on a payroll system
Once you have employees, you'll need to figure out how to pay them!
There are three main options for payroll systems:
- Hire an Accountant:
- Pros: This requires the least effort and the least amount of time on your part. You'll need to keep track of hours and withholdings, and your accountant can handle the rest. An accountant can also help you with other services like planning budgets, preparing compliance documents, filing loan applications, and support in the case of an audit.
- Cons: This is the most expensive option.
- Pros: This requires the least effort and the least amount of time on your part. You'll need to keep track of hours and withholdings, and your accountant can handle the rest. An accountant can also help you with other services like planning budgets, preparing compliance documents, filing loan applications, and support in the case of an audit.
- Use Payroll Software:
- Pros: Cheaper than hiring an accountant. Easier and faster than doing it all yourself. Many payroll systems will automatically file and pay your quarterly taxes for you. You won't have to worry about making errors since the software takes care of all the math.
- Cons: Obviously, there's a cost involved, but it depends on the software you choose and the features you want to pay for. However, you won't have the same level of support in the case of an audit.
- Pros: Cheaper than hiring an accountant. Easier and faster than doing it all yourself. Many payroll systems will automatically file and pay your quarterly taxes for you. You won't have to worry about making errors since the software takes care of all the math.
- Do It Yourself:
- Pros: This is the cheapest option, if you're not counting the cost of your time.
- Cons: You're bearing the full liability of any mistakes in the payroll or tax calculations. Depending on how many employees you have and how complicated your taxes are, you could spend a lot of time each payroll period. In the case of an audit, you're completely on your own with no support.
- Pros: This is the cheapest option, if you're not counting the cost of your time.
Regardless of which option you pick, you'll need to decide what your payroll period will be.
Your options include weekly, bi-weekly, monthly or twice a month, and the option you choose will probably depend on the employees you plan on hiring. For instance, if your employees will be hourly and will be counting on their paychecks for monthly budgeting, a weekly or bi-weekly schedule is probably best. If your employees are salaried and are high-earners, therefore less likely to be dependent on each paycheck for their monthly expenses, you may consider a monthly or twice a month schedule.
Always check your state laws because some schedules--like the monthly paycheck schedule--aren't permitted in every state.
Your options include weekly, bi-weekly, monthly or twice a month, and the option you choose will probably depend on the employees you plan on hiring. For instance, if your employees will be hourly and will be counting on their paychecks for monthly budgeting, a weekly or bi-weekly schedule is probably best. If your employees are salaried and are high-earners, therefore less likely to be dependent on each paycheck for their monthly expenses, you may consider a monthly or twice a month schedule.
Always check your state laws because some schedules--like the monthly paycheck schedule--aren't permitted in every state.
>> Determine your benefits package:
Most of the benefits you can offer employees are optional, especially for small businesses with few employees. However, employers must pay social security and medicare in every state. Worker's compensation is required for nearly all businesses with one or more employees. Additionally, disability pay, FMLA benefits, and unemployment insurance may be required depending on the size of your business and the state in which you operate. These benefits aren't deducted from employee's paychecks.
Then, of course, there are additional optional benefits like medical insurance, dental insurance, paid time off, and more. These may have premiums that are deducted from employee's paychecks, but you'll contribute as well.
Only you can determine what you would like to offer your employees and what you can afford to offer your employees.
Then, of course, there are additional optional benefits like medical insurance, dental insurance, paid time off, and more. These may have premiums that are deducted from employee's paychecks, but you'll contribute as well.
Only you can determine what you would like to offer your employees and what you can afford to offer your employees.
>> Know your withholdings
If you've ever had a job before, you'll be familiar with the W4 form. Employers use this form to determine how much of an employee's paycheck to withhold for taxes. For most people, this is easier than withholding nothing and paying all of their income taxes all at once at the end of the year.
Luckily, this is one part of payroll you won't need to figure out yourself, since your employees will determine their own withholdings.
You should have W4 forms ready to be filled out by a new hire. If you're employing independent contractors, they won't need to fill out W4s, but instead, they'll fill out 1099 forms.
Luckily, this is one part of payroll you won't need to figure out yourself, since your employees will determine their own withholdings.
You should have W4 forms ready to be filled out by a new hire. If you're employing independent contractors, they won't need to fill out W4s, but instead, they'll fill out 1099 forms.
