Zero to Sixty in Four Weeks:

Bringing a New Hire Up-To-Speed

Mary P. Moran
Managers are always anxious to bring new hires up-tospeed quickly. In their haste to get another top
performing team member, they often communicate too
much information too quickly and with little consistency.
New employees are overwhelmed and frustrated.
A more effective method for bringing new hires up-tospeed quickly is to develop an orientation plan or
checklist, use a mentor, and define a career path. A
consistent, repeatable plan guarantees a solid start for
new hires. Working with a knowledgeable mentor
ensures that the correct information will be
communicated to the new employee. Outlining a career
path sets goals for the new hire. Implementing the plan
over four weeks makes the information easier to absorb.

WHAT IS ORIENTATION?
Congratulations on finding the perfect writer for your
job opening. Your careful preparation and interviewing
skills have paid off. The new writer starts next week.
But you arent through yet. Part two of hiring the right
person is keeping them. A well-planned orientation is
critical to the success of a new hire.
Websters defines orientation as familiarization with
and adaptation to a situation or environment. New
employees will not be able to focus on their jobs until
they feel familiar with the surroundings and routines of
your office and have a clear understanding of your
company and departmental expectations.
How long will this take? It always takes longer than you
think. Its easy to forget those first few days at a new
job in strange surroundings. This paper will present a
four-week plan that will help you jump start your new
hire into a well-adjusted staff member and a productive
team contributor.

Two Essential Pieces to Orientation

The purpose of an Orientation Program is to help new
employees feel welcome and to teach them the essential
facts about the company that they need to know to do
their job. Companies may emphasize different things
during orientation, but the purpose is always to make the
new employees feel comfortable in their new role and to
share essential data about the company.

Company Orientation
Typically, company orientation occurs first. A highlevel orientation is essential for all companies regardless
of size. Most companies recognize this and conduct a
formal program for all new employees. These programs
range from a one-on-one meeting with the director to a
weeklong immersion in company history, goals, and
culture. They typically cover products, benefits, and
work policies as well. Often company literature is
distributed for the new employee to take home and read.
The size of an organization usually determines the
format, timing, and number of participants in the
orientation program. The importance of an initial
company-focused orientation is recognized by most
organizations, but there is a second part to orientation
that is just as critical but not always acknowledged.
Department Orientation
The second part of orientation starts when your new hire
walks into your department. This departmental
orientation frequently consists of a few introductions, a
brief tour, and the suggestion that fellow employees will
answer further questions as they come up. This cursory
introduction to the department can leave the new
employee wondering if he or she made the right decision
in taking the job.
Another common practice is to explain everything about
the department from structure to job responsibilities on
the first day. This information overload causes tension
and self-doubt. Management has communicated
necessary information but neglected to address the
tolerance level of the new hire.

HOW TO CREATE AN
ORIENTATION PLAN
We will now focus on the department orientation and
the time needed to bring new hires up-to-speed quickly
and consistently in a technical communications
department. The department orientation applies to
experienced writers as well as to new college graduates.

Developing a Plan
An effective department orientation should ease
employees into the organization, reinforce their decision

to join the company, and make them look forward to

beginning their job responsibilities. As with everything
else in a technical communication group, having a plan
makes the difference between success and failure.
As much as you may want to speed up this process,
getting an employee up-to-speed takes time. The most
effective way to nurture a productive employee is to
recognize this. Take the time to create a planned
assimilation into the group.
Creating a plan may seem unnecessary, but it ensures
that the orientation is repeatable. Just like planning for
an interview leads to hiring success, creating an
orientation plan leads to success in retaining staff.
Write down everything that you want to communicate to
new employees. Whatever they need to know should be
on your list. Group the topics according to what makes
sense in your environment, then divide the information
into a four-week program.

Choosing a Mentor
Mentors are the key to any orientation program. A
mentor is a member of the department who guides a new
hire through the routines of the department. A mentor
coordinates the learning process, making sure that a new
writer receives the necessary training in the procedures,
standards, and tools of the department and in the
companys product line and/or customer base. They are
also a link to getting to know other employees.
Successful mentoring involves support and guidance as
well as time and communication. A successful
mentoring relationship has two beneficial results:
1. A mentor who has had the opportunity to share
his or her knowledge and develop leadership
skills; and
2. A well-trained employee who is comfortable
with the processes of the department.
Finding the right mentor is important. I recommend
these basic requirements.
Minimum of one year experience in the
department
Familiarity with fundamental procedures of the
department
Knowledge of resource contacts, both within
and outside the department
Time to devote to the new employee
Interest level in being a mentor

Defining a Career Path

A new employee needs to know from the start what his
or her possibilities are for advancement. Prepare a job
description for the new employee if you dont have one.
Be prepared to discuss job responsibilities and
performance expectations. Have a timeframe for
performance reviews and goal setting. Communicate
the possibilities of the job and your expectations for
advancement. It is critical that you share this
information early on.

