A successful onboarding process drastically reduces the risk of early departure and accelerates your recruit’s independence. Here is a complete checklist, structured chronologically, adapted to the pace and flexibility of an SME.
Phase 1: Before arrival (Preboarding)
The objective is to reassure the future employee as soon as they sign their employment promise and to prepare the material and logistical ground.
- ( ) Logistics & Material
- ( ) Order computer equipment (computer, screen, peripherals) and telephone.
- ( ) Prepare login details, professional email addresses and access to software (Slack/Teams, CRM, business tools).
- ( ) Prepare the access badge, premises keys or entry codes.
- ( ) Provide necessary office supplies and possible company goodies.
- ( ) Administrative
- ( ) Transmit and have the employment contract signed.
- ( ) Collect administrative documents (RIB, vital card, mutual insurance, identity document).
- ( ) Register the employee with mandatory organizations (DPAE, occupational medicine, mutual insurance).
- ( ) Internal communication
- ( ) Officially appoint a Sponsor / Godfather (a colleague outside the direct hierarchy to guide the recruit).
- ( ) Inform the team of the arrival date and role of the new collaborator.
- ( ) Send a welcome email to the future employee a few days before (specifying arrival time, recommended attire, first day schedule).
Phase 2: D-Day (Reception)
The objective is to offer a warm arrival, to relieve the stress of the first day and to lay the relational foundations.
- ( ) Warm welcome
- ( ) Organize a welcome breakfast or coffee break with the team.
- ( ) Hand over the welcome kit (equipment, access, welcome booklet or internal guide).
- ( ) Show the premises (workstations, break area, kitchen, toilets).
- ( ) Taking charge of the environment
- ( ) Install the workstation and check that the IT access and tools are functioning properly.
- ( ) Make a short HR update (signing the last documents, explanation of meal tickets, mutual insurance, leave).
- ( ) Integration lunch
- ( ) Offer a lunch with the direct team or the manager/sponsor.
- ( ) First framing in the afternoon
- ( ) Individual interview with the manager: overall presentation of the SME, vision, values and current issues.
- ( ) Presentation of the provisional program for the first week.
Phase 3: The First Week (Immersion)
The objective is to understand the SME ecosystem and begin to take ownership of its role.
- ( ) Discovery of the ecosystem
- ( ) Organize 30-minute “Live my life” meetings with the managers of other centers/departments.
- ( ) Detailed presentation of the SME’s range of products or services.
- ( ) Reading and handling internal documentation (processes, business procedures).
- ( ) Launch of the mission
- ( ) Business scoping meeting: explanation of short and medium term objectives.
- ( ) Allocation of a “Quick Win” : a first concrete, accessible and rewarding task to carry out independently.
- ( ) Weekend review
- ( ) 30-minute progress update on Friday with the manager: collection of first impressions, answers to questions.
Phase 4: The First Month (Ramp-up)
The objective is to support autonomy and verify mutual alignment.
- ( ) Continuation of daily work
- ( ) Gradual transition from simple tasks to the main missions of the position.
- ( ) Weekly follow-up meetings (15 to 30 minutes) between the manager and the employee.
- ( ) Astonishment Report (Week 3 or 4)
- ( ) Ask the employee to write a surprise report (what surprised him, the inconsistencies or dysfunctions observed, his ideas for improvement).
- ( ) 30-day review
- ( ) Formal interview for the first month: analysis of the surprise report, adjustment of the roadmap and reciprocal evaluation.
Phase 5: At 3 and 6 Months (Consolidation)
The objective is to definitively validate the integration and engage the employee over the long term.
( ) Follow-up interview at 6 months: take stock of training needs, level of workload and overall satisfaction.
( ) End of trial interview
( ) Take stock of the skills acquired, job performance and integration into the team.
( ) Formalize the validation (or justified renewal) of the trial period.
( ) HR projections at 6 months
