Onboarding Checklist

Onboarding Checklist Template

A bad first week costs you more than you think. When new hires spend their first days hunting for passwords, waiting for equipment, and wondering what they are supposed to be doing, they start questioning whether they made the right choice. This onboarding checklist template gives you a phase-by-phase plan from before day one through the first 90 days so every new employee gets a consistent, organized start.

For small businesses with a handful of employees, onboarding often falls to the owner or a manager who is already stretched thin. That is exactly why you need a checklist -- it turns a chaotic process into a repeatable one you can hand off to anyone.

When to Use This Template

When a new employee has accepted your offer and you need to prepare for their arrival
When you want to standardize onboarding across all new hires
When a manager is onboarding someone for the first time
When you are bringing on a remote employee and need to ensure nothing gets missed
When you want to improve retention by giving new hires a stronger start

This checklist covers post-hire onboarding -- everything that happens after the offer is accepted. If you need help with the hiring process itself, see the Hiring Process Template.

New Employee Onboarding Checklist

Employee Name: _______________________________________

Job Title: _______________________________________

Department: _______________________________________

Manager: _______________________________________

Start Date: ________ / ________ / ________

Work Arrangement: [ ] On-site [ ] Remote [ ] Hybrid

Onboarding Buddy (if assigned): _______________________________________

Phase 1: Before Day 1 (After Offer Accepted)

Start this phase as soon as the offer letter is signed. The goal is to have everything ready so day one is about welcoming the person, not scrambling to set things up.

Paperwork and Documents

[ ] Send welcome email with start date, time, location (or remote login instructions), dress code, and what to bring
[ ] Send new hire paperwork packet or links: W-4, I-9, state tax withholding form, direct deposit authorization
[ ] Send employee handbook or policy acknowledgment forms
[ ] Send emergency contact form
[ ] Send any confidentiality or non-disclosure agreements
[ ] Send benefits enrollment information and deadlines
[ ] Collect completed paperwork before or on day one

I-9 verification must be completed by the end of the employee's third business day. For remote employees, you may need to arrange for an authorized representative to verify documents in person. Do not let this slip -- penalties for late I-9s add up fast.

Equipment and Access

[ ] Order or prepare computer / laptop
[ ] Order or prepare phone (if applicable)
[ ] Set up company email account
[ ] Set up accounts for tools the employee will use (communication apps, file storage, project management, etc.)
[ ] Prepare login credentials and document them securely
[ ] Set up desk, chair, and workspace (for on-site employees)
[ ] Ship equipment and supplies to home address (for remote employees)
[ ] Order business cards (if applicable)
[ ] Prepare building access -- keys, key card, parking pass, alarm code
[ ] Add employee to relevant email distribution lists and team channels

Planning and Communication

[ ] Notify the team about the new hire and their start date
[ ] Send a new employee announcement (internal email, team chat, or meeting)
[ ] Assign an onboarding buddy or point of contact
[ ] Draft a first-week schedule with meetings, training sessions, and introductions
[ ] Prepare a list of key contacts the new hire will need to know
[ ] Set up day-one lunch or virtual coffee with the team (optional but worth it)
[ ] Create or update a role-specific training plan
[ ] Prepare any role-specific materials, manuals, or reference documents

Phase 2: Day 1

Day one sets the tone. The new hire should leave feeling welcomed, informed, and clear on what happens next. Do not try to cram everything into one day.