A TYPICAL NEW EMPLOYEE

CHECKLIST
I would like to share with you a four-week program that
we developed in the Carrier Division of 3Com
Corporation based on experience, interviews with other
companies, and feedback from new hires. Our
department had the good fortune to triple in size over a
three-year period. It became obvious that we needed an
orientation plan that was consistent and thorough.
We split the orientation process into four consecutive
week-long units that focus on different areas. We found
this to be the minimum amount of time required to
communicate the necessary information. Certainly an
employee may take months to really feel comfortable
with the job and the environment, but the one-on-one
mentoring and information sharing can be concentrated
in a four-week period with subsequent weekly checkups.

Be Ready for Day One

The first few days set the stage for the new hires
attitude toward the company and the job. Arrange to
have the office or cube ready with working phone and
computer. Choose a mentor for the new hire. Consider
the volunteers you have and pair the new hire with the
right person. Have your New Hire Checklist ready. It
should itemize each topic you want to cover during
orientation. Involve as many department members as
possible so that the new hire gets to know other staff
members. Let other team members know that a new
employee is expected.

Week 1 Who, What, Where, and When

First impressions count! An employees first day is
important to him and to you. Your first goal is to make
the employee feel welcome and confident in his decision
to join the company. Your attitude will affect how the
employee feels about the job be supportive and

positive. As a manager, you should set aside time to

spend with the new hire. Introduce the new hire to the
mentor and have a copy of the orientation checklist in
the new hires office. Knowing what to expect for the
first few days goes a long way toward making a new hire
feel confident.
As a first assignment, ask the new employee to keep an
orientation diary for the first four weeks. The diary will
help you revise your orientation plan by learning what
was successful and what needs revising.

Week 2 Training: How do I learn this?

Communicate an overview of the department, including
goals. Ask team leaders to prepare product overviews of
departmental projects. Schedule classes (internal and
external) as needed. Assign software tutorials for
learning standard software applications that will be
used. Recommend reading to assist in understanding
company products, industry, and technology.
Recommend web sites for reference or learning. Give
the new writer a list of company acronyms. Have
another department member explain where to find the
standard department reference books, like style guides or
dictionaries.

Plan to meet with your new hire weekly for the first few
months to address questions or provide feedback as
needed. Your attention is important during this
transition time. After the first four weeks, read through
your new hires diary of impressions. Learn from
mistakes and revise your orientation plan for the next
new hire.

In Conclusion
Setting up an orientation program will take time and
planning. Do it now so you can continue to update your
plan and reuse it. You must be able to repeat the
necessary information without forgetting any key data or
presenting it too quickly. Consistency is critical.
In summary, the first few days on the job can be filled
with uncertainty for a new hire about what to do and
embarrassment about asking too many questions. Or
they can be an exciting opportunity to begin a new job.
Its up to you as managers to make the experience a
positive one. Your reward will be a well-adjusted
employee who is productive and motivated and
committed to working for you and your company for
many years to come.

References
Week 3 Assignment: What should I
do?
Its time to get into department procedures and
processes. The mentor should explain the standard
operating procedures of your group. Another
department member can identify templates, directory
structures, and file naming conventions. If you have not
explained the new hires first assignment, this is a good
time to do so. Be very clear as to what will be expected,
provide appropriate materials for getting started, and
introduce the new hire to subject matter experts who can
help. Make sure the mentor is providing guidance, as
many more questions will surface when work is first
assigned.

Week 4 Staff Retention

Start thinking about retention right from the start.
Make sure that all new hires have a copy of their job
descriptions. They must have a clear understanding of
your performance expectations. Discuss job
responsibilities and eligibility for promotions. Discuss
career tracks. Set several short-term goals that you can
use in your 90-day performance review.

