Welcoming Your New Employee


(Acceptance to first day)

Nuts and Bolts

If there are any new hire forms that may be completed prior to the first day, please make them available to the new hire.

You need to make sure the person’s workspace is set up with all the equipment as well as their:

  • ACE account
  • UNLV email account
  • Keys and access card
  • Business cards

Please reach out to the new hire to confirm their start date and answer any questions to show interest in them. A personal experience can go a long way.

Benefits Class

Encourage your new hire to register for and attend a benefits class. During the class, the new hire will be able to enroll in the university's health and retirement plans. A benefits representative will be available to review the benefits, answer questions, and help the new hire to complete any forms.

First Day

Welcome your new employee as soon as they arrive. They should be welcomed with sincere excitement to break the ice. Show them a few key areas that they need to know to conduct their immediate job duties - this is good for the first day; they can find the rest as they settle in. You don’t want to overwhelm them with too much information.


The earlier our new employee gets to meet their colleagues, the faster they will acclimate. It is best for experienced employees to do something fun and surprising for their new colleague. This will help to put any initial fears to rest.

Show them their workspace and surprise them with some simple university branded gifts (i.e. mug, hat, or shirt). A fully equipped work area with gifts will make any new hire feel like they are part of a family.

Within their first few days, take them out for lunch or coffee. A meal with all of the new hire’s colleagues for a small department or program is wonderful, but coffee with an individual colleague can also be a nice treat. This will help with integration and will foster productivity.

Complete the necessary documentation. You should make sure the new hire brought any documents you had them complete as part of a pre-boarding process, finish filling out any other necessary forms to finalize their employment contract (e.g. I9, W-4, etc.), and review the onboarding checklist.

Certain populations may need special instruction (i.e. Academic Faculty may need to know about how to handle issues pertaining to students with disabilities, and how to submit grades, allow late enrollees into class, or use web-campus).

Ensure your new employee receives:

  • RebelCard
  • Cyber security training
  • FERPA training scheduled (if relevant)
  • PCard training scheduled (if relevant)

Take your new employee on a campus tour or encourage them to take one offered by the Office of Admissions.

First Month

Simple Tasks

Simple tasks build confidence, and a new employee can use a confidence boost during their first few weeks. The sense of accomplishment they feel after succeeding will help them handle more difficult jobs down the line. In the event the employee is switching careers and learning on the job, assign an enthusiastic colleague to guide them as often as necessary. Not only will they develop a sense of productivity, but they will also feel like a real member of a team in their new position.

Weekly Check-Ins

It is easy to leave a new hire to learn the ropes on their own, but that is not the most productive way to ensure continual integration. Schedule meetings, no matter how brief, to find out how your new employee is doing, and document and address any concerns as soon as possible. These meetings need to be frequent – at least once each week for the first several weeks. Managers should discuss any progress made toward completing the onboarding checklist as appropriate.

Enable a Community for Ongoing Support

Relationships are a key aspect of our culture and success.

You should start introducing the new employee to internal and external constituents who work with us, or to whom we provide service, outside of their immediate co-workers and colleagues.

  • This helps to boost confidence.
  • It assures them of their relevance.
  • It further increases their commitment.

The earlier they get familiar with our culture, the faster they can begin to perform at the highest levels.

A Part of Something Special

New hires are under pressure during their first several weeks. Even though they try to hide it under smiles and enthusiasm, they may still feel lost once in a while.

As the supervisor, please communicate the importance of their contributions and encourage them through any errors, emphasizing how they are important to what we are trying to accomplish. They’ll feel more at ease handling tasks if their support system is solidly in place.

First Few Months

Individual Attention

Continue to schedule more one-on-one meetings with your new employee. The new employee may already be getting comfortable with the job, but it is necessary to continue meeting with them to discuss their opinions about the work environment and progress. It also gives them the impression that what they are doing is important.

Job Shadowing

Whenever possible, arrange for the new employee to shadow more experienced staff while they undertake more complex tasks.

Job shadowing is an effective =means of learning for new employees than conventional training. They learn faster as they see these tasks handled.

Introductions to Higher-Ups

Every employee enjoys the ideas of growth and promotion. Senior members of our staff embody that dream of growth, and they should be made available to meet with your new employees. This will not only foster a sense of belonging, but also motivate them to perform optimally so they can work their way up to that position.

First Six Months

Document Goals for Growth

As a supervisor, discuss growth prospects with your new employee. This may have been discussed previously, but now it should be based on the implementation of plans as it relates to the employee.

This is important because you need to plan their growth along with their own personal goals. When our goals are in alignment, their contributions become more effective and retention increases.

“Train people well enough so they can leave, treat them well enough so they don’t want to.” – Richard Branson

Cultivating Talent

We need to emphasize that a crucial component in growing our university is growing our current talent. We have to make an investment in our current employees. Investment in growing talent through training can significantly impact an employee’s commitment, but only if they are aware of the investment.

Social events and activities are also very important to build moral such as an office picnic, team-building activities, intramural sports (internal), or the Corporate Challenge (external).

First Year

Professional Development and Goals

Even if you have arranged for these kinds of activities before, an employee who has stuck around for more than six months is sure to have changed, even if just a little bit. Being here may have altered their initial decisions concerning growth now that they have an insider’s perspective.

Work with the employee to develop new plans for professional and personal development and seek means to chart them along and provide support.

Expand their Vision

Introducing functional training (for performance) is a good way to help employees develop a strategic understanding of their role and career path. Providing tactical skill development and visibility into the broader organizational structure will support more effective decision-making.

Involvement in Planning

Communicate in clear terms that you want your new employee to stick around for a long time. They will feel flattered!

Involve them in your plans for the upcoming year. This will send a strong message about how much you value their input and also provide the opportunity to suggest better ways to put their skill to use. Most employees want to be included in decisions that directly involve them.

Celebrate and Recognize

Encourage and reinforce motivation by celebrating the efforts and achievements of your new employee. Appreciating their contributions is a sure way to boost their dedication and build their self-confidence among their peers as they carry on with their daily assignments.