Make arrival clear
Confirm the place, time, first contact and how to reach them. Explain what to bring and what the first day will involve.
Resources New starter successA good start.
FREE NEW EMPLOYEE ONBOARDING CHECKLIST
A good start.
Support that
follows through.
Help a new colleague find their feet. Prepare the first day, make the work clear and keep the conversation going through weeks four, eight and twelve.
8 practical pages · Word & PDF · Free · No signup
01 · THE ONBOARDING CHECKLIST
Make the first week
easier to navigate.
Give each preparation task an owner and a date. Check that it has actually happened, then ask the new starter what is still missing.
Have the basics ready
Prepare equipment, approved access and the current instructions for the first tasks. Give outstanding items an owner and a date.
Arrange someone to show the work
Choose a colleague who can demonstrate the job and answer questions. Make time for the instruction and supervision the role needs.
Book the conversations
Put the four-, eight- and twelve-week reviews in your plan. Agree how the colleague can ask for help between them.
Welcome them personally
Introduce the people they will work with and explain who can help with different questions. Make sure they know how to contact you.
Explain the first priorities
Describe the first tasks and what good work looks like. Keep the starting point manageable and explain anything unfamiliar.
Check access and equipment together
Ask them to find the instructions and try the approved tools they need. Resolve gaps rather than assuming the setup is complete.
Make room for their questions
Demonstrate the first task, invite questions and ask what still feels unclear. Agree the next check-in before the day ends.
Let them practice with support
Make time to try the work after a demonstration. Check what was clear, what was difficult and what further guidance would help.
Follow through on your promises
Review the equipment, access, examples or practice time you agreed to arrange. Explain any change and agree the next step.
Notice useful progress
Be specific about what they did well and why it mattered. Ask how they prefer to be thanked; early progress deserves attention too.
Hear their experience
Ask what has been harder than expected and what would help. Record their view and agree the next priorities and check-in.
Adapt the checklist to the role. Follow your organization’s separate employment, safety and training requirements.
02 · FOUR, EIGHT AND TWELVE WEEKS
Keep the thread
between conversations.
Bring the previous notes and actions. Give the colleague time to explain their experience, notice progress and agree what each of you will do next.
Settle into the role.
Check the foundations: expectations, equipment, information and someone to turn to.
“What has been harder than you expected, and what would help?”
Build confidence.
Review what has changed and whether the support promised at week four has arrived.
“What feels easier now? Which of my commitments still needs attention?”
Plan the next stage.
Reflect on progress since joining and agree the support and development needed next.
“What should I keep doing or change to help you succeed from here?”
The same format. A connected conversation.
Each review has a matching action sheet, with the colleague’s view, manager feedback, an owner and a date. Share the notes and record differences of view fairly. If help is needed sooner, provide it sooner.
03 · MAKE THE HELP CONCRETE
Show the work.
Make time to practice.
Before expecting someone to work independently, check what they have actually been shown, what they have tried and where they still need guidance.
A FICTIONAL NEW STARTER EXAMPLE
“I’m not sure what to include in a customer update.”
Jordan has been asked to send a clear end-of-visit update but has not seen a finished example. The manager agrees to demonstrate it and review a practice update together.
This is an example of specific support, not a customer story or a claim of results.
THE MANAGER’S COMMITMENT
“I’ll walk you through two examples on Tuesday.”
- ShowThe manager explains what to include and why.
- PracticeJordan drafts an update with the examples available.
- Check togetherThey review it on Friday and agree any further help.
A useful commitment says what, who and when.
EVERYDAY SUPPORT IN NEWSANDWINS
Help them find
the information they need.
The toolkit supports your conversations. NewsAndWins gives the team a shared place for everyday instructions, updates and recognition.
Keep general guides together
Use the Library for current instructions and shared team resources. Show the colleague where to find the right version.
Make changes clear
Use team messages and announcements for everyday updates. Ask the colleague to explain the next step; an acknowledgment alone does not show understanding.
Recognize useful progress
Where appropriate, share a specific contribution through Recognition, respecting how the colleague prefers to be thanked.
Keep completed personal reviews private.
Store completed review sheets and personal development notes in your organization’s appropriate private record system. Published Meeting notes in NewsAndWins are shared across the workspace.
04 · THE COMPLETE NEW STARTER KIT
Ready for the
first twelve weeks.
Eight editable pages: preparation, first-week support and matching four-, eight- and twelve-week reviews with action sheets.
Each review includes a separate action sheet. Use the same format to carry commitments from one conversation to the next.
A FEW PRACTICAL QUESTIONS
Useful to know.
What belongs on an employee onboarding checklist?
The practical arrangements that help someone begin their role: arrival details, people to ask, equipment and approved access, current instructions, guided practice and planned conversations. Give each item an owner and a date, and adapt the list to your organization and role.
Is this a 30/60/90-day review plan?
No. These reviews take place at four, eight and twelve weeks: 28, 56 and 84 days. Keep those dates clear. If your organization uses a different schedule, adapt the timing deliberately rather than treating the labels as interchangeable.
What if the new starter needs help before the next review?
Arrange it now. The review dates help you follow through; they are not a reason to delay guidance, equipment or a conversation. Record the immediate help and check whether it was useful.
Does NewsAndWins run or store these reviews automatically?
No. These are downloadable Word and PDF resources. They do not create in-app review workflows or automatically save completed employee records. Keep completed personal reviews in your appropriate private record system.
Does the twelve-week review decide employment status?
The worksheet supports a conversation about progress and next steps. Follow your organization’s separate process for formal employment decisions.
BRING YOUR TEAM TOGETHER
Make good communication
part of the working day.
Explore how NewsAndWins supports team updates, shared information and recognition.
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