>> Know when and how to report and deposit payroll taxes:
As noted earlier, you'll be withholding taxes from employee paychecks, as well as paying your own taxes on top of that.
Employee withholdings and contributions to medicare and social security are paid either monthly or semi-weekly, and the IRS will tell you which schedule you need to follow.
When you're ready to make your deposits, you must use the IRS's Electronic Federal Tax Payment System (EFTPS). The good news is that you'll be automatically enrolled in this program when you apply for your EIN, all you will need to do is follow the instructions to activate your account. Additionally, if you're using a payroll software, many give you the option of submitting these payments automatically by entering your EFTPS login credentials.
After you've made your tax deposits, you also need to file your returns. This is done either quarterly or annually, and again, the IRS will tell you which schedule you need to follow. You can use the Employer's Quarterly Federal Tax Return Form to report your taxes. Use the IRS's Instructions for Form 941 if you have questions about how to fill out the Tax Return form.
Employee withholdings and contributions to medicare and social security are paid either monthly or semi-weekly, and the IRS will tell you which schedule you need to follow.
When you're ready to make your deposits, you must use the IRS's Electronic Federal Tax Payment System (EFTPS). The good news is that you'll be automatically enrolled in this program when you apply for your EIN, all you will need to do is follow the instructions to activate your account. Additionally, if you're using a payroll software, many give you the option of submitting these payments automatically by entering your EFTPS login credentials.
After you've made your tax deposits, you also need to file your returns. This is done either quarterly or annually, and again, the IRS will tell you which schedule you need to follow. You can use the Employer's Quarterly Federal Tax Return Form to report your taxes. Use the IRS's Instructions for Form 941 if you have questions about how to fill out the Tax Return form.
>> Be ready for your first payroll:
Finally, you have all of the information you need. You're ready to pay employees!
If you've chosen to hire an accountant, you're all done--you can communicate the information you've gathered and they'll take care of the next part for you.
If you've invested in payroll software or you're doing the calculations yourself, the process is very much the same, but the software will walk you through the process and do the math for you:
If you've chosen to hire an accountant, you're all done--you can communicate the information you've gathered and they'll take care of the next part for you.
If you've invested in payroll software or you're doing the calculations yourself, the process is very much the same, but the software will walk you through the process and do the math for you:
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Getting the Word Out
Finding the right candidate all depends on the right candidate realizing you have an open position. How you choose to write and post the news will influence the kinds of applicants you get.
>> Writing a job description:
A job description isn't just for recruiting. You'll use it to set expectations for your new employee, to plan their onboarding and training, and to evaluate their performance in the role. It's worth putting in the work to write a clear, complete job description before you start the hiring process.
Before you can write the description, you'll need to determine the following:
Before you can write the description, you'll need to determine the following:
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Once you've determined the parameters above, you're ready to write the description. A job description should include the following:
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>> Posting a job:
A job description is similar to a job posting, except that the job description is largely for internal use, for a hired employee to understand what is expected of them, and to help a supervisor determine if the employee is performing well, while a job posting is largely for external use to get a potential candidate excited about the open position.
Because of this distinction, you probably won't want to post the job description you just wrote as-is on a job board. To create a job post, make the edits outlined below:
Because of this distinction, you probably won't want to post the job description you just wrote as-is on a job board. To create a job post, make the edits outlined below:
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When your post is ready, get it out there! There are tons of online job posting sites, like Indeed and Glass Door, that will let you post jobs for free, and many others, like Monster or Career Builder, that you can post on for a fee. There are also services like ZipRecruiter that will post on many smaller, niche job sites automatically.
You should also use your own personal network to get the word out. If you have a website, business Facebook page, or LinkedIn page, post the opportunity there. Connect with other small business owners in the area and ask them to help you spread the word. It's not uncommon to meet amazing job-seekers when you aren't hiring or to find people with amazing qualifications in every area except the one for which you're hiring. When this happens, other small business owners are often happy to let qualified candidates know about other opportunities in the area, especially if you return the favor!
You should also use your own personal network to get the word out. If you have a website, business Facebook page, or LinkedIn page, post the opportunity there. Connect with other small business owners in the area and ask them to help you spread the word. It's not uncommon to meet amazing job-seekers when you aren't hiring or to find people with amazing qualifications in every area except the one for which you're hiring. When this happens, other small business owners are often happy to let qualified candidates know about other opportunities in the area, especially if you return the favor!
