CSU On-Boarding
On-boarding – the first line of engagement
A Guide for Supervisors to Maximise Success
Introduction
Successful on-boarding is a key part of any people management strategy. Effectively integrating new staff into the
organisation is an important step to ensure their success. On-boarding is a continual process that begins during the
attraction phase and extends to the time when a staff member is fully integrated into the organisation. It is a more
meaningful process than just providing guidance through paperwork and policies; it contributes directly to employee
engagement and retention. Supporting the new staff member in the transition to their new employer, work
environment and position increases the effectiveness of competency and creates greater engagement.
Strategic and effective on-boarding leads to:
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Improved time to productivity
Increased confidence
Higher job satisfaction
Higher performance levels
Organisational commitment
Lower stress (for everyone)
Career effectiveness
Lower turnover
So your preferred candidate has accepted their offer of employment. This person believes they are making a good
decision for themselves and their careers (and their family). They have so far received a positive impression about
you, the role and CSU and are usually excited about their new opportunity. Your new staff member will have
expectations about you and the organisation on their first day and beyond. Providing a professional, organised and
well presented on-boarding program is part of that expectation – to demonstrate that you are prepared for and
committed to your new employee and their success in the role.
Imagine it’s your first day – you arrive and it becomes obvious that no-one was expecting you. There is no
workstation or, if there is, it’s being used to store papers. Your supervisor is not available as they have scheduled
‘very important’ meetings. Although the Administrative Assistant is friendly, you are directed to sit at another desk,
log in under another password and told to search the website to get an understanding about CSU. Apart from this
instruction, you have no real idea about what is expected of you, or where to start, or what to do. You are starting
to question your decision to accept the job. What you expected, from the positive impression received prior to this,
and what is being delivered are completely opposite.
The chance to enforce those initial positive impressions are now lost – there is no second chance. The positive signs
they were looking for to support their decision are not there. Continuing with that positive first impression is critical
to validating that they have in fact made a good decision.
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Why?
“On-boarding is the strategic vehicle for fast-tracking new talent into, and through, the organisational labyrinth to a
progressed state of productivity and engagement”. (SHL, People Performance 2010)
A new staff member arrives with excitement, anxiety and expectations. A good, well-planned on-boarding process
reinforces the first good impression and validates their choice to accept the offered position.
On-boarding:
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reduces anxieties;
reinforces their positive perception of the University and workplace;
allows them to feel valued and connected;
assists with socialisation into the organisational values and culture;
encourages a new employee to feel like part of the organisation;
provides support;
assists with building relationships;
provides key information;
provides confidence, competence and contribution quicker;
engages staff in organisation and the contribution of work;
provides greater job satisfaction early; and
positively impacts on retention.
Increase Job
Satisfaction
Increase
Performance
Increase
Engagement
Increase
Retention
Executing an on-boarding program with little strategy or purpose will leave your new employee questioning their
decision to accept the position, extend the period of time it takes to add value to the position and organisation, and
may preclude engagement. A disengaged employee is very difficult to turn around, consumes a lot of time and
effort, and can have a damaging effect on the organisation, team and you as the hiring manager. A disengaged
employee that cannot be turned around will often lead to negative performance management and may even result
in resignation or dismissal. It may also impact negatively on the remainder of the team, their contribution and wellbeing and even increase attrition, possibly over a lengthy period. The position then needs to be re-recruited and, on
reflection, the entire process has been extremely costly and not in only monetary ways.
Recent CSU exit report data indicate the majority of exits from both academic and general cohorts occurred between
1-3 years of service. There would be some question as to whether or not a new staff member has reached a time of
full integration and productivity, particularly at the 1 year period. Therefore, the cost of recruitment is extremely
high. If the trend of average career length continues to be 1-3 years, then the on-boarding phase of new employees
has to be one of achieving maximum productivity in the shortest possible time-frame in order to achieve return on
investment or to impact on reversing this trend with more engaged and committed staff because of their positive
experiences as employees.
