0 To 90 Day Onboarding Plan 07282010 F

0 to 90 Day Onboarding Plan
So much depends on how you begin; every new employee needs onboarding, regardless of role or experience, whether they are new to Best Buy or
transitioning from another role. Onboarding improves on‐the‐job performance because it accelerates the time it takes the new employee to
become acclimated to the environment, culture, work styles and job expectations.
Objectives
This plan provides an end‐to‐end list of tasks and exercises to help the new employee onboard successfully. It includes links to key documents and
websites, as well as roles and responsibilities for the manager, new employee and onboarding partner. As a result, the new employee:

 Feels welcomed upon arrival and is introduced to a prepared, organized and friendly environment
 Is empowered to contribute immediately
 Has the tools to do their job within the first work week
 Leverages the strengths, work preferences and communication styles of their manager, onboarding partner, team and network
 Clearly understands job expectations and success factors
 Completes a development plan and establishes a rhythm with their manager for coaching and feedback
 Is actively building relationships with key individuals within their business network
 Learns the history, culture and evolution of Best Buy and how it impacts who we are today
 Develops an understanding of how Best Buy operates and related business acumen
 Can navigate Best Buy’s campus and the surrounding area
Making It Easy For You
We have created a website, http://talent.iambestbuy.com/on-boarding.html, which houses links to all the supporting documents. Also, many of the
sites and documents are hot linked within this document. When you want to complete a task or exercise, just click on the link!
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Onboarding Toolkit, Copyright 2010 Best Buy
Questions? Contact corporatetraining@bestbuy.com

New Hire Buddy Is Now Onboarding Partner
The name of the new hire buddy has been changed to onboarding partner because it is meant to do more than just help orient a new employee to
Best Buy. The onboarding partner shares best practices, makes sure the new employee is set up right and teaches some job skills.
Seven Key Onboarding Success Factors
There are seven simple things you can do to make onboarding successful:

1. Prepare for the new employee’s arrival
2. Gather the tools
3. Learn how to get around
4. Get to know each other
5. Plan for success
6. Learn Best Buy culture and business acumen
7. Build the network

The next page defines the seven key onboarding success factors and connects them to essential activities.

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Seven Key Onboarding Success Factors Defined
Onboarding Success Factor Definition Key Activities
1. Prepare for the new As soon as your new employee accepts the The manager:
employee’s arrival position, prepare for their arrival by  Secures the new employee’s cube
completing the necessary tasks to ensure  Submits New Employee Set Up Request (PC & phone)
they can be productive their first week.  Completes essential admin activities
 Assigns an onboarding partner
 Sends an announcement
 Uses this document to plan the first 90 days
2. Gather the tools Within the first week, gather the tools the  The new employee attends NHO
new employee needs to do their job, and  The new employee completes essential HR‐related tasks
ensure they complete their HR‐related  The onboarding partner helps the new employee set up the new cube with supplies and
tasks. ensures PC and phone are working
3. Learn how to get around Help the new employee navigate the  The onboarding partner gives a tour of campus and the floor they work on
corporate campus and local  If the new employee is new to the Minneapolis area, the onboarding partner gives a tour or
Minneapolis/St. Paul area. share points of interest to help them feel at home
4. Get to know each other Take time to get to know each other as  The new employee takes StrengthsFinder (and coaching call, if appropriate)
people, not just coworkers.  All three people share strengths, passions, work preferences and communication styles
5. Plan for success Ensure a shared understanding of what’s  The manager and employee use the Performance & Development Guide to clarify goals, job
expected of the new employee and what’s expectations, success factors and create a development plan
needed from the manager and onboarding  The manager and onboarding partner teach appropriate job skills and assigns first tasks
partner to support and coach.  The manager conducts regular 1:1s, including a 30‐60‐90 Day Reality Check
6. Learn Best Buy culture Understanding Best Buy’s history, culture  The new employee learns valuable cultural norms (networking, etc) and essential elements
and business acumen and business operations helps a new of Best Buy culture: Diversity & Inclusion, Strengths, ROWE, Viewpoint
employee at their job because they know  The new employee takes eLearnings to learn what is required behavior (Harassment
the context within which they work. Prevention, Conflict of Interest, Valuable Information Protection, etc.)
7. Build the network The new employee gets connected to the  The new employee creates the Network Wheel with the manager and onboarding partner
team and others they work with.  The new employee holds initial meet‐and‐greets with the network
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The Onboarding Plan
This plan provides a means for making sure a manager, employee and onboarding partner can complete all the tasks necessary for effective
onboarding. The boxes below illustrate what must happen before the new employee’s first day and within each 30 day segment. Where possible,
we have provided links to the supporting website or document. You can see and use them when using this Plan electronically.