Finding a Fit: Transparency in Hiring
Imagine this:
You are swamped. You can't wait to have another set of hands to help out. Your business is growing fast and now the workload is becoming too much. You're sitting down to your first interview, hoping this candidate turns out to be an all-star.
You're desperate for help.
On the other side of the table is someone who is equally desperate for a job.
How likely are both of you to be completely honest with the other? Will they tell you that they don't resonate with your mission? That they think your business model is dated? Will you tell them if the job sometimes involves mandatory overtime? That you sometimes handle hazardous chemicals? That breaks are scheduled and can't be flexible due to safety and materials compliance regulations?
When you're overwhelmed, it's tempting to hire the first person who wants the job. You may have a moment where you talk yourself into something that you know, deep down, might not be a great long-term solution. You're so focused on all their good qualities that you're not noticing the red flags. Similarly, they may be thinking that any pay is better than no pay, without even really asking themselves if they'll be happy with what you're offering in the long-term.
But the cost is high for hiring someone who isn't a good fit for the job. You'll pay to find, hire and onboard a candidate. But you'll also pay the cost of crisis when the employee leaves, or is fired, and you're short-handed, again.
So how can you avoid this; you can't completely avoid it, every time. Even the best hiring process may end this way sometimes. But you can dramatically increase the chances of finding a good fit for your team by being completely transparent throughout the entire hiring process.
Transparency means being completely honest: You aren't hiding anything and that you're ensuring you're being fully understood.
This doesn't necessarily mean you have to share everything you know with an employee. For instance, it wouldn't be appropriate to tell an applicant about the qualifications of other people who applied for the position. But, "transparency" does mean that you'll be honest about what you aren't sharing, and why you've chosen not to share it.
That sounds great, but what does that actually look like?
While you can't guarantee full transparency on the part of the applicant, you can exhibit it yourself. This sets the tone for the interview.
Here are some guidelines for encouraging clear, honest, transparent communication during the application process:
You are swamped. You can't wait to have another set of hands to help out. Your business is growing fast and now the workload is becoming too much. You're sitting down to your first interview, hoping this candidate turns out to be an all-star.
You're desperate for help.
On the other side of the table is someone who is equally desperate for a job.
How likely are both of you to be completely honest with the other? Will they tell you that they don't resonate with your mission? That they think your business model is dated? Will you tell them if the job sometimes involves mandatory overtime? That you sometimes handle hazardous chemicals? That breaks are scheduled and can't be flexible due to safety and materials compliance regulations?
When you're overwhelmed, it's tempting to hire the first person who wants the job. You may have a moment where you talk yourself into something that you know, deep down, might not be a great long-term solution. You're so focused on all their good qualities that you're not noticing the red flags. Similarly, they may be thinking that any pay is better than no pay, without even really asking themselves if they'll be happy with what you're offering in the long-term.
But the cost is high for hiring someone who isn't a good fit for the job. You'll pay to find, hire and onboard a candidate. But you'll also pay the cost of crisis when the employee leaves, or is fired, and you're short-handed, again.
So how can you avoid this; you can't completely avoid it, every time. Even the best hiring process may end this way sometimes. But you can dramatically increase the chances of finding a good fit for your team by being completely transparent throughout the entire hiring process.
Transparency means being completely honest: You aren't hiding anything and that you're ensuring you're being fully understood.
This doesn't necessarily mean you have to share everything you know with an employee. For instance, it wouldn't be appropriate to tell an applicant about the qualifications of other people who applied for the position. But, "transparency" does mean that you'll be honest about what you aren't sharing, and why you've chosen not to share it.
That sounds great, but what does that actually look like?
While you can't guarantee full transparency on the part of the applicant, you can exhibit it yourself. This sets the tone for the interview.
Here are some guidelines for encouraging clear, honest, transparent communication during the application process:
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Some companies do multiple rounds of interviews, in which case, you may want to save some of these conversations (like the tour through the workplace, or the oversight and management structure) for a later interview.
Remember that there is a good fit out there for you. Every workplace has challenges as well as advantages. Hiring is all about finding others who, like you, chose the kind of work you do because its challenges are fun and interesting and its benefits are uniquely satisfying.