New staff that are integrated into the workplace quicker improve the efficiencies and well-being of teams, which has
a flow-on effect to Centres/Divisions/Schools. Certainly, to begin with, you need to be recruiting the right person
with the right skills and experience and this relies on sound recruitment practices.
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Sound recruitment then needs to flow onto sound on-boarding and developing talent that is predisposed to:
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Embracing the organisation’s values
Understanding the organisation’s culture
Feeling aligned with the organisation’s strategy
Understanding the organisation’s decision making processes
The on-boarding program needs to facilitate a new employee becoming successfully immersed in the day-to-day
activities of the job. They need a sense of belonging, to be valued and to add value, and the benefit is employee
engagement. Fast-tracking new employees to a state of competent engagement will result in new staff adding value
to the organisation faster and more effectively.
Engagement centres on eight common themes:
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Making personal connections (mentor)
Having clear goals
Understanding task significance
Making a personal contribution
Receiving constructive feedback
Having adequate resources
Having development opportunities
Feeling pride in the organisation
Staff that are engaged in the organisation are more focussed and willing to contribute to the success of the
organisation. A sound on-boarding program supports staff engagement.
Induction and On-Boarding
Induction is an important part of the on-boarding process and is the structured means of delivering key information
needed for the new employee to understand the policies, procedures and activities that affect their position.
It is critical in regard to building confidence, trust, security and engagement.
Induction includes:
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Short sessions conducted by Divisions, including Human Resources, Information Technology, Library Services
and Finance
On-boarding is an ongoing process and usually comprises:
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Welcome and introduction to colleagues and the work environment
Understanding organisational culture
Developing confidence and competence
Regular reviews and feedback
Career planning
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On-boarding through attraction
During the attraction phase CSU promotes itself as being ‘a great place to work’. Through its advertising and
position descriptions, it describes roles in a level of detail to help potential applicants make informed choices about
whether or not to apply. They provide a strong first impression about the organisation and communicate its values.
They are an effective marketing document for the University. Contact details are provided to encourage the
provision of further information and to allow candidates the opportunity to increase their knowledge, both about
the organisation and the position being advertised. Through all interactions there is an emphasis on candidate care.
Interviews are designed for the employer and candidate to have a positive exchange of information and for both
candidates and employer to assess each other. Each candidate should receive a positive experience and leave the
interview eager to receive an offer. The continual building on first impressions is critical in a candidate’s willingness
to join the organisation.
Are the values of the organisation communicated during the interview? Do the interview techniques exemplify the
values? Are our selection procedures sound enough to identify the right person for the right job? Was the
candidate’s time and application valuable enough to reciprocate constructive post interview feedback? Even if a
candidate is not successful in being offered a position today, they were worthy of interview and should leave the
process encouraged to provide future application – because CSU is a professional and worthy employer.
On-boarding through selection
Having made an offer and received an acceptance, are you proactively contacting your new employee and beginning
to make them feel welcome and valued, once again building on their first impressions and validating their decision?
Are you engaging them where you can, following up on paperwork, providing additional support, information and
links, being available for questions, and inviting them to any events? Are they relocating to accept their position?
Do they have family coming with them? Are you providing information about the community, accommodation,
schools? Do you understand what their needs are? Does the new employee know where and what time to meet you
on their first day? Do they need to bring anything with them?
On-boarding through induction
New employees arrive on their first day excited, apprehensive and with expectations. This first ‘on-the-job’ contact
with you and the organisation will validate their decision in accepting the position. They expect you to:
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Be available
Be prepared
Have resources for them
Introduce them to colleagues
Introduce them to the organisation
Always be present and prepared for the new employee. Ensure they have a desk and all information they need to
commence. Block out your calendar for their first day and make sure you welcome them officially to their new job.
Be aware of information overload and of creating sensations of being overwhelmed for the new employee.
