Hiring Your First Employee

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:

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.

>> 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:

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:
1. On what month you'll end your financial year
2. 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 and Worker's Comp ID number:

Every state handles taxes slightly different, but nearly every state requires businesses to pay income taxes, employment taxes and workers compensation. 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.
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.
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.

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.

>> 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.

>> 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.

>> 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.

>> 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:

Track employee hours
Calculate gross pay (hours, times hourly rate)
Calculate tax withholdings (use the W4s and 1099s)
Calculate deductions (based on your benefits package)
Calculate net pay (gross pay minus deductions and withholdings)
Write paychecks or initialize direct deposits
Deposit payroll taxes
Retain these records for at least 3 years

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:

Get focused: Think about where your business is now and where you want it to be in a year, or two, or five. How will the role you're looking to fill help you get there? What will this person contribute to your company's success? Write a single sentence that describes your biggest need that the person in this position will fill. Refer to this "focus statement" throughout the hiring process to help keep you focused.
Determine job duties: You'll need to decide exactly what your new hire will be responsible for. If you're not sure:
- Set a side a week (or at least one day) to log your tasks. Write down all the things you're doing now that you'd like the new hire to take over. Also, include a rough estimate of how long each task takes.
- What other tasks would you want to see done? How would you do this role if you weren't limited by time and expertise?
- Search online job listings for similar positions. Don't include a task or responsibility just because others have it listed. Include it only if you're sure it will help you grow your unique business.
- Take a look at the duties you've listed and prioritize them.
  - Which are mission-critical?
  - Which are nice to have?
- Do a final evaluation of the tasks listed.
  - Is it reasonable for a single role to be responsible for everything listed? If not, refer to the "focus statement" you wrote. Weed out any responsibilities that don't directly offer a solution to that need.
  - Is it reasonable to expect a person to complete all of these tasks during the time you're allotting whether it's 40 hrs per week or less if part-time? If not, eliminate tasks that are low on your list of priorities until you can answer "yes."
Determine the skills and qualifications necessary: All jobs require a unique set of hard and soft skills. Hard skills include tangible things that apply to this specific job, like "Quickbooks proficiency," "knowledge of cabinet working basics," or "experience with Hadoop." Soft skills are transferrable skills that will apply to any role or position, such as "leadership ability," "time management skills," or "the ability to perform under stressful conditions."
- Talk to employees who are already doing the job, or one like it. This can be employees at your company, if you have them, or other connections you have if this is your first hire for this position.
  - Which skills make them successful in this job?
  - What are the most difficult aspects of the job? How do they address these?
  - How much time do they spend on their main responsibilities?
  - What tools or equipment is necessary for the role?
  - What skills or competencies do they wish they had developed before taking this job? What have they learned since they started?
- Talk to supervisors, or potential supervisors, who will be overseeing the new position. If this is your first hire, this is you.
  - Why is it important to fill this position?
  - What perspectives, world-views or experiences are you hoping to add to create a more diverse and healthy team?
  - If you have other employees, what behaviors or tasks do you spend the most time addressing and correcting?
- Search online job listings for similar positions. As before, don't include a skill just because others have it listed. Include it only if you're confident it's relevant to this position at your company.
- Evaluate your list of skills.
  - Combine any similar skills, if you can, to create a concise list.
  - Make sure each skill you have listed is relevant. Will it directly enable the employee to fill the need you listed in your "focus statement?" If not, consider eliminating it.
Determine any requirements such as trainings or certifications, experience, physical abilities, and workplace or job hazards.
- Check state and local laws in your industry. Some industries are regulated and require certain certifications or training before being hired for a particular position. In this case, these should be non-negotiable requirements in the job description and you should clearly label them as such.
- Many job descriptions also list educational requirements or years of experience. Should you choose to do this, be sure that these requirements are absolutely necessary for the position. Many successful people have learned much on-the-job and outside of the traditional education system. Additionally, some people with 10+ years of experience have never challenged themselves in their role and therefore have 1 year of experience 10 times over.
  - That said, there are times when these requirements are necessary. For instance, a supervisor at a construction site may be responsible not only for the project but also for keeping your team and nearby bystanders safe, will have more knowledge of "all that could go wrong" and solutions for prevention with many years of experience in their work history.
- List any physical requirements of the job. Similarly to other requirements, be sure that these are absolutely necessary for the position.
  - For instance, most cashier positions would generally require long hours on your feet. However, you could accommodate a person with medical conditions that limit their ability to stand on their feet, and in a case like this, a hard-and-fast requirement is not only discriminatory, but also would rule out potentially great candidates.
  - On the other hand, if you're hiring someone for construction work, lifting 50 pounds safely is a reasonable requirement. It's essential to the job and helps potential applicants understand more about what will be asked of them.
Determine your budget and the position's “market rates”: Before you can begin interviewing, you'll need to have a sense of what you'll pay someone in this role.
- Check the federal and state minimum wages. You must offer this, or more, unless you're hiring an independent contractor, or the position makes enough tips and/or commission that results in minimum wage when divided across all the hours worked by the employee.
- Consider your budget and determine how much you're able to pay a new hire.
  - Be sure to factor in payroll taxes, insurance and any optional benefits like PTO.
  - If the position will directly generate revenue, for instance, if you're hiring a baker, you'll be selling their baked goods for profit, consider how much more revenue you'll generate with the contribution of the new hire.
- Research market rates.
  - Take a look at online job boards or connect with other business owners in your network to get a sense of what this kind of position is usually paid.