Before the First Day Within first 30 Days Within first 60 Days Within first 90 Days

The manager needs to make sure The new employee has completed the The new employee has completed the The manager, new employee
this success factor is completed: following success factors: following success factors: and onboarding partner wrap up
any remaining items in the
 Prepare for the new  Gather the tools  Continue Get To Know Each onboarding toolkit.
employee’s arrival  Learn how to get around Other
 Get to know each other  Continue Plan for Success In addition, the new employee
Highlights include:  Begin Plan for success  Learn Best Buy culture and
business acumen  Meets with the manager for
 Secure the new cube Highlights include: a reality check
 Build the network
 Submit New Employee Set Up  Completed New Hire Orientation  Network meetings
Highlights include:
Request (for computer and scheduled
phone)  Possesses the tools to do their job  Integrated into the team
 Beginning to work
 Complete essential  Completed mandatory trainings  Leveraging the strengths of independently on some
administrative tasks others work
 Beginning to utilize their strengths
 Assign onboarding partner  Complete the network wheel  Has a development plan in
 Establish performance goals and place
 Plan out first 90 days using expectations with manager  Understands Best Buy’s culture
0,30,60,90 Day Plan including Strengths, Diversity &
 Receive initial work assignments
Inclusion, ROWE and Viewpoint
 Regular 1:1 meetings with the
manager are in practice
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Use the template below to help organize how you will onboard your new employee:
 The first column in the table below gives you space to check off completed tasks.
 The second column explains what needs to be done. The next four columns describe who will do the work.
 The “x” denote the recommended responsible party. The other assigned person could be the department admin or another team member.
 Click on the links to directly access the supporting website or document.
Before your employee begins
The first section helps you make sure you have completed everything necessary so your new employee has the tools to do their job and so you are
prepared to onboard them successfully.
Check Preparing for Your Employee Activities Manager Employee Onboarding Other Assigned
when Partner Person (list name)
Complete
Secure the new employee’s cube through your department move X
coordinator

*** Must be completed before you order the computer
Submit New Employee Set Up Request, which includes PC & phone (It X
will be sent to you by Staffing. Contact Staffing with any questions. )
*** Must be completed to get a computer and a phone
Complete Essential New Employee Administrative Activities X
Assign onboarding partner X
Complete and send out new hire announcement X
Prepare for your employee’s first two weeks. If they start on an NHO X
week or a non‐NHO week
Finalize the 90 day onboarding plan X
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Within first 30 days
The 30‐day section of the new employee’s plan focuses on meeting baseline needs. Complete these onboarding success factors: Gather the Tools,
Learn How to Get Around, Get to Know Each Other, Plan for Success.

