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Welcoming and Orienting
A NEW TEAM MEMBER to Cornell:
A Manager’s Guide
Table of Contents
What is Onboarding? ....................................................................................................................................... 3
The Importance of Onboarding Each New Team Member .............................................................................. 3
The Manager’s Role in the Onboarding Experience .......................................................................................... 3
Onboarding Your New Team Member At-A-Glance ......................................................................................... 4
Tips for Successful Onboarding of a New Team Member ................................................................................ 5
New Team Member Success Plan ..................................................................................................................... 8
Pre-hire Checklist for A New Team Member .................................................................................................. 10
First Day Checklist .......................................................................................................................................... 12
First Few Weeks Checklist .............................................................................................................................. 13
First 90 Days Checklist .................................................................................................................................... 14
Questions to Ask During New Team Member’s Check-in Meetings ................................................................ 14
Appendix ....................................................................................................................................................... 15
Additional Resources for Managing Remote Employees ............................................................................... 16
Diversity and Inclusion are a part of Cornell University's heritage. We are a recognized employer and educator valuing AA/EEO, Protected Veterans, and Individuals with
Disabilities. We also recognize a lawful preference in employment practices for Native Americans living on or near Indian reservations.
Cornell University embraces diversity and seeks candidates who will contribute to a climate that supports students, faculty, and staff of all identities and backgrounds. We
strongly encourage individuals from underrepresented and/or marginalized identities to apply.
Updated 04/15/2022
Page 3 of 16
What is Onboarding?
Whether a new hire or a new transfer is working onsite, remotely, or in a hybrid position,
onboarding is the process of welcoming new team members to the University and their work unit
and team. The keys to this process include helping the new team member understand job
expectations and how their position aligns with the University’s mission, guiding them in
navigating Cornell’s culture, and quickly equipping them with the knowledge, skills and key
relationships to be successful in their new job. At Cornell, the onboarding process begins during
recruitment and continues through the first year of employment. Successful onboarding requires
a well-coordinated partnership between the hiring manager, local and central human resources,
and other support such as IT. This guide focuses specifically on the manager’s role during the
first 90 days of employment for new team members. The manager plays a vital role in the new
team member’s overall experience.
The Importance of Onboarding Each New Team Member
Onboarding:
•
Helps establish a strong sense of belonging, connection, and engagement
• Enables a new team member to get up to speed and fully contribute more quickly;
• Improves overall job satisfaction;
• Builds a more cohesive team and raises team productivity;
• Supports an increase in employee retention
• Reduces high turnover costs; and
• Maximizes the long-term savings gained by hiring and retaining new talent.
The Manager’s Role in the Onboarding Experience
Best practices and survey data demonstrate managers play a critical role in a
new team
member
’s experience and success. As a manager, your role is to facilitate the process from
start to finish. Included in this document, you will find tools and best practices to help you:
• Prepare and plan for the first 90 days of your new team member’s experience at Cornell.
• Bring your new team members up to speed with the policies, processes, culture, key relationships,
expectations, and day-to-day responsibilities of their position and your department/unit.
•
Ensure new team members feel welcomed and engaged; reinforce their decision to join your
department/unit and Cornell University.
Page 4 of 16
Onboarding Your New Team Member At-A-Glance
When
Objective
Summary of Activities
Pre-Hire
Create a strong first impression.
Ensure the new team member
has all the tools necessary to
perform their job on day one
and all administrative
requirements are completed.
Support the set-up of their workspace (remote
or on-campus), especially computing
equipment needed to connect on their first day
Communicate the arrival of the new team
member
Plan welcome events (virtually or in-person)
Develop Onboarding Plan
Schedule trainings (virtually or in-person)
First Day
Welcome the new team member
and complete administrative
tasks.
Introduce to colleagues
Meet to review expectations and
Onboarding Plan
Make sure employee is set up to access all
systems and collaboration tools
Provide a tour of the home base on campus
(virtually or in-person)
Share mission and organization of University
and Unit
Plan for new team member’s welcome event
like a lunch, coffee break, or meet & greet
(virtually and/or in-person)
First Few
Weeks
Assist the new team member
with
learning about their job, their
work group, department/unit, and
the University.
Share policies, practices, and procedures
Communicate unwritten policies and
practices of the department/unit
Share network or resources
Provide trainings (virtually and/or in-person)
Begin introduction meetings with key partners
and stakeholders
First 90 days
Establish regular communication
channels and communicate
expectations and requirements.
Help the new team member feel
like a part of the unit/college
and University.