Once you've determined the parameters above, you're ready to write the description. A job description should include the following:

Job Title: Make this accurate to the role, but also something potential candidates might actually be searching for on job sites.
Tasks and Responsibilities: What will this person be expected to do? List these clearly and concisely.
Requirements: List educational requirements, experiences, certifications or additional training you require the applicant to have.
Physical Demands or Environmental Hazards: If there are safety hazards in the workplace, if the job is particularly physically demanding, etc., you should list this in the job description.
Compensation and Benefits: You don't need to list an exact number, but giving a salary range will help put some rails on the negotiation process. You'll also want to list any benefits you offer. Don't limit yourself to just medical, dental, and life insurance. Also, list less quantifiable benefits such as flexible scheduling, the possibility for remote work, education, or development stipends, etc.
Hours and Other Expectations: How many hours a week will this person typically work? Will you require overtime? If so, how often? Will the employee be required to travel? If so, how often and to where?
Evaluation Process: Who will determine if this person is successful in the role? How will that be determined? How often will you review this? What can the employee expect if they are performing well, and if they are performing poorly?

>> 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:

Include a summary statement: Describe the primary need you expect this person to fill and describe how it will contribute to the success of the entire company. This is also a great chance to convey your unique culture to the applicant, so talk about what sets your company apart and what you value.
Include how and when to apply: Make sure the applicant knows where to send their information, if you require a resume, cover letter, references, etc. and if you have a cut-off date for applying, be sure to list that as well.
You can choose to omit certain details: You may decide to omit details like salary range and reporting relationships, based on your unique situation. Keep in mind that if you choose to omit a salary range, you may miss out on your highest potential candidates, as they may not choose to apply without having a sense of the compensation upfront.

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!

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:

Ask about the applicant's expectations: If an applicant is honest about their expectations, don't discount them based on their answers. You're looking to answer questions and correct any misconceptions about the job and its a great sign if the candidate is willing to be honest with you now, with a potential job on the line.
- Asking these questions lets you address the candidate's expectations. It allows you to be clear about the realities of the job. Your responses will allow the applicant to decide for themselves if the conditions of the job are acceptable.
- To get a sense of their expectations, here are some questions you may want to ask:
  - "Why did you choose to apply to this company?"
  - "What part of this job is most exciting to you?"
  - "What are you hoping this job will do for you? Are you looking for specific career growth in this position?
  - "Is there a particular benefit or perk of this job that is most important to you?"
Talk about your mission and core values: If you haven't gone through our Core Values Workshop, you may want to before you begin hiring. Having employees who are deeply committed to your mission and values is essential, especially with your first few hires.
- Work these in naturally, if you can, and don't just state the value, but talk about what it means to you, why it's important, and how it will impact the candidate as they perform the job.

Talk about salary range and hours: Even if you can't quote an exact number, you probably have a general starting point or range in mind for the job. Similarly, you should know about how many hours you're expecting the position to be.
- If you didn't share that in the job description, you should now. It will be easier for you both to know early in the process if the candidate simply isn't willing to work for the offered salary.
- Be honest about the hours of a typical work week:
  - What are your regular office hours or work hours?
  - Is the employee expected to arrive and leave on time, or does your workplace offer some flexibility as long as the job is done?
  - Are lunches and breaks flexible, or are they at an assigned time?
  - Are there opportunities for voluntary overtime? Are there any situations in which an employee will be required to work overtime hours?
  - Do your hours change throughout the year, or from day to day?
  - Does the job require the candidate to travel or to be on-call? How are you planning to compensate for those hours?
Talk about communication and oversight: For many people, interactions with your coworkers or your boss can make or break a job. If you have the opportunity to introduce a candidate to the supervisors they would be working with, you should. But if you can't, help them form reasonable expectations.
- How will the employee communicate with members of their team?
- Do you have regular meetings? Are they scheduled by day, like every Monday, or by event, like the day you begin a new project or within three days fo completing a project?
- How do oversight relationships work in your company? Who will they report to? How will the supervisor support them and hold them accountable? How will they reach out to their supervisor when they need additional support?
Talk about training and benefits.
- What kinds of training is required to do the job? Will that be offered on the job or are there certain certifications or licenses the candidate is required to get on their own before they can be considered?
- Do you offer development training for your employees? Is this a paid, scheduled event, or is it an opportunity that employees can pursue on their own, outside of work? Do you offer a continuing education stipend?
- Are there other perks or benefits you offer your employees?
Talk about work environment, safety concerns, and any equipment or technology involved in the job.
- Describe the work environment. What kinds of hazards exist and what has your company done to create a safe environment? How will the employee be expected to handles workplace hazards?
- Are there specific pieces of equipment the employee is required to operate? Do you have specific software the employee will be required to use? Describe the requirements and how often the employee will be using them.
- If you're able, walk the applicant through the workplace. They'll be spending a lot of time there and it will help them to adjust their expectations early on.