Welcome and Orientation

[ ] Greet the new hire at the door or send a welcome message at their start time (remote)
[ ] Give a workplace tour -- restrooms, kitchen, supply room, emergency exits (on-site)
[ ] Walk through the virtual workspace -- where files live, how to use communication tools, where to ask questions (remote)
[ ] Introduce the new hire to their manager, team members, and key contacts
[ ] Review the first-week schedule together
[ ] Show the new hire their workspace and confirm equipment is working

Paperwork and Administration

[ ] Complete any outstanding new hire paperwork
[ ] Complete I-9 verification with original documents
[ ] Review and sign employee handbook acknowledgment
[ ] Enroll in benefits (or confirm enrollment deadline)
[ ] Review pay schedule, time tracking method, and how to submit hours
[ ] Explain PTO policy -- how to request time off, who to notify

Job Basics

[ ] Review the job description and key responsibilities
[ ] Explain team structure and who the new hire will work with most
[ ] Walk through daily routines -- core working hours, meetings, breaks, communication expectations
[ ] Explain how to report issues, ask questions, or escalate problems
[ ] Share any login credentials that were not sent in advance
[ ] Provide access to shared drives, files, and documentation

For remote employees, schedule a video call for orientation rather than relying on email. Screen-share to walk them through tools and file locations. The personal connection matters more when you cannot physically show someone around.

Phase 3: First Week (Days 2-5)

The first week is about building context. The new hire should start understanding how things work, meet the people they will collaborate with, and begin hands-on training.

Training and Learning

[ ] Begin role-specific training (systems, processes, tools)
[ ] Review key workflows and standard operating procedures
[ ] Walk through any templates, checklists, or recurring tasks they will own
[ ] Shadow a team member or sit in on relevant meetings
[ ] Provide access to training materials, videos, or reference guides
[ ] Assign a small, low-stakes task to build confidence and familiarity

Meetings and Introductions

[ ] Schedule introductions with people outside the immediate team (other departments, leadership, key vendors or clients)
[ ] Schedule a one-on-one with the manager to check in on how the first few days are going
[ ] Introduce the onboarding buddy and encourage informal check-ins
[ ] Include the new hire in regular team meetings

Administrative Follow-Up

[ ] Confirm all equipment and tools are working correctly
[ ] Resolve any access or login issues
[ ] Confirm benefits enrollment is complete or in progress
[ ] Verify direct deposit information has been submitted
[ ] Answer any questions about policies, procedures, or expectations

End-of-Week Check-In Questions:

Question	Notes
Do you have everything you need to do your job?	_______________________________________
Is anything confusing or unclear?	_______________________________________
How is the pace -- too fast, too slow, about right?	_______________________________________
Any questions about the team, culture, or expectations?	_______________________________________

Phase 4: First 30 Days

By the end of month one, the new hire should be handling core responsibilities with decreasing supervision. This phase is about building independence while keeping the support structure in place.

Performance and Development

[ ] Set clear goals and expectations for the first 90 days
[ ] Define what "good performance" looks like in specific, measurable terms
[ ] Assign progressively more complex tasks and responsibilities
[ ] Provide regular feedback -- do not wait for a formal review to tell someone how they are doing
[ ] Identify any skill gaps and plan additional training if needed
[ ] Encourage the new hire to document questions and lessons learned

Integration

[ ] Schedule weekly one-on-one meetings with the manager (keep these on the calendar through at least 90 days)
[ ] Check in with the onboarding buddy to see how things are going from a peer perspective
[ ] Invite the new hire to contribute in team meetings, not just observe
[ ] Make introductions to anyone they have not yet met who is relevant to their work
[ ] Share context on current projects, priorities, and upcoming deadlines

Administrative

[ ] Confirm all paperwork is complete and filed
[ ] Verify first paycheck was accurate (correct pay rate, deductions, tax withholdings)
[ ] Follow up on benefits enrollment -- confirm coverage is active
[ ] Update employee records with any missing information

30-Day Check-In Questions:

Question	Notes
How do you feel about the role so far?	_______________________________________
Are your responsibilities clear?	_______________________________________
Do you feel comfortable asking for help when you need it?	_______________________________________
Is there anything about the job that is different from what you expected?	_______________________________________
What additional training or resources would help you?	_______________________________________

The 30-day mark is when early warning signs show up. If the new hire seems disengaged, confused about expectations, or struggling with core tasks, address it now. A direct conversation at day 30 can prevent a failed hire at day 90.