If the first qualified person won't be satisfied long-term, keep looking. You'll be glad you did.
Remember that there is a good fit out there for you. Every workplace has challenges as well as advantages. Hiring is all about finding others who, like you, chose the kind of work you do because its challenges are fun and interesting and its benefits are uniquely satisfying.
If the first qualified person won't be satisfied long-term, keep looking. You'll be glad you did.
You can have the best strategy and the best building in the world, but if you don’t have the hearts and minds of the people who work with you, none of it comes to life.” -Renee West |
Choosing a Candidate
The purpose of hiring is to find the best fit for your position. But when it comes time to actually make the decision, we are often undermined by our own biases.
As you prepare to decide on the right candidate for you, you'll want to remind yourself throughout the process to focus objectively on the actual qualifications of the job and the candidate's investment in your mission.
As you prepare to decide on the right candidate for you, you'll want to remind yourself throughout the process to focus objectively on the actual qualifications of the job and the candidate's investment in your mission.
>> Evaluating resumés
Before you begin truly evaluating resumés, you may want to screen out any who are clearly not suitable for the position.
Look for the following:
Look for the following:
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Once you've whittled down the list a bit, you can start truely evaluating the resumés you have left.
This is often where unconscious bias in hiring rears its ugly head. We're all susceptible to it, but that doesn't mean we have to live with it. As much as possible, try to discount an applicant's name, age, photo or other personal details. These details won't indicate how suitable a person is for the position. If you're using a software system that allows you to omit these details completely while you're reviewing resumés, you should consider it.
To actually evaluate the qualifications of your candidates:
This is often where unconscious bias in hiring rears its ugly head. We're all susceptible to it, but that doesn't mean we have to live with it. As much as possible, try to discount an applicant's name, age, photo or other personal details. These details won't indicate how suitable a person is for the position. If you're using a software system that allows you to omit these details completely while you're reviewing resumés, you should consider it.
To actually evaluate the qualifications of your candidates:
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With your candidates in a general priority order, you're ready to start scheduling interviews.
Try to schedule interviews with at least your top 5 candidates, even if you feel most hopeful about one or two candidates in particular. Resumés and cover letters can only communicate so much and there are a lot of opportunities for unconscious bias to sabotage the process of resumé review. Give yourself options by giving potentially amazing candidates a chance to impress you in person.
Try to schedule interviews with at least your top 5 candidates, even if you feel most hopeful about one or two candidates in particular. Resumés and cover letters can only communicate so much and there are a lot of opportunities for unconscious bias to sabotage the process of resumé review. Give yourself options by giving potentially amazing candidates a chance to impress you in person.
>> Conducting interviews
As with resumé review, interviews offer the potential for unconscious bias to sabotage your hiring process. As much as you're able, keep your interview questions focused on the skills and competencies necessary for the job and on assessing the candidate's enthusiasm for your business and mission.
Make a point to prepare your questions in advance and unless you're asking a follow-up to an applicant's resumé or response to a question, make sure you ask all of your candidates the same questions.
When you're ready to begin your interview:
Make a point to prepare your questions in advance and unless you're asking a follow-up to an applicant's resumé or response to a question, make sure you ask all of your candidates the same questions.
When you're ready to begin your interview:
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When you're finished with the interview, thank the applicant for their time.
Even if you feel strongly about that person, you should finish conducting all of your scheduled interviews before making a job offer.
However, you should give the applicant a general timeline. Let them know when they should expect to hear back from you and how you'll get in contact with them. Then, make sure you do follow up with all of your candidates when the interview process is over.
Even if you feel strongly about that person, you should finish conducting all of your scheduled interviews before making a job offer.
However, you should give the applicant a general timeline. Let them know when they should expect to hear back from you and how you'll get in contact with them. Then, make sure you do follow up with all of your candidates when the interview process is over.
Onboarding Your First Employee
Think back on the various positions you've had throughout your career. What did you feel when you arrived on your first day? Were you excited? Nervous? Lonely? Suspicious? If the first days or weeks hadn't gone well, would you have considered leaving?
In many ways, hiring an employee is just the start. Very few employees arrive on Day 1 feeling completely invested in your company and committed to their role in it. For most people, it takes months to reach that point. Even those who are fully invested need to be brought up to speed on your company's standard procedures.