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.

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.

>> 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:

Are they actually applying for your position?
- If the applicant included a cover letter, this is a great sign. It's probably very specific to the position you have open.
- If not, read the resume and consider if this person is actually applying for your position or if they've simply emailed resumes to every job listing they can find.
- If this is your first employee, you'll be better off hiring someone who is just qualified but invested in your company than someone who is exceptionally qualified but not deeply engaged in your mission.
Look at the details.
- If you're not hiring a copywriter, stunning vocabulary and impeccable grammar are probably not your highest concern. However, if a resumé is filled with blatant errors, it may indicate the candidate didn't bother to check it and may indicate that they aren't especially invested in the position, or that they aren't a particularly detail-oriented person.
Check their qualifications.
- It's easy to judge someone by their resumé, but you'll miss out some great candidates by discounting people too quickly. That said, if a person's resumé clearly indicates that they are under-qualified for the position, you can and should move on in your search.
Take notes for the interview.
- Once you've decided on a short list, you'll want to start preparing for interviews. The following aren't reasons to turn down a candidate, but they are reasons to ask follow-up questions in an interview:
  - Large gaps in employment or overlaps in employment
  - Vague job titles or duties
  - Unusual changes in career or compensation. Did a person take a step back in their career? Did they make a major career change? Did they go from a high-paying position to a lower-paying one?
  - Reasons for leaving past jobs
- Remember not to judge the above, there are good reasons a person might have each of these on a resumé. Again, these are not good reasons to turn down an applicant. However, these can, in some cases, be indicators of major red flags, so you'll want to make a note and follow up in an interview.

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:

Prioritize the necessary qualifications for the position: What is the MOST important skill for this position? What is second? Which are the skills that are just "nice to have?"
Rate the candidates on these skills as indicated by their resumé and cover letter.
Order your candidates, based on their ratings: Your candidates who rated highest in the most important skill should be first and those who rated highly in the next most important skills should be first among that group. Then come those who rated less highly on the more important skill, as so on.

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.

>> 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:

Prepare for each candidate in advance: In addition to the questions you plan to ask everyone, make sure you read over each candidate's cover letter and resumé before each person's interview and note anything you find there that you'd like to ask about.
Begin by setting expectations: If you haven't yet, read through the previous section entitled "Finding a Fit :Transparency in Hiring." Take the time to ask an applicant about their expectations and take the time to establish your own. Don't evaluate a candidate's fitness for the job if their expectations differ from yours but do adjust their expectations appropriately.
Evaluate their qualifications: Use the same system you used when evaluating resumés. Use your prioritized list of required skills and then rate the candidate on those skills.

Use the following questions, if you need inspiration, and adapt as necessary to use when interviewing an applicant.
- How did you hear about this position? Why are you interested in our company specifically?
- What are your ultimate career goals? What do you want to be doing 5 years from now? How do you believe this position will get you closer to that goal?
- What are you most proud of in your career? Why? How did you achieve this?
- Tell me about a time when you didn't have the support or resources to complete a job or project. How did you react? How did you resolve the situation?
- Describe the biggest mistake or oversight you've made in a previous position. What was the impact of the mistake? What did you learn? How did you respond after you realized the mistake?
- Tell me about a time when you were faced with a difficult decision? What did you decide and why? What did you decide against, and why? What was the impact of the decision on you? On your team? On your company?
- What was the biggest challenge of your previous position? How did you tackle that challenge?
- What was the most rewarding aspect of your previous position? Why?
- What do you value most in a job?
- Why are you leaving your current position?

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.

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?

>> Principles for a successful onboarding process

The purpose of onboarding a new employee is three-fold:

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.