Schedule regular one on one meetings
Provide feedback on performance and
progress
Check-in on Onboarding Plan and how the
new team member is doing
Continue introductions of partners and
stakeholders
Page 5 of 16
The Case for Great Onboarding at Cornell …
A Note About Onboarding a New Remote Team Member …
Tips for Successful Onboarding of a New Team Member
You have spent a lot of time and money to recruit your top candidate, but you are not done yet. The recruitment
process continues well into their first few months on the job. In fact, studies have shown that new employees
(87% of them, according to a study by the Aberdeen Group) are not fully committed to the new job for the first six
months. So while your new team member is still evaluating whether they made the right decision, be sure to
follow these tips for success.
Let Them Know We’re Glad They’re Here.
Mail them a special rate welcome package from the Cornell Store to show them gratitude for accepting the role. It
also builds a sense of connection to the University - Cornellstore.com/Employee Welcome
Send a notice out before the new team member starts to inform co-workers and other key people of the new
team member and their job responsibilities. Be sure to include their preferred pronouns. (See the Appendix for
sample letters to send out.)
Send a note to the new team member through the Appreciation Portal to help promote Cornell’s culture of
appreciation.
A 2014 study of Cornell new hires found a strong correlation between employees who
reported people in their workgroup "helped bring them up to speed in their job" and
"helped to navigate how to get things done at Cornell" and feelings of “belonging at
Cornell,” willingness to “recommend Cornell to a friend,” and “seeing themselves still at
Cornell two years from now.”
Eighteen months later, those who had reported they had an effective department
orientation were significantly more likely to have been promoted and those who had
reported they did not "see themselves at Cornell two years from now" were significantly
more likely to have left Cornell.
Hiring and onboarding new employees completely virtually is a new concept for most employers. The
number one thing to remember is that you're building a foundation for the new hire to have new
relationships in the workplace and helping them to have a voice, which is even more important when
they are remote.
- Society of Human Resource Management (SHRM)
You’ll see enhanced tips for onboarding your remote team members marked with an
Ʀ
.
Page 6 of 16
Get Them Ready for Work.
Ensure the new team member has all needed supplies/tools/equipment (i.e., computer, , phone, software, access to
required systems, etc.) ready and working BEFORE the first day. For remote team members, ship in advance of
their start date.
Ʀ
Discuss the new team member’s workspace needs. Set up a remote and/or on-campus ergonomic appointment
through the Cornell Musculoskeletal Injury Prevention Program (MIPP)
. For on-campus or hybrid team members -
have an assigned work area ready for them and a place for them to put their personal belongings. For a remote new
team member - Provide them with information to order a work chair and/or desk if needed.
Ʀ
Arrange for training on how to use preferred communication methods, file-sharing, systems, collaboration tools,
and cybersecurity programs. Provide manuals and a contact to help with setting up software.
Schedule role-specific and mandatory university trainings for the new team member. Allocate time for them to
fully participate in the programs.
Review information about the University and the unit/department with the team member. Discuss the university
and department’s mission and values and how their role aligns with them. Explain how their projects support the
department’s goals.
Be clear about expectations. To avoid any misunderstandings with new team members, be sure to communicate
Cornell’s policies and your department’s expectations from the start. For new remote team members, be clear
about when they must be online or available. Be mindful of time zones.
Ʀ
Be There.
Schedule your new team member to start work on a day/week you know you will be available (i.e., not on vacation,
traveling on business, back-to-back meetings).
Schedule regular check-ins to review projects and concerns the new team member may have. With a remote team
member, use the video feature as much as possible since there are fewer face-to-face interactions. Remember
the new remote team member is navigating their new environment without the benefit of face-to-face
meetings.
Ʀ
Create a space for your new team member to ask how things are done. Don’t leave new team members to guess
about these issues; doing so can create ambiguity and stress. Talk about what is typical and atypical across
various departments and programs. Spend more time with a remote team member to make up for advice that
may be shared in passing in a face-to-face environment.
Ʀ
Teach them about Cornell culture. Provide clear guidance around norms that are often taken for granted — the
University’s culture and level of formality, dress code, virtual etiquette on videoconferences, and messaging
norms.
Schedule time following meetings and activities to debrief the new team member on the experience. Share
observations and provide context for exchanges occurring during the meeting.
Page 7 of 16
Build Connections & Collaborations.
Connections and collaborations are important for ALL New Team Members, especially our
remote team members.
Hold frequent, short team meetings (i.e., daily, weekly, or bi-weekly) to connect the new employee with their on-
campus and remote co-workers. Focus some of the meetings on building social connections by scheduling
“getting to know you” activities. When possible, keep cameras on. Prior to the first meeting, give the new team
member background about the team, its purpose, accomplishments.