Phase 5: First 90 Days

The first 90 days is the full ramp-up period. By the end of it, the new hire should be operating at or near full productivity and feeling like a real part of the team.

Performance

[ ] Conduct a formal 90-day review to assess performance against the goals set at 30 days
[ ] Discuss what is going well and where there is room for improvement
[ ] Adjust goals and expectations for the next quarter based on what you have learned
[ ] Discuss career development interests and how they align with the role
[ ] Decide whether to confirm continued employment (if you use a probationary period)

Integration and Engagement

[ ] Solicit feedback from the new hire on the onboarding process -- what worked, what did not
[ ] Ask the manager and team for their assessment of how the new hire is settling in
[ ] Ensure the new hire has built working relationships across the team
[ ] Transition from onboarding mode to standard management cadence (regular one-on-ones, performance cycles, etc.)
[ ] Remove the onboarding buddy assignment (or let it continue informally if both parties want to)

Documentation

[ ] Complete the 90-day review form and file it
[ ] Update the employee's file with any certifications, training completions, or policy acknowledgments
[ ] Note any adjustments needed to the onboarding process for the next hire
[ ] Mark onboarding as complete

Onboarding Documents Checklist

Use this quick reference to track which documents have been collected for each new hire.

Document	Sent	Received	Notes
W-4 (Federal Tax Withholding)	[ ]	[ ]	________
State tax withholding form	[ ]	[ ]	________
I-9 (Employment Eligibility)	[ ]	[ ]	________
Direct deposit authorization	[ ]	[ ]	________
Employee handbook acknowledgment	[ ]	[ ]	________
Confidentiality / NDA	[ ]	[ ]	________
Emergency contact form	[ ]	[ ]	________
Benefits enrollment forms	[ ]	[ ]	________
Company property agreement	[ ]	[ ]	________
Remote work agreement (if applicable)	[ ]	[ ]	________

Remote Onboarding Considerations

Remote onboarding requires extra intentionality. The core checklist above applies, but keep these additional points in mind:

Ship equipment early. Send the laptop, peripherals, and any supplies at least a few days before the start date. Include a setup guide. Nothing kills momentum like spending day one troubleshooting a shipping delay.
Over-communicate on day one. Without the natural cues of an office, remote employees can feel lost. Send a detailed schedule for the first day with exact times for each call or activity.
Use video for everything. Introductions, training, check-ins -- default to video calls, not email or chat. Building rapport remotely takes more effort, and seeing faces helps.
Create a virtual watercooler. Pair the new hire with their onboarding buddy for informal chats. Schedule a virtual team lunch. Make space for non-work conversation.
Check in more frequently. During the first week, a quick five-minute check-in at the end of each day goes a long way. Taper off as the new hire finds their footing.
Document everything. Remote employees cannot lean over and ask a quick question. Make sure processes, logins, contacts, and FAQs are written down and easy to find.

How to Customize This Template

Scale it to your size. A three-person company does not need a formal onboarding buddy program. But you still need to complete paperwork, set expectations, and check in regularly. Use the checklist items that apply and skip the rest.
Add role-specific tasks. Every role has unique training needs. Add items for the specific tools, systems, and processes the new hire needs to learn.
Set realistic timelines. If your team is small and everyone wears multiple hats, spread training across the first two weeks instead of cramming it into three days.
Assign ownership. For each phase, decide who is responsible -- the owner, the manager, or someone else. Write their name next to the section.
Improve it every time. After each new hire completes onboarding, ask them what was helpful and what was missing. Update the checklist based on their feedback.

You do not need onboarding software to run this process well. Print this checklist, keep it in a shared document, or save it as a spreadsheet. The format matters less than actually following it.

Keep Employee Records Organized from Day One

A good onboarding process generates a lot of paperwork -- tax forms, signed policies, emergency contacts, benefits elections. Boring HR gives you a simple place to store all of it, track key dates, and keep employee information accessible without digging through filing cabinets or scattered folders.