>> 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:

What should they bring with them?
Do they need to prepare anything for their first day?
When should they arrive?
Where should they report on their first day?
- Where should they park?
- Where should they enter the building?
- Will anyone be available to meet them? Who should they ask for?
- Who should they call in the case of an unexpected delay?
What should they wear?
What kinds of activities should they be prepared for?
Should they bring lunch or will you be plan something special?

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.

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.

Communicate your vision and mission: This shapes an employee's experience, so address it early.
- Why does your company do what it does?
- How will they fit into the vision?
- Why should your mission matter to them?
- What opportunities are there for them in the long-run?
Communicate policies and expectations: If you have an employee handbook (and you should) this is a good time to go over the policies therein:
- Walk them through the clock-in and clock-out procedures and let them know how to call off when they need to.
- This is also a good time to talk through emergency and safety procedures. Show your new hire the emergency exits and the location of any safety items like eyewash stations, safety goggles, fire extinguishers, first aid kits, etc.
- Go over what to expect on payday. When are check available and where? Are there procedures for claiming your check? If the funds go through direct deposit, when do the funds usually show up?
- Cover any policies for making or receiving personal phone calls or emails at work, as well as any expectations regarding the employee discussing work with people outside of the company.
New hire paperwork: Everyone's got to do it. If you omit this, you risk significant fines. Make sure each new employee fills out:
- An I9 form
- A W-4 form
- A signed job offer or contract
- An emergency contact form
- A direct deposit form (optional)
Show them around the building: Give your new employee a tour of the building, including the break room, the workspaces, the bathrooms, etc. Be sure to point out the offices of anyone the employee may need to reach out to for support.
Have their workspace prepared for their arrival: I
- f you work in an office environment, have a desk, phone and basic office supplies ready and in place. You should also have your new employee set up on as many internal systems as possible, for instance, email, software systems, time clocks, etc., so they're ready to jump right in.
- If you work in a non-office environment, it's still important to have a workspace prepared. This might mean having a toolbox prepared, having a cash register ready for them to train on, having their safety boots and goggles ready for them, or whatever it looks like for you to have a workspace ready for them on Day 1.
Cover entrance or security procedures.
- Will the employee need a key card or code to enter the building?
- Are certain doors alarmed? Are certain areas restricted?
- If the employee needs to take a picture for a directory or security system, try to take the time to get a picture they're happy with, this lets them feel like they're putting their best foot forward.
Go over job duties and responsibilities.
- What will be expected of the employee?
- How quickly will they need to be "up and running" on their own?
- How do their duties, when done successfully, support the rest of the team?
- How do their duties, when done poorly, hold the team back?
- How, and how often, will their performance be measured?
Make some introductions: Introduce the employee to anyone they'll be directly reporting to, anyone who will be directly reporting to them, or any others on the team they'll be working with closely. If possible, make pictures of your team, with names clearly labelled, available for the new hire. It's hard to learn a lot of names quickly and nothing makes a person feel more alienated than being the only one who doesn't know everyone's names.
Go over communication routines.
- Where can the employee find important information?
- Do you communicate through emails, or is there a centralized place you post important information?
- Where do you typically hold regular meetings?
- If they need to get a hold of another person or schedule a time to meet, what's the best way?
Plan Lunch! Lunch can be a really uncomfortable moment on a person's first day, especially for people who are naturally shy or who struggle with social anxiety.
- If you're able, to take your new hire to lunch or to arrange a special lunch for them on their first day. If you can, invite anyone they'll be working with closely so they can start to get to know everyone and feel connected.
- If you can't take them to lunch, try to make introductions at lunchtime to make finding someone to eat with as easy and stress-free as possible.

>> 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.

Anytime and everytime:
- What questions do you have for me?
- How are you feeling about your responsibilities?
- Do you need any additional resources or support?
During the first few days:
- What are you learning so far?
- What about this role are you most excited about?
- Is there anything you think will be especially difficult?
- Who have you met so far? Is there anyone you haven't been introduced to that you would still like to meet?
- What kinds of work or projects are you most excited to get started on?
After the first few weeks:
- Do you feel like you've been trained and prepared for what will be asked of you?
- Is there anything we should have communicated better?
- Do you need anything repeated or demonstrated again?
- Is there anything for which you wish you had more detailed training?
- Are there team members who have been especially helpful in the training process?
- Do you feel like you understand what we do here and why what we do is important?
- Do you feel like you understand your role here? Do you understand how your work is important to the rest of the team?
After the first few months:
- Do you think we clearly communicated the expectations and realities of the job?
- Were you surprised when you arrived?
- Was this what you were hoping for?
- Do you feel like you have a clear understanding of how to do your job?
- Do you understand how you job will grow over the next few months or years?
- Do you have a sense of where you want to end up, career-wise? Do you feel like you understand how to get there? Have you talked to the people you need to to get started on that path?

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.

>> 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.

We 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.

Contact us 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.

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