Ʀ
Utilize MS Teams to build a team space for remote, hybrid, and on-campus team members. Get into the habit of
providing virtual options for all meetings, programs, and other opportunities.
Ʀ
Conduct short meet and greets virtually or in-person with people from different departments to familiarize your
new team member with key stakeholders and educate them on the inner workings of the University. Consider
providing a list of stakeholders.
Ʀ
Assign a colleague to serve as a buddy (virtually or in-person) for your new team member. Choose a positive,
engaged person who is willing to regularly check-in to share cultural norms, connect them to Cornell resources,
and be a safe sounding board. Ensure the person is committed and has the focused time to spend on the team
member.
Ʀ
Begin sharing the learning resources available (eCornell, public lectures, etc.). Encourage new team members,
especially those who are remote, to attend the broad range of virtual programs available to them.
Ʀ
New team members, especially those who are remote, tend to feel anxious about their level of contribution to
their new team. Identify a few quick projects aligned with your new team member’s strengths to help them feel
confident and valued as a team member.
Ʀ
Identify opportunities for the new team member to work with others outside their immediate workgroup through
either committee or project work.
Ʀ
Page 8 of 16
New Team Member Success Plan
Whether they are a new hire or transfer, located on-campus, remote or
hybrid - documenting and sharing pre-established goals and success
points for the first 90 days will create a foundation for success for your
new team member.
Name Today’s Date
Position Start Date
TOP 4 POSITION-SPECIFIC KNOWLEDGE/SKILLS:
1.
2.
3.
4.
Use additional pages if there are more than 4 of these to focus on in the first 90 days.
FIRST 30 DAYS
Success looks like... (What will the new team member have learned or done?)
Others or I will help our new team member achieve success by...
FIRST 60 DAYS
Success looks like... (What will the new team mber have learned or done?)
Others or I will help our new team member achieve success by...
Page 9 of 16
FIRST 90 DAYS
Success looks like... (What will the new team member have learned or done?)
Others or I will help our new team member achieve success by...
ADDITIONAL GOALS AND TRAINING
Other goals for the new team member include...
Others or I will help our new team member achieve success with these goals by...
Specific training needs or action plans to achieve the goals are...
Page 10 of 16
Pre-hire Checklist for A New Team Member
The checklist below will guide you through key tasks to complete prior to the new team
member’s first day. This is a valuable list to review in partnership with others such as your HR
representative, IT support, and your department administrative manager.
Administrative:
Create a transition plan for the new team
member and those currently handling the tasks of
the position. Define a timeline for how each task
will transition to the new team member, what
resources are needed to complete the tasks on-
campus or remotely, who will be responsible for
training, and who will communicate the plan to
departments and colleagues across campus.
Add the new team member to Outlook Calendars
in the work group as needed.
Update internal communications, distribution
lists, and email lists with the new team member’s
contact info, (include the location, and time zone
for remote team members).
Ʀ
Tech:
Telephone software request and long distance
capability if required.
Personal computer set-up. Best to order computer
as soon as the position is posted. For remote
employees, provide CIT with the shipping address
once the remote employee is confirmed.
Ʀ
Establish computer system and security accounts
needed to perform the job.
Arrange for a Tech Support Consult for the
morning of the new employee’s first day (and
earlier for a new remote team member). Make
sure they can successfully connect to all your
team collaboration tools and other systems and
resources such as the VPN if applicable.
Ʀ
Workspace:
Order keys and security codes if relevant
Order name plate for office area
Prepare workspace: set-up, clean, and organized
Order uniforms if applicable
Set-up an ergonomics appointment
Musculoskeletal Injury Prevention Program (MIPP)
Review security of the remote location. Do others
have access to the area? Set expectations.
Ʀ
Supplies:
Request procurement card and Travel and
Meal Card if relevant
Order nametag, and/or business cards if
appropriate.
Accommodations: If the employee has requested
workplace accommodations, arrange for them in
advance.
Work Assignments:
Plan initial assignments: As the manager, be
sure the new team member has the tools and
information to complete their first assignment
successfully; this will set the tone for productive
manager-employee interactions to come.
Staffing:
Identify “buddy”- someone in the college/unit to
serve as an orientation guide to answer
questions and inform the person virtually or in-
person.
Page 11 of 16
Pre-hire Checklist for A New Team Member
(continued)
Welcome Plan:
Plan a welcoming introduction for your
workgroup virtually or in-person (i.e. coffee
break, meet and greet).
Plan the new team member’s virtual welcome
lunch, who will participate (just the workgroup
and/or other guests), what icebreakers can be
planned. For the remote employee, learn what
food delivery options are available.