Assuming all the paperwork was completed prior to commencement, formal induction processes such as log ins,
systems, processes, policies and procedures can wait until day 2, 3 or 4. Spend the first day providing information
that helps confirm their decision, information that provides a sense of alignment, belonging and building
relationships.
Provide feedback on the selection process and why they were successful, what strengths stood out, what
development areas might have been evident and how those might be overcome. Find out why the candidate
accepted the role and what their expectations might be – are their expectations aligned with yours?
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Share the University Strategy, organisational values and plans early. Show how the organisation and their position
align and contribute to the Strategy. Which part of the Strategy has potential for greatest impact and what does that
mean in relation to operation, ie the student experience? Focus on providing clarity about the role, set clear
expectations and describe what success would look like. Allow them to feel that their contribution will be valuable
and important to the success of the Strategy. Share stories of success. Discuss operations, how decisions are
made, if we work in an autonomous or collaborative way, who the key relationships are with, what processes are in
place for new ideas and innovations, and what are the key challenges currently being faced. Talk about what is good
about working at CSU and the benefits it can provide. Have someone show the new employee around the
workplace and campus, and start to make introductions. Always make time at the end of each day to be available
and interested – discuss learning so far and clarify information and respond to questions.
On-boarding through mentoring
Have an assigned mentor and introduce them on the first day. Mentoring is a key developmental strategy within the
University’s Continual Professional Development Framework and Leadership and Management Development
Framework. New employees with mentors become more knowledgeable about their organisation and its culture,
the time to productivity in their positions is quicker, they form stronger relationships, and are more confident than
employees who don’t have a mentor.
Leaders and managers are responsible for providing a mentor for new staff and for encouraging and supporting the
mentor/mentee relationship. Positive mentoring relationships are often rewarded by the new staff member electing
to become a mentor themselves once they are fully integrated into the organisation. Mentoring provides a key
resource for new employees, provides immense support in understanding the CSU culture, and promotes
engagement and contribution with their role. Mentoring can be the most efficient and cost-effective way to impact
on engagement. Mentoring provides a safe, supportive, relational environment where employees can explore, grow
and develop as people and team members.
When a staff member moves into a new role, their learning needs are at a peak as they struggle to understand what
is expected of them. The mentor/mentee relationship enables:
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learning about the organisation – its mission, strategies, objectives, values and policies;
learning to function in the work group –understanding its culture, values and roles, and developing working
relationships and networks; and
learning how to perform – developing the skills and knowledge for the job.
Early in the mentoring relationship, the new employee’s learning needs may be to seek information so they feel they
can master the environment. Often this is focused on trying to make connections between the information they
have been given. At this stage new employees will benefit from an interactive learning process that encourages
information-seeking and provides:
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help in forming accurate expectations about the organisation;
clear information on expectations, roles, norms and values;
assistance in developing knowledge, skills and attitudes;
assistance in interpreting organisational events; and
encouragement in experimenting in the information-seeking and knowledge development process.
Once the new employee starts to settle into their role, their needs will change as they become less focused on
‘information acquisition’ for survival. They may now be more concerned with developing self-identity in the workplace and recognition they are becoming competent in their responsibilities and contributing to the organisation.
They may require encouragement to examine and develop their professional and personal learning needs.
CSU Mentoring References: http://www.csu.edu.au/adminman/hum/hum/Mentoring.doc
http://www.csu.edu.au/division/hr/developing-and-supporting/leadership-devl/mentoring.htm
http://www.csu.edu.au/division/hr/developing-and-supporting/leadership-devl/docs/initial-career-mentoring.pdf
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On-boarding through performance management and development
Performance management and development is an on-going process that begins early in the relationship. Making
time to provide feedback, answering questions, reviewing goals, providing support and coaching is essential for new
employees to understand how they are going. If employees have this understanding, they will be more confident
and more willing to contribute. Employees who have good positive working relationships with their direct
supervisors are more likely be committed and to be retained. If any issues or concerns arise, the new employee is
more likely to feel comfortable in early discussion with you and you are able to be proactive in resolving things
before they become ‘mountains’.