Check when 0‐30 Day Activities Manager Employee Onboarding Other Assigned
Complete Partner Person (list name)
Introduce the new employee and the onboarding partner X
Review the team calendar and meeting rhythms X
Familiarize yourself with NHO content X
More information can be found on Learning Center
Have lunch or coffee with employee and get to know each other X
Use the Performance and Development Guide (PDG) to: X
 Begin Strengths conversations
 Clarify goals, job expectations and metrics
 Identify success factors
 Create a development plan
Schedule job shadowing opportunities X
Review job‐related policies and procedures X
Set up weekly 1:1s. Communicate purpose of 1:1s X
Set up 30, 60 and 90‐day Reality Check. X
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Review the history of the role and share how it fits into the overall X
company and department
Review department and company: X
‐ mission/vision
‐ fiscal goals & strategy
‐ operating model
‐ org chart
‐ key metrics & dashboard
Provide relevant departmental and job related materials X
Assign project/tasks designed for early wins X
Review diversity & inclusion website X
Encourage involvement in EBNs X
Share how BBY history impacts where we are today and what is X
important to us
Share BBY culture, norms and what you need to succeed X
Share how Best Buy runs its business X
Attend NHO X
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Get your password, log into the network and change your password X
Enroll in benefits X
Update information in ePayroll: X Optional
 Personal Info
 Complete your W4
 Sign up for Direct Deposit (optional, but recommended)
Review and complete any set up task in the Best Buy Technology X
Guide for New Corporate Employees LINK
Set up your cube and get comfortable. X
Contact the ergonomics expert if you like. X
Request a corporate credit card (if applicable) X
Set up travel profile and enter expenses (as applicable) X
Order business cards X
Visit the Wellness Zone and consider joining X
Additional information can be found at: ETK>Best Buy
Wiki>Wellness Zone
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Take StrengthsFinder Assessment X
Wiki>Strengths Resource Library
*** Complete this before Coaching Call
*** Complete this before reviewing with manager, onboarding
partner and team
Have Strengths Coaching Call: X
Schedule by calling 1‐800‐701‐6398.
*** Complete this before reviewing with manager, onboarding
partner and team
Take these required elearnings via Learning Center: X
 Best Buy Policies eLearning
 Valuable Information Protection at Best Buy eLearning
 Best Buy Harassment Prevention for Everyone eLearning
 Information and Records Management
 Conflict of Interest eLearning
Have lunch or coffee with employee and just get to know each X
other
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Schedule a regular touch base series of meetings for the first 90 X
days to help answer questions, give advice and coaching
Double check to make sure the computer and phone are set up and X
the cube has office supplies
Show time off request through Time Tracking System (TLC) X
Show the new employee other Benefits‐related sites: X
 Employee accommodations and Online auctions (Information
can be found at: ETK>Human Resources>Accommodations and
Discounts>All Areas>Best Buy Employee Auction)
 Bonus tracker (if applicable)
Give a tour of campus X
Give map of campus X
Give the new hire a tour of local floor: restrooms, printers, supplies, X
etc.
Teach appropriate job skills, processes, tools, templates and X
systems, etc.
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30‐ 60 days
The next 30 days focuses on continuing to get to know each other, leveraging each other’s strengths, building the network and learning more about
Best Buy Culture and Business Acumen.

Check 30 – 60 Day Activities Manager Employee Onboarding Other Assigned
Complete
Get to know each other's strengths, passions, what drains, work X
preferences and communication styles

Conduct appropriate Strengths‐related exercises to help the new X
employee get to know themselves and others
Wiki>Strengths Resource Library>Activities
Stress the importance of relationship building at BBY X
Co‐create Network wheel with employee and onboarding partner X
(This is reviewed in NHO, so your new employee will understand the
concept if they go through NHO first.) LINK
Provide and review org charts of cross‐functional departments X
Share a list of key contacts X
11

Check 30 – 60 Day Activities Manager Employee Onboarding Other Assigned
Complete
Schedule Network Meet & Greets X
Take the Business Acumen eLearning on Learning Center X
Learn about ROWE and meet with manager to discuss how you can X
take advantage of the program
Take the High Stakes Conversation Game eLearning on Learning X
Center
systems, etc.
Give the new hire a map of Minneapolis/St. Paul (as appropriate) X
Give a tour of the city and/or share points of interest (as X
appropriate)
Find out what’s happening in Minneapolis/St. Paul @ X
http://www.vita.mn or citypages.com
Review list of Best Buy acronyms X
Share department specific acronyms X
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60‐90 Days
At this point, you are wrapping up any loose ends, sharing more context on the role and preparing post‐Onboarding. The new employee should
show they understand the job by offering their insights, beginning to work independently and participating in meetings.

Review Viewpoint and Employee Satisfaction Index (ESI) Surveys X
More information can be found at: ETK>Human
Resources>Employee Experience
Review Employee Satisfaction Index (ESI) X
Help establish a mentor at the end of 90 days X
Take the Mentoring eLearning on Learning Center at the end of 90 X
days
systems, etc.
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Before the First Day Within first 30 Days Within first 60 Days Within first 90 Days

Check when 60‐90 Day Activities Manager Employee Onboarding Other Assigned

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