Strive to be clear and consistent about what is expected and how performance is measured so your employee knows where to focus their efforts.
Ongoing feedback and training will support your new employee in becoming a valued member of your department. Employees who feel seen and supported by their supervisor or manager continue to grow and thrive, staying engaged through belonging, connection and purpose-driven work. Once your new employee has settled into the position, onboarding shifts focus to their long-term success.
The First Six Months
By completing the 30-60-90 Day Onboarding Plan, your new employee has completed the bulk of onboarding! It's time now to assess and celebrate what has been accomplished and turn to the next phases of learning. Items from the 90-day plan may have been pushed out for any number of reasons. Make sure these are scheduled or added to a new plan, which includes expected completion dates and measures of success.
Most onboarding continues past the first 90 days, through the first six months or year, depending on the position, type of work or at what point in the year your new employee started. Think about the various activities in your team or unit/department's yearly cycle, and identify what is needed to prepare your new employee for these cyclical events.
Goal Setting and Performance Management
Depending on the time of year your new employee started, they may or may not be included in that year's Annual Employee Performance Appraisal process. Regardless, once the first 90-day goals are completed, it is time to set new goals for the employee that can be accomplished within the next year. Remember to specify expected outcomes, measures of success, milestones and expected completion dates for these goals.
In regular one-on-one check-ins with your new employee, in addition to reviewing task completions, goal progress and checking in on how they are doing, this is also a time to provide constructive feedback and discuss future professional development opportunities. Performance Management is a term used to describe overseeing ongoing job performance, giving regular feedback on both what the employee is doing well and where improvements might be made. Regular performance discussions let employees know that you, their supervisor or manager, see the work they are doing and are interested in their growth and development outside of Annual Employee Performance Appraisals.
Probationary Period
Many career employees serve a Probationary Period during their first six months of employment. This is to ensure that your new employee is qualified to perform the job and achieve regular status.
If a probationary employee continues to have problems after receiving feedback, please contact us to discuss a probationary period extension or release of the employee. Managers and supervisors are required to talk to an Employee & Labor Relations (ELR) consultant prior to extending a probationary period or releasing an employee during his or her probationary period. If your new employee is in probationary status, you will receive a UCPath Notification to complete a six-month performance evaluation.
Continuous Learning & Belonging
Employees who continue to be supported and encouraged to grow and learn in a culture of trust, transparency and accountability maintain high levels of engagement, productivity and retention. You can engage your employee by fostering meaningful, purpose-driven work, promoting work-life effectiveness and advancing career development. At this stage, the process aims to engage your new employee in their development and create excitement about achieving organizational goals.
Encourage your new employee to get involved in the greater community through interdepartmental committees, attending or volunteering at events, the UC Davis Staff Assembly, Employee Resource Groups (ERGs), etc.
Examples of continuous learning & belonging activities:
- Encourage your new employee to get involved in the greater community through the UC Davis Staff Assembly, Employee Resource Groups (ERGs), joining committees, volunteering, attending events, lectures and webinars, etc.
- Ensure that your new employee is gaining exposure to a variety of project types and learning opportunities.
- Identify strengths, and determine what knowledge, skills, abilities and assignments complement or enhance them
- Use the Career and Professional Development Plan template for current role growth and development
- Hold discussions on the types of future projects and opportunities for assignments
- Promote opportunities to network outside your unit/department
Resources
- Articles
- UC Davis Resources