Initial meetings should focus on the role and expectations early on. Together work though some clear goals that can
be achieved in the first four weeks and meet regularly to review them. Goals could include attending meetings,
meeting other staff, beginning to build key relationships, beginning to learn and be involved in the duties of the role,
and learning about leadership and influencing. State how the new employee’s strengths will complement the role.
Gain an understanding of what drives and motivates the new employee; understand what management style works
best for them so you can both get the most out of the relationship.
Set longer term goals and continue with regular catch-ups to maintain progress and engagement. Assess their skill
level and their contribution to the role. Are they becoming more functional and independent? Do they have a
sense of belonging and contribution? Are they beginning to contribute? Are you acknowledging their success and
showing your appreciation for their efforts?
Who is Responsible?
Primarily it is the Supervisor’s responsibility to plan and ensure completion of all processes in the on-boarding phase
of employment. These include:
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working with administrative staff to co-ordinate activities;
planning the on-boarding program;
assigning a mentor;
introducing new staff members to colleagues and key people;
defining the role and responsibilities as well as the linkage with operational plans and University Strategy
organising on-the-job learning;
providing regular support and feedback;
providing professional development opportunities;
managing the probation process; and
assisting the staff member in the development of their individual development plan.
There are aspects that can be delegated to others. However, these need to be organised/followed up by the
Supervisor to ensure completion.
As the Supervisor, you need to ensure you are available to the new staff member, particularly in the first few days of
employment and regularly over the first few weeks.
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New Employee Life Cycle
A new employee, regardless of position or level, goes through similar expectations and a life cycle.
Acceptance of Offer
Welcome to CSU
Workplace Induction
Meet Assigned Mentor
Inductions
On-the-Job Training
Individual Development Plan
Campus Welcome
Probationary Review
Performance Management & Development
Return of paperwork
Contact from Supervisor, welcome and questions
Confirming start date, time, place
Meet and greet by Supervisor on first day
Meet colleagues & team
Tour workplace, Division/School, Campus, CSU
Getting to know the job, workplace, Division/School, polices &
procedures
For support and guidance and getting to know the CSU culture and
complexities of a tertiary institution
Divisional: HR, IT, Finance, Library. On-line: OH&S and EEO
Setting a work-based plan of development for first 12 weeks
Learning the position and beginning to be effective
Creating a work based plan of objectives for probation period
Setting regular meetings and reviews
Attending the VC’s welcome, meeting and hearing from the VC –
University Strategy
Completing the probation review at the assigned time & confirming
appointment
Reviewing individual performance plan
Setting objectives until next formal review period
Career planning
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Planning for New Staff Member’s Start Date
Contact
Once a candidate has accepted their offer (even verbally), they become a new staff member. Supervisors are
encouraged to contact the new staff member and welcome them to the position and CSU before their start date.
Express appreciation for their acceptance and that you are looking forward to having them on the team. This is an
opportunity to confirm they have made a good decision and to answer any questions or concerns they may have.
You need to confirm their start date and ensure the new staff member knows where and what time to meet you.
You also need to check that all relevant paperwork has been completed and returned and if the new staff member
has any questions or concerns about any of it. Once formal acceptance is received, HR will email you information
and a list of considerations for their start date.
Taking the time to plan for your new staff member will give you return in investment. The person needs to feel their
acceptance has been valued and nothing states this more than having a plan and being seen to be organised,
efficient and professional. They are reporting to you and the first impressions you create is one of yourself, your
values, your commitment and your professionalism. These impressions of you will impact on the impression the
new person has of the Division/School/Centre and University.
Most people who commence a new job have some level of anxiety – will I like it, what will the people be like, will I
like them, will they like me, what will I learn, what will I have to do, how many people will I meet, what if I can’t
remember everything, did I make a good decision? etc. Prior to their start date, go through with your new
employee what they can expect on their first day and week - this will help relieve some of those anxieties. You might
also like to send them links to information to help them prepare for their first day.