Ʀ
Plan your schedule so you can spend time with
them at the beginning and the end of their first
day (virtually or in-person).
Communications:
Call the new team member a day or two
before their start date to answer immediate
questions and invite them to call with new
questions.
Send out an announcement to welcome the
new team member into the organization,
briefly describe their role in the organization
(see appendix for sample).
Other:
_________________________________
Page 12 of 16
First Day Checklist
Whether they are on campus, working remotely, or a hybrid – a new team member or
an internal transfer , the following checklist contains key tasks to help with your new
team member’s first day acclimation. You may want to ask others on your team to
help with some of these responsibilities.
Introductions
Greet the new team member. For the on-campus team member, show them their workspace and where
to put personal belongings. For the remote team member, do so after their IT support consult via ZOOM.
Ʀ
Introduce them to others in the department/work area, including their assigned in-person or virtual
“buddy.”
Welcome Lunch: If a welcome lunch is planned, dine with scheduled participants in-person or virtually; if
the welcome is happening later, make sure the new team member knows what others generally do over
lunchtime.
Workplace Orientation
Confirm their workspace is ready: Whether they are on-campus or remote, ensure they have all the
equipment and tools needed to do their job.
Give a tour of the office and building, point out key locations (your office location, copier, mailroom,
fax machine, office supplies, restrooms, break areas, emergency exits, fire extinguishers, vending
machines, Human Resources office, etc.). For remote team members,
Give a virtual tour of the office and building, share images or give a virtual tour to point out key locations
(the main building, main office space, Human Resources office, etc.).
Ʀ
Provide on-campus or hybrid team members with facility information such as keys and security codes.
Review phones & copiers: phone system and usage, fax, scanning, and copying procedures.
Provide an orientation to computer systems; include log-on, email, email signatures, security, and
calendaring.
Review phone system: phone system and usage, voicemail usage, away messages, scanning procedures.
Review office procedures and guidelines (time away from work reporting requirements, personal emails,
lunch breaks, office coverage, etc.).
If there is a dress code, review it with all new team members.
Administrative Onboarding
University Onboarding: Ensure they have an appointment scheduled if they have not already attended in
advance of their first day.
Complete additional forms specific to the department or position (i.e., confidentiality agreements.)
Required training: Schedule any Right-to-Know or other required training as needed.
End of day debrief: Check-in at the end of the day to see how their first day went and if they have any
questions or need anything else to be successful.
Other:
______________________________________________________________________________
______________________________________________________________________________
Once these items are completed, move on to the next set of recommended activities for the first weeks and first 90 days.
Page 13 of 16
First Few Weeks Checklist
WORK-RELATED INFORMATION:
Functions
Supplies: Provide instructions on how to secure
office supplies and equipment.
Safety: Provide cybersafety, campus safety, and
emergency information and share how to report
security concerns.
Finances: Provide budget, finance, purchasing
procedures if needed, including policies and rules
for use and information on training.
Meetings & Events: Provide information about
meetings and other events on the team member’s
calendar (purpose, attendees, what to expect, the
remote employee’s role); debrief often to answer
questions and provide additional information.
Culture
Share unwritten rules, nuances, and traditions
such as how to address faculty/students, casual
days, birthday celebrations, etc.
Values: Discuss your management style and the
organization’s culture.
Consider developing a glossary of terms and
acronyms as a reference guide. Also, consider
providing a list of stakeholders.
Role
Set up for success: Assign the new team member
something they can accomplish relatively quickly
and easily to help build an initial sense of
contribution and success.
Set priorities. Discuss what is important to overall
objectives. This will help the new team member
prioritize tasks since they are new to the
organization.
Introduce the new team member to partners
external to the college/unit who will work with
them on projects or tasks.
Other:
_________________________________
Policies
Review Policy 6.9, Time Away from Work, share
the unit process for requesting time off and
expectations of availability during work hours.
Explain confidentiality in the workplace, what can
and can’t be shared, and how confidential
documents are stored, especially in a remote
workspace.
HR Policies: Provide information and time for the
new team member to review HR policies, HR
philosophy, Campus Code of Conduct, Computer
Rights and Responsibilities, Statement on Diversity
and Inclusion, Respect at Cornell.
University Policies: Review University policies such
as Policy 4.14, Conflict of Interest and
Commitment, Policy 4.6, Standards of Ethical
Conduct, Data Stewardship and Custodianship,
Policy 6.4, Prohibited Bias. Show where policy info
is located and answer questions.
CAREER-RELATED INFORMATION:
Career Development
Expectations: Determine mutual performance
standards by reviewing position responsibilities,
setting performance expectations, success
measures, and make sure new team member
understands expectations about availability.