(1) Arthur, Diane, Recruiting, Interviewing, Selecting

& Orienting New Employees, 3rd edition, Amacom,
1998
(2) Berryman-Fink, Cynthia, and Fink, Charles B., The
Managers Desk Reference, 2nd edition, Amacom,
1996
(3) Cadwell, Charles M., New Employee Orientation, A
Practical Guide for Supervisors, Crisp Publications,
Inc. Los Altos, CA, 1988
(4) Hire, Manage, & Retain Employees for your Small
Business, 2nd edition, edited by Joel Handelsman,
J.D., CCH Incorporated, Chicago, 1998
(5) Holton, Ed, The Ultimate New Employee Survival
Guide, Petersons, Princeton, NJ, 1998.
Mary P. Moran
Group Manager
3Com Corporation
3800 Golf Road
Rolling Meadows, IL, 60008
847.262.1116
Mary is a senior member of STC from the Chicago
chapter. She currently manages technical writers in the
Carrier Technical Communications Dept of 3Com. Her
previous management experience includes eight years at
Price Waterhouse where she managed technical writers
and training developers.

New Staff Orientation for _______________

Mentor: __________________
WEEK #1 WHO, WHAT, WHEN AND WHERE

Who do I need to know?

Who are we: Overview of Company and Tech Comm Dept
Who is the CEO and division manager?
Who do I interact with in other departments?
Who do I call if I cant come in or will be late?
Who do I call list for computer problems, human resource questions, etc?

What should I do?

What should I wear?
What should I do?
Get to know office tools (email, voice mail)
Learn office security policies (use of security badges, parking rules)
Keep a diary of first four weeks with comments on orientation program
Submit short biography and picture for department web site
What if I need to make a personal call or send a personal email?
Whats on my computer?
Dept standard software
Virus checking software
What is company policy on using the internet?
What internet sites should I bookmark?
Company / Dept web sites
Technology reference sites
What about an emergency? (Fire drill / tornado procedures)

Where is everything I need?

Building Tour restrooms, coffee station, copiers, cafeteria, mail room,
mailboxes, lab, health club, employee refrigerators
Location of Supplies and how to order non-standard supplies
Location of library for Tech Comm books

Meet with Manager

Staff Name

WEEK #2 TRAINING - HOW DO I LEARN THIS?

Training Resources

Staff Name

Tutorials for software

Product or project overviews
Internal Training schedule and registration site
Recommended CBT online classes
Recommended web sites for products
Recommended web sites for industry or market information
Recommended web sites for reference and learning
Company standards:
Templates
Trademarks
Boilerplate text (warranties, contact information)
Lab Basics demonstration (if applicable)
List of company acronyms

Books
Recommended product reading based on assignment
Project Management books
Time Management books
Style Guides
Dictionaries
Thesaurus

Videos
Writer Workshop videos
Tech Session videos
Company Training videos

Meet with Manager

Project Leads

WEEK #3 WHATS MY ASSIGNMENT

Department Standard Operating Procedures

Overview of deliverables and media used
Documentation plans or specifications
Project checklists
Directory structure of files
Naming conventions
Review process (peer reviews or editors)
ISO procedures (if applicable)
Translation considerations

Assignment
Description of assigned work
Introductions to Subject Matter Experts
Location of files
Contact list

Writer Guidelines
Where to find templates and which styles to follow
How to create a Help file
How to create .pdf files
How to work with Print or CD duplication vendors
Which style guide to follow

Graphics
Directory structure
Naming conventions
Graphics software

Meet with Manager

Staff Name

WEEK #4 LONG-TERM PLANS

Career Path
Discuss Job Description
Outline skills expectations
Discuss career path, both opportunities and timeframe
Discuss eligibility for promotion
Set short-term goals for 90-day performance review
Schedule 90-day performance reviews
Establish reporting expectations (weekly status reports, verbal updates)
Discuss Continuing Education policy
Set Training plan
product classes
soft skills classes (time management, project management)
software classes (graphics, spreadsheets)

Feedback on Orientation Program

Review four-week diary
Discuss any recommendations for changes in the Orientation Plan
Meet with mentor to evaluate new employees progress

Administrative
Memberships STC /IEEE
Review of vacation days, personal holidays, sick days
Corporate charge card and Expense reporting
Business cards

Meet with Manager

Mary P. Moran
Group Manager
Technical Communications
3Com Corporation
847.262.1116
mary_p_moran@mw.3com.com

Staff Name