You need to ensure you are available for new staff on their first day. As soon as their start date is confirmed, it is a
good idea to block out this day in your calendar. New staff need to feel welcome and given the time to settle into
their new environment. Day One is crucial in forming a positive working relationship with you.
Special considerations
If your staff member is coming from interstate, you will also need to provide additional support in regard to
relocation. This includes travel, relocation of household items, the sourcing and securing of accommodation and
getting to know their new local regional area. They may be relocating only themselves, but partners and children
also need to be considered and their needs acknowledged.
Local Information Centres can provide ‘welcome to region’ packs, which you can mail to your new employee or you
can sent them links to this information. You can provide a list of real estate agents to assist them to find and secure
accommodation. If they have children, you can provide a list of Child Care Centres/Schools and assist with
enrolment procedures.
If they are relocating from overseas, there are cultural considerations and integration into the community. Councils
should be able to provide information and advice regarding support for people from overseas, should this be
needed.
These considerations form part of the first impressions. If a new employee feels supported in their relocation, they
will be more enthusiastic about their decision to accept the position and in starting.
Not only does your new staff member need to be engaged with CSU, they also need to be connected in the local
community/region. Work/life balance is not only about creating a connection with the University, but also about the
connection, integration, confidence, security and comfort in the local community. A person who is comfortable in
their new job and new home will provide a more engaged, committed and loyal employee.
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After providing an acceptance, our new employee should be excited and looking forward to their new opportunity.
The checklist below is a guide to help plan and prepare for the new employee.
Checklist 1:
Planning for New Staff Member’s Start Date
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Contacted new staff member:
 Congratulations and welcome to the Team
  Pre-employment paperwork returned to the HR Service Centre:
 New Employee Information
 CSU Banking Details
 Tax File Number Declaration
 Superannuation
 Equal Employment Data Collection
  Verified copies of information returned to HR (or originals provided and
sighted and signed by you, with copies forwarded to the HR Service Centre
on their first day of employment:
 Birth Certificate or current Passport
 any qualifications obtained from tertiary education institutions
other than Charles Sturt University (if applicable)
 proof of residency status, giving the right to employment in
Australia, and Passport (if applicable)
 documents related to a change of name [e.g. Marriage Certificate]
(if applicable)
 Arrange start date, time and place, provide direction and information on
parking, email map
 Ensure your calendar is booked out for their first day
 Send link to website page
 Are there any questions/concerns?
Person Responsible
If from interstate/overseas:
 Mail ‘welcome to region’ information pack (usually available from local
Information Centre)
 Provide other information – accommodation, day care, schools, churches
 Ensure flights, relocation and accommodation, and provide any assistance
for themselves or family
Ensure office space:
 Desk & chair
 Computer & load all necessary software
 Phone and guide to operation
 Calendars (desk, wall & diary)
 Stationery & notepad
 CSU organisation chart
 Division/School organisation chart & contact list – names, positions, photos
 Campus map
 Position description
 Key dates (meetings, committees, probation, performance management &
development, CSU dates)
 Staff handbook/induction book
 Links to all relevant policies and procedures
 Links to OH&S and EEO on-line inductions
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 Clean and well presented
 Contact HR Liaison Team if employee identified workplace adjustment needs
Order name badge & name plate for door
Order business cards
Order VOIP phone & complete IT request for phone link to computer
Ensure computer login organised
Organise photocopy number & name link in photocopier
Update Communications Directory & email distribution list
Update website / request bio for staff website
Add permissions to S drive
Request permissions/access – Banner/BEIMS/Interact/PARMS/Trim etc
Information about requesting and accessing Banner Finance is available at
http://www.csu.edu.au/division/finserv/staff/banner/index.htm.
Order CSU corporate Visa card
Order mobile phone
Email Serko travel profile form
Organise mentor and have mentor contact new staff member & introduce
themselves prior to first day (attachment i)
Book an HR Induction
Book an IT Induction session.