Review Skills for Success and share the poster.
Training: Identify training resources and
opportunities for the new team member and set a
realistic plan of action.
Professional Development: Introduce the new
team member to resources such as professional
development workshops, Career Navigator in
Workday, and educational benefits.
Connect With the Big Picture
Organization and university mission: Review your
organizational chart and explain how the new team
member’s work connects to Cornell’s mission of
education, research and outreach. The broader
pictures will help link their efforts to larger goals.
Page 14 of 16
First 90 Days Checklist
Provide regular feedback during the first 90 days and beyond. Use the Engagement & Retention
Conversation Toolkit to conduct a thorough check-in on how the new team member feels about working at
Cornell so far.
Non-Exempt & Bargaining Unit Staff: Provide formal feedback for new non-exempt and bargaining unit
team members at the end of their 90-day probationary period.
Training: Review and direct the new team member to training opportunities.
Flex Options: If applicable to the position and department’s needs, provide guidance on identifying
appropriate flexible work options to assist the new team member’s effectiveness and efficiency.
Foster Belonging: Check if the new team member is fully engaged and sees themselves as a valued
contributor. See questions below for prompts to help facilitate this conversation.
Questions to Ask During New Team Member’s Check-in Meetings
• How is your job going?
• Is it what you expected when hired?
• Any surprises? If yes, what…
• Has the training been helpful?
• What training would you add?
• Has your buddy been helpful?
• Are there any changes you would suggest for your remote work arrangement?
Ʀ
• Do you have all the work tools/resources you need?
• Is your remote workspace sufficient? Is it private?
Ʀ
• Do you know where you stand in terms of your progress since you started work?
• How are your relationships with your co-workers?
• Is there room for improvement in the department?
• Are you making connections with the University at large?
• Are you aware of the resources available to enhance your employee experience and/or support your
family’s needs? (refer to Cornell Employee Experience team)
• Do you feel you have been able to manage your work/life needs since starting this job?
• W
as your Onboarding appointment helpful? Is everything OK with your benefits and pay?
• Any questions/anything unclear?
Page 15 of 16
Appendix
SAMPLE DEPARTMENT INTRODUCTION EMAIL
FOR NEW ON-CAMPUS TEAM MEMBER
Hi Everyone -
I am very pleased to share with you that (name), (preferred pronouns) has accepted the position of
(title) in (department), filling the position previously held by (incumbent name). We are very excited
that (first name)’s first day working with us will be on (date).
Provide brief background including where they are currently working, title, a bit of background on
the type of work they are currently doing and information about educational background. Provide
information on any unique knowledge, skills, or experience the person will be bringing to the team.
Please join me in welcoming (first name) to (department name)!
Thank you,
(Manager Name)
SAMPLE DEPARTMENT INTRODUCTION EMAIL
FOR NEW REMOTE TEAM MEMBER
Hi Everyone -
I am very pleased to share that (name), (preferred pronouns) has accepted the position of (title) in
(department), filling the position previously held by (incumbent name). We are very excited that (first
name)’s first day working with us will be on (date). (Name) will be working remotely from (location)
in the (time zone).
Provide brief background including where they are currently working, title, a bit of background on
the type of work they are currently doing and information about their professional/educational
background. Provide information on any unique knowledge, skills, or experience the person will be
bringing to the team.
Please join me in welcoming (first name) to (department name)!
Thank you,
(Manager Name)
Page 16 of 16
Additional Resources for Managing Remote Employees
TOOLS
Cornell IT Tools for Working Remotely
We want you to be successful in conducting your work from your home locations. This article
summarizes how university IT services can help with working remotely.
Resources to Work Remotely
This page provides various resources and tools for remote working. It includes policies, tip sheets,
and testing guidance for campus visits.
The Virtual Manager Group
on LinkedIn
This is a national LinkedIn Group founded with the expressed purpose of sharing best practices as
they relate to effectively managing virtual employees and the Best Practices of working remotely. If
you are a remote employee or remote manager, we encourage you to join the group.
When a Sense of Belonging Is Essential to the Wellbeing of People Who Work Remotely
Lead from the Heart Podcast Episode: Guest Jon Levy, behavioral scientist, and author of “You’re
Invited: The Art and Science of Cultivating Relationships” speaks with Mark C. Crowle about
building and sustaining relationships remotely.
ARTICLES
14 Effective Tips For Onboarding Remote Employees
How to Set Up a Remote Employee for Success on Day One
How Hybrid/Remote Work Improves Diversity & Inclusion
Onboarding Remote Employees
Remote Work Tips for Managers of New Team Members
