Make the first 90 days successful for you and your new employee

As soon as the offer is accepted.


  • Get the Offer Letter Signed and start any pre-employment tasks
  • Get a Voided Check for Direct Deposit
  • If in the US get the w4 and i9 paperwork out of the way
  • Order a pre-employee drug and background test
  • Order any needed hardware and licenses for the new employee
  • Have your plan together for where and what hours they will work

In the days before the start date

  • Set the new Employee up on all your systems
  • Assign a buddy to the new hire and have that buddy reach out with contact information as soon as possible
  • Send out a “Welcome Aboard” email to the staff
  • Arrange for a Friday Afternoon visit before the start date to meet the team
  • Set up the outlook contact list with helpful aliases and phone numbers
  • Add the new hire to any recurring huddles and meetings so that it is already on the calendar.
  • Have any swag or uniforms ready
  • Get any insurance or Company Vehicles lined up
  • Schedule “onboarding” meetings with team members to spread the load and build relationships
    • The Perfect Service Ticket
    • The PTO Process
    • VoiceMail Setup and Phone Training
    • Org Chart Review and insider information on the company
  • Print out helpful information for the new person
    • Phone Lists
    • Company Holidays
    • Employee Manual
    • Helpful URL’s
    • Company Acronyms



Avoid “Radio Silence”  – keep in communication with your new hire.

First Impressions Count – get new equipment if you can

Add them to the “staff” or all hands email alias so they have your announcement email in their inbox on day 1

Program the welcome message into your digital signage or welcome sign

Try to get them working on any online coursework BEFORE their start date



On the First Day

  • Make sure the workspace is ready to go and arrive early before the new hire.
  • If possible by the team lunch and encourage a group lunch
  • Put their name on the welcome board
  • Walk them through the office and re-introduce them to everyone
  • Have 80% of their day planned out and a goal for the 1st day or week
  • Share Company Stories especially ones that highlight core values
  • Have all passwords and accounts written down for them




Slow Down – everything you know about your company and service doesn’t need to come out on day one.

Listen – let them talk and really listen

If possible bring them into the office even if they are going to be a remote employee

Have them work with your “A” players first – first impressions count

Share something personal (not too personal) with them to start building rapport


First 90 days



What they should be able to do

  • By 30 days

    • Learn the tools
    • Become Familiar with the Culture
    • Complete at least one small independent project or be working service tickets
    • Achieve a small goal
  • By 60 Days

    • Complete a bigger Project or be able to support the customer base.
    • Take on some longer term responsibilities – measure with your metrics
    • Become fully engaged in the company rhythms – huddles, meetings and metrics
  • By 90 Days

    • Be able to fully handle the jobs responsibilities with minimal supervision


What you need to do


  • Don’t forget to keep it fun – pay special attention to this if the employee is remote.
  • Lay out goals for them  daily, weekly and for the 1st 90 days – remember this is the “probation period”
  • Check in daily and assess the goal progression
  • Force them to use your systems – change is hard but habits can be changed in about three weeks.
  • Take note of their promptness or tardiness.   Use this for discussion during their 90 day review.
  • Start the Baptisim by Fire and see if they sink or swim
  • Have a review meeting around the 90 day mark.



If you spot a problem deal with it right away

Don’t be afraid to fail fast – if you made a hiring mistake invite them to be successful somewhere else right away

Keep an eye on the culture fit.  If you somehow have hired a cancer in your organization you need to fire fast.

Don’t forget to reward good performance – a pat on the back from the boss is a huge motivator and signal to the new hire that they haven’t made a mistake.


I hope this three part series on hiring has been helpful. If you haven’t heard parts 1 and 2 you can find them here:

Hiring Process and Tools to find great talent – ITPN EP090

Hiring Testing and Interviewing for great hires ITPN -EP010

I am going to combine all the good bits from Episode 9,10 and 11 along with a couple of my job descriptions, job advertisements, offer letter sample and onboarding template into a guidebook for hiring any make it available to folks that have subscribed to the IT Provider Network mailing list.  You can get on the email list at

Ask your questions or share your feedback
•Comment on the shownotes below
•Email (audio files welcome)

Get on the mailing list
Low Volume by it is THE PLACE TO BE for all of my insider information. If you're on the list, you'll be the first to know. Signup Here

Tell 'Em I Sent You
If you investigate or purchase any product or service that I have talked about, please remember to mention that I sent you. I may or may not get a small commission but more importantly I hope to spread the word about the IT Provider Network.

Please Subscribe
Please consider Subscribing to the Podcast it is the only measure of listenership I have.

Give me a Review
Your written iTunes reviews encourage me and they help other people find the podcast. If you appreciate the information you are learning from the IT Provider Network then please do me a HUGE FAVOR and write a review on iTunes or on Stitcher!

Connect with Me

On the socials as @TerryRossi or @ITProviderNet

Help a Brother Out

I put these down here in case you are looking for anything from Amazon, I get a small commission if you click-thru from this site. You don't have to buy these items just click through from this page. Thanks in advance!