IT induction can be completed online or requested through the IT Service Desk.
Book a Library Induction if applicable - Book a Librarian
Book a Finance Induction
Advise other staff of :
 new staff member
 start date
 position description
 induction/on-boarding plan
Develop a New Employee Plan, nominating what you will do on each day for the
first week and the other staff involved. Make sure other staff are aware of their
induction responsibilities.
Develop an ‘on-the-job’ training work plan (initial schedule of learning
activities/individual development plan). What are they going to learn, when
and with whom? This should be a plan to take the new employee to week 12.
A welcome to the Team/CSU card on their desk, signed by the Supervisor/Staff,
is a nice touch
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New Staff Member’s First Day
The main objective on the first day is to be welcoming, to be organised and to ‘make it easy’ for them. You should
be the person to meet and greet your new employee and the person with whom they will primarily be spending the
day. A professional and positive Supervisor/employee relationship is critical to their engagement and on-going
contribution and success in the workplace.
The first day is usually an anxious one when new employees are bombarded with information. Rather than
overwhelming them, spend some time going through with them – why are they here, why did you choose them?
Spend some quality time providing some context of how the position fits into the Division/School/Centre and how it
contributes to the operational plans and University Strategy. Go through each in detail and allow plenty of space for
questions. It embeds the ‘why am I here?’ question and provides opportunities for connecting with the
organisation.
Have a schedule of what you are going to go through and make it flexible enough so you can go at their pace.
Introduce them to team members and to their mentor, and show them around the workplace. Ensure their
workspace is available and functional for their first day. Their space should be clean, tidy, welcoming, and have the
resources they need immediately available. A welcome card from you and the team is very well received.
They should go home feeling a little tired but with a good idea about the University and their place in it. They should
be feeling a little excited about their opportunity and not exhausted and overwhelmed.
At the end of their first day, the new employee should have received confirmation that they have made the right
decision in accepting this position and be looking forward to engaging with the work and workplace. The below
checklist is a guide to help plan and prepare for the new employee’s first day.
Checklist 2:
New Staff Member’s First Day
 Item
Be present to welcome staff member
Introduce to Mentor
Introduce to team members
Introduce to work area, including toilets and tea room
Explain tea/coffee & lunch facilities
Go through resources on desk
Go through plans of on-boarding and training – set expectations
Division/School structure/organisational chart
Division/School operational plans, workforce plans, risk register
Embracing the Division/Centre/School and University Values
Organisational & CSU Service Standards
University Strategy and Culture
Go through Position Description, providing clarity about the role and your expectations
Explain where this position aligns/contributes to strategies
Explain your own role and how it fits with the Strategy
Explain the decision making process
Provide debrief after first day
Person Responsible
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New Staff Member’s Second Day
Your new staff member should be welcoming of their second day. The second day provides a greater opportunity to
build on the knowledge of yesterday and is more focussed towards processes and ensuring essential knowledge is
passed on. Your contact with the new employee today should be shared with the assigned mentor and other key
staff in the area who have expertise in the topics you are going to discuss today.
You should be available at the end of each day today and for the remainder of the week to have small catch-up’s to
provide support and encouragement and to respond to any questions.
At the end of their second day, the new employee should have received more solid information about their position
and be looking forward to actually gaining and practising some skills to be an effective and efficient employee. They
should be more comfortable in their workplace, have begun to establish positive professional relationships with you
and their mentor, and be more familiar with their team members. The below checklist is a guide to help plan for the
remainder of the week for the new employee.