The start of a new job leaves a big impression on a new hire. If the first day goes well, they may decide to stick around for the first few days, then the first few weeks, and then a few months. If you do it right, you'll eventually end up with a deeply satisfied and engaged employee.
So what can you do to make that process a success?
In many ways, hiring an employee is just the start. Very few employees arrive on Day 1 feeling completely invested in your company and committed to their role in it. For most people, it takes months to reach that point. Even those who are fully invested need to be brought up to speed on your company's standard procedures.
The start of a new job leaves a big impression on a new hire. If the first day goes well, they may decide to stick around for the first few days, then the first few weeks, and then a few months. If you do it right, you'll eventually end up with a deeply satisfied and engaged employee.
So what can you do to make that process a success?
>> Principles for a successful onboarding process
The purpose of onboarding a new employee is three-fold:
The key to achieving all three of these objectives is regular, clear, and transparent communication, on both sides. You should be regularly checking in with your employee and regularly inviting feedback on the process.
- Help them get acclimated to your workplace: here's how we do things, this is who we are, and here's how you can help us achieve more.
- Help clarify expectations on both sides: here's what we need from you. Tell us what you need from us.
- Help the employee understand the value and purpose of their role within the company: help the employee make the transition from being "on the team" to being "one of the team." Making someone feel seen, heard, and appreciated makes all the difference.
The key to achieving all three of these objectives is regular, clear, and transparent communication, on both sides. You should be regularly checking in with your employee and regularly inviting feedback on the process.
>> Creating an onboarding plan
Formal onboarding plans list out exactly what you want to cover with your new employee, who is responsible for covering it, and when you're hoping to communicate the information. They keep you focused and ensure you'll hit everything you need to.
But, a formal onboarding plan won't include when that specific employee needs something repeated or when they're not feeling included in decisions. Just because you check every box on a formal onboarding plan doesn't mean you're creating a great onboarding process.
When you create an onboarding plan, you want to provide enough structure to make sure they're fully equipped while keeping it unstructured enough to personalize the experience as necessary and to not make people feel like a number.
But, a formal onboarding plan won't include when that specific employee needs something repeated or when they're not feeling included in decisions. Just because you check every box on a formal onboarding plan doesn't mean you're creating a great onboarding process.
When you create an onboarding plan, you want to provide enough structure to make sure they're fully equipped while keeping it unstructured enough to personalize the experience as necessary and to not make people feel like a number.
>> Planning a great first day
Creating a great first day begins before the employee arrives. When the employee accepts the job and you schedule their first day, communicate the following:
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In many companies, a first day includes an orientation.
Are orientations necessary? No. If you're working alone and you hire one other employee, you almost certainly won't put them through a formal orientation. However, orientations can be helpful in many cases.
If you choose to do a formal orientation, know that this won't replace personalized one-on-one training during the employee's onboarding period. Also know that this kind of experience can be alienating for new hires. It's lonely to sit in a quiet room and read policies, fill out paperwork, and watch safety videos. You should certainly include some in-person welcome addresses or presentations. The first few people the new hire interactions with can make them feel welcomed and connected to the team, even if they're mostly doing rote first-day-on-the-job stuff.
If you choose not to do a formal orientation, you'll still need to cover the first-day-on-the-job basics. This option takes more time if you're onboarding more than one or two people, but it's usually a nicer experience for the new hire.
Regardless of the option you choose, you'll want to cover certain things during an employee's first day on the job.
Are orientations necessary? No. If you're working alone and you hire one other employee, you almost certainly won't put them through a formal orientation. However, orientations can be helpful in many cases.
If you choose to do a formal orientation, know that this won't replace personalized one-on-one training during the employee's onboarding period. Also know that this kind of experience can be alienating for new hires. It's lonely to sit in a quiet room and read policies, fill out paperwork, and watch safety videos. You should certainly include some in-person welcome addresses or presentations. The first few people the new hire interactions with can make them feel welcomed and connected to the team, even if they're mostly doing rote first-day-on-the-job stuff.
If you choose not to do a formal orientation, you'll still need to cover the first-day-on-the-job basics. This option takes more time if you're onboarding more than one or two people, but it's usually a nicer experience for the new hire.
