Hiring Manager Role in Onboarding & Assimilation Understanding how your role can impact and improve the new employee experience

2Honeywell Confidential Investing time in onboarding and assimilation will yield higher levels of employee retention, morale, and faster time-to-productivity - “Boost” early performance and engagement The materials in this guide will help you to: - Identify methods for engaging with and communicating to new hires post-offer, but pre- start date - Address specific new hire concerns - Review performance objectives with the new hire - Conduct an early informal review The activities covered in this guide are those that Recruiting Roundtable research finds are the most important to driving quality of hire and efficiency of the recruiting process, based on analyses of more than 8,000 hiring managers and 20,000 new hires Introduction Quick Assimilation = Faster Time to Contribution

3HONEYWELL - CONFIDENTIAL File Number Providing specific information about the job during the pre-start period can increase the engagement of your new hires -Information about the organization's vision and strategy -Examples of work the new hire will be doing and/or information about upcoming projects -Information unique to the new hire’s location (e.g., parking, lunch spots, day care) -Logistical information for their start date -Required forms Engaging With Your New Hire – Pre-start Keep your new hire engaged

4HONEYWELL - CONFIDENTIAL File Number When new hires feel they can communicate their concerns to you openly and get resolution, their performance level increases significantly Responding to Your New Hire’s Concerns Why New Hires Are Reluctant to Voice Concerns to Managers How You Can Address These Concerns 1.Meet frequently with the new hire—several times per week for the first few weeks, and at least once per week for the first three months 2.Meet with the new hire over coffee or lunch to promote a more relaxed atmosphere where the new hire may feel safer voicing concerns 3.Share anecdotes with the new hire about your own onboarding experience to let them know their concerns are not unusual 4.Provide the new hire with a contact outside their immediate work team to speak with if they feel uncomfortable voicing concerns with you

5HONEYWELL - CONFIDENTIAL File Number Explaining to new hires when and how their performance will be reviewed is critical to ensuring they are prioritizing the right activities and behaviors Review with your new hire: -How each performance criteria is defined and measured -How information will be presented to the employee -What will be discussed with the manager during the formal review -When and how often formal reviews occur Review Performance Objectives

6HONEYWELL - CONFIDENTIAL File Number What is involved: -A scheduled, structured conversation between the new hire and their manager about their performance to date, including any areas for improvement -Ideal timing for the informal review is at a point when the manager has had a chance to observe the employee and can comment fairly on their performance, but early enough so that the employee has a chance to take corrective action prior to their first formal review (typically between the first and third months on the job) -The review should be generally aligned with the performance criteria the employee will be formally reviewed against, but the manager should make clear that the review will not become part of the employee’s record -The conversation should focus in particular on how the employee can achieve their performance objectives, with the manager offering specific, actionable guidance on what to do to achieve goals -The informal review should be positioned principally as a “check-in” along the road to the formal written review, as a tool to help the employee achieve their highest potential on the formal review Provide an Early Informal Review Ensure new hire is “on track”

7HONEYWELL - CONFIDENTIAL File Number Key questions to ask yourself: -Have I had enough time to observe the new hire’s performance (i.e., if I am going to comment on strengths and development areas, do I have specific examples to support them, preferably more than one in each case)? -Have I solicited input on the employee’s performance from other colleagues who work with him or her on a regular basis? -Have I set the new hire’s expectations about the early informal review and put them at ease by letting them know the focus will be on preparing them for their formal review? -For any development areas I will be covering in the informal review, do I have specific, actionable advice on how the new hire can address these (e.g., have I researched training, mentoring, or other development options)? -Am I prepared to address not just what the employee is doing but how they are doing it (i.e., whether the employee is achieving their goals using behaviors commensurate with company values)? -If I have significant concerns to address with the new hire, have I alerted my HR partner to obtain their guidance? Provide an Early Informal Review Focus on specific, actionable guidance