Checklist 3:
New Staff Member’s Second Day
 Item
Person Responsible
Welcome morning tea
Tour of campus
Arrange meetings with key staff members within the work area, who are they and what
do they do (building relationships)
Explain the VC’s welcome and when the next one is scheduled
Assist log-in for the first time. New staff members can activate their login by clicking on
the ‘Activate My Account’ link, on the my.csu login page,
https://auth.csu.edu.au/login/login.pl?url=http%3a%2f%2fmy%2ecsu%2eedu%2eau%2f,
and following the prompts. IT access will NOT be available until the HR Service Centre
has received a completed Acceptance of Offer including their date of birth
Ensure access and introduction to systems
Introduction to systems:
 Phone
 CSU website
 School/Division page
 HR Site – staff benefits, on-line Inductions, staff development calendar &
opportunities.,. the role of the HR Service Centre.
 Administration Manual
 Software on computer
 Outlook – Inbox & calendar
 Web-Kiosk – personal details, payroll, pay slips, disbursements, leave, personal
development, jobs@CSU etc.
 Other systems - Trim, Banner, BEIMS, Interact, Bridgit etc
 Video conferencing
Arrange Staff ID Card and keys
Staff members located at campuses with Student Central in the Learning Commons must
attend between 3.00-4.00pm to have their photograph taken for a CSU Card. No form is
required but applicants will be asked for their Staff ID Number. Staff located at sites
without a Learning Commons should refer to the CSU Card Fact Sheet
Record birthday on calendar
Provide debrief after second day
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Remainder of New Staff Member’s First Week
The remainder of the week will be a shared responsibility between yourself, the mentor and key staff. There should
also be the opportunity for some ‘time-out’, for the new employee to further explore the position and workplace
and begin to be ‘functional’ in the knowledge they have gained so far. Each person has their own learning style and,
by now, you should have a good idea about the most effective and preferred method for this person.
You and the mentor need to be easily accessible during this first week, as you are both the key source of
information, support and feedback.
Following their first week the new employee should have a good idea of the expectations and responsibilities of their
role. They should know the key relationships with both staff and other parts of the University and/or external
organisations. They should have some understanding of the University Strategy and how their role aligns to it. They
should have a basic understanding of the campus and web-site layout.
At the end of their first week, the new employee should have commenced in some of their duties and be receiving
continuous support and feedback about the learning. They should be feeling more like part of the team, be
comfortable in their workplace and their relationships, and be beginning to demonstrate some confidence and
competence on-the-job. They should be feeling content in their decision to accept the position and be looking
forward to an ongoing and rewarding association with their new role. The checklist below is a guide to help plan for
the remainder of the week for the new employee.
Checklist 4:
Remainder of New Staff Member’s First Week
 Item
Complete Inductions:
 HR
 IT
 Library
 Finance
Advise they will receive an Outlook request of the scheduled date, time and location to
attend the HR Induction. (If the staff member does not yet have access to a PC, this
Outlook request will be forwarded to the supervisor.)
Ensure awareness of on-line inductions (3 parts) and when they need to be completed,
encouraging ASAP (through the HR website)
http://www.csu.edu.au/division/hr/bringing-staff-onboard/induction/induction.htm
Go through other key dates, including regular meetings
Begin on-the-job training plan and practice
Explain checklists available
Explain:
 CSU vehicles and travel requisitions
 Other booking forms
 Journals
 Stationery cupboard and ordering
 Recycling, shredding
 Mail
 Pigeon holes
 Gym & pool
 Uniforms
 Receipts
 Petty cash
Person Responsible
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CSU On-Boarding
Go through Enterprise Agreement
Go through Code of Conduct
Explain flexi-time and timesheets
Explain leave benefits
Explain work-life balance policies
Explain Employee Assistance Program
Explain probationary process and requirements
Provide subject outlines/profiles
Go through any timetables
Explain professional development opportunities (and funds)
Explain University Awards and Recognition programs
Explain committees
Give time/space to explore with regular check-ins
Provide debrief after first week – check against plans
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CSU On-Boarding
Weeks 2 to 12
This time is focussed on providing on-the-job training and for the new employee to feel confident and competent in
the work they were employed to do. They should still feel valued and that they can begin to contribute to the work
of the team.