Regardless of the option you choose, you'll want to cover certain things during an employee's first day on the job.
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Begin by customizing the experience, when possible: This is hard with a large group, but essential if you're onboarding one or two. Ask the employee what they're hoping to get out of the day, how they learn best, and how much they like to be checked-in on. Then, show them that you're listening and you value their feedback by adapting in response.
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>> Beyond Day 1
You'll cover a lot on an employee's first day, so be prepared to answer some questions more than once, to show them locations in the building, or how to access an important system again. Don't worry if you have to repeat something once or twice; your new hire will be up and running before you know it.
After you've covered the first day basics, you can get started on your onboarding and training plan. Try to cover these things in small, manageable chunks so the employee can retain what they're learning. Remember to stop often to ask questions and check in.
It's easy to forget that a new hire is new if they catch on quickly and dive right into their responsibilities. However, they won't forget that they're new. Be sure to show your new hire that you value them be providing regular feedback and always make a point to recognize and praise them when they've done a great job. You can even add regular reminders to your calendar if you're the kind of person who forgets to do that naturally.
The onboarding process continues for months after a candidate is hired. You need to make intentional efforts to keep channels of communication open. If you're not sure how to start the conversation, use the questions below.
After you've covered the first day basics, you can get started on your onboarding and training plan. Try to cover these things in small, manageable chunks so the employee can retain what they're learning. Remember to stop often to ask questions and check in.
It's easy to forget that a new hire is new if they catch on quickly and dive right into their responsibilities. However, they won't forget that they're new. Be sure to show your new hire that you value them be providing regular feedback and always make a point to recognize and praise them when they've done a great job. You can even add regular reminders to your calendar if you're the kind of person who forgets to do that naturally.
The onboarding process continues for months after a candidate is hired. You need to make intentional efforts to keep channels of communication open. If you're not sure how to start the conversation, use the questions below.
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What Are The Next Steps?
Congratulations! You're an employer!
Having a team can be an amazing boon to your business. You'll have more people to help execute projects or create products. You'll have more people helping you solve problems and generate new ideas. You'll have more skills and expertise across your team.
Having a team also means you'll have to manage them, communicate clearly, and support their needs. This is the heart of human resources; learning how to take care of your team so that your team can take care of your business. If you feel equipped to manage your HR needs yourself, you're well on your way. But if you aren't an expert in human resource management or employment law, or you just want some outside help so that you can focus on growing your business, we would love to meet your HR needs.
Having a team can be an amazing boon to your business. You'll have more people to help execute projects or create products. You'll have more people helping you solve problems and generate new ideas. You'll have more skills and expertise across your team.
Having a team also means you'll have to manage them, communicate clearly, and support their needs. This is the heart of human resources; learning how to take care of your team so that your team can take care of your business. If you feel equipped to manage your HR needs yourself, you're well on your way. But if you aren't an expert in human resource management or employment law, or you just want some outside help so that you can focus on growing your business, we would love to meet your HR needs.
>> Ready for more?
The guidance of an experienced HR partner is essential for reaching your business goals. We've provided these free resources to help get your business off to a good start, but once you're up and running, we would love to take your business higher.
Our Go HIHR Online Community is designed to equip you with HR tools and guidance so you can lead and support your team most efficiently. The subscription includes monthly advisory sessions with a dedicated HR partner, in-depth articles, monthly live webinars, a community forum, tools, templates and more!
We also offer full-service HR support to clients of any size and industry. We have HR business partners across the country supporting many of our clients remotely and traveling when our clients request it. We're happy to handle all of your HR needs so that you're free to do what you do best.
Click the buttons below to learn more:
Our Go HIHR Online Community is designed to equip you with HR tools and guidance so you can lead and support your team most efficiently. The subscription includes monthly advisory sessions with a dedicated HR partner, in-depth articles, monthly live webinars, a community forum, tools, templates and more!
We also offer full-service HR support to clients of any size and industry. We have HR business partners across the country supporting many of our clients remotely and traveling when our clients request it. We're happy to handle all of your HR needs so that you're free to do what you do best.
Click the buttons below to learn more:
>> Want more free resources?
If you're still in the early stages of establishing your business, you may find our other free courses helpful. With our courses, you can plan to build a solid foundation for a healthy culture and sustainable growth before establishing your team.