The source of support, advice and guidance should now be wider spread to other team members, although you and
the mentor will continue to play a key role. At the beginning of this time you should work with the new employee to
develop an individual performance plan, where needs and resources are discussed and planned. This plan should be
reviewed regularly to provide further opportunities of support, contribution, feedback and the discussion of
concerns/questions.
For Academic Staff
For academic staff, Heads of School should be attentive towards the following areas during this phase of the onboarding process:



Teaching Skills: working with the Division of Learning and Teaching Services to enhance core knowledge and
skills in teaching and learning;
Developing Research; and
Postgraduate Supervision.
At the end of week twelve, the new employee should be feeling and behaving as part of the team. They should have
a good handle on the position and its responsibilities, a reasonable understanding of the University and its
complexities, have established some good working relationships, and feel confident to contribute to the workplace
and make suggestions. Although they may have experienced some wavering or conflict of wisdom about their
decision during these weeks, they should now be back ‘on-track’ and feel confident about and committed to the
future and possibly even considering opportunities for further development. They should be looking forward to their
formal probationary review and have no doubts as to its outcome.
The checklist below is a guide to help plan for weeks 2 to 12 for the new employee.
Checklist 5:
Week 2 to Week 12
 Item
Develop individual development plan (for initial 12 weeks). Where do you
expect the new employee to be at the end of 12 weeks?
Continue on-the-job training. The new employee should be beginning to
engage/contribute to work needs and gaining confidence
Organise any Orientation sessions with other areas of the University that affect
this position; introduce key relationships
Schedule regular meetings (weekly check-ins) – review against plans and
provide feedback
Ensure all Induction programs (departmental and on-line) have been completed
Person Responsible
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CSU On-Boarding
Week 12 to Probation Review
You should continue to organise regular meetings with the new employee up to their probation to ensure their
progress and to provide feedback. At this stage the new employee should have a good understanding about their
position and organisational fit. They should be confidently contributing to the work of the organisation and
providing input towards projects and decisions. They should have established some good relationships within their
team and across the organisation.
Their training and development continues, with gaps being identified and filled. They should be comfortable about
being successful in having their position confirmed at the formal probation review. They should be comfortable
about the review and how and when it is going to take place, and be given the resources and the time to adequately
prepare.
At the end of this period, the new employee should be confirmed in their appointment, have current goals reviewed
and new goals set. The Supervisor should have a good understanding of the staff member and how they prefer to
work and what motivates them. The Supervisor should continue to meet regularly with the staff member to maintain
relationships and to keep progressing forward.
The checklist below is a guide to help plan for weeks 12 to probation for the new employee.
Checklist 6:
Week 12 to Probation Review
 Item
Review original work plan. Have objectives been achieved?
Review expectations on both sides
Discuss development needs
Discuss concerns
Provide feedback, encouragement & support
Career planning – learn about the objectives of your new staff member and
how CSU can support those
Update/create individual performance plan up to probation period
Schedule regular meetings (check-ins) – reviews against plans
Person Responsible
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CSU On-Boarding
Probation Review and Beyond
You should continue to organise regular meetings with the new employee to ensure their success in their position
and to provide feedback. Their integration into the workplace and University should be complete. If it is not
complete, this needs to be mutually explored and gaps identified and progressed until filled. Each new employee
will integrate at their own pace and within the environment that they work. It is not necessarily a negative reflection
if the person feels they are not yet fully integrated, it only means that further development needs to take place.
They should feel aligned to the organisation and that their contribution is valued. They should be looking forward to
their career with CSU.
Checklist 7:
Probation Review and Beyond
 Item
A formal probation review meeting needs to be held and the necessary
paperwork completed and forwarded to the HR Service Centre, authorising
confirmation or annulment of the appointment. A Probation Review reminder
and further information will be forwarded to you approximately 2 months prior
to the probation review date.
The Online Induction must be completed prior to appointment of confirmation.
Person Responsible
Development of the annual Individual Work Plan – to the next review period
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