Make absolutely certain that everyone concerned (including your receptionist) knows when the new employee is joining, what he/she will be doing and how this fits in with everyone else in the team. Brief the 'buddy' on what will be expected of him/her.

A few days before the newcomer arrives, send a copy of the induction plan to everyone concerned and, of course, to the new employee.

There is nothing more dispiriting than having to scramble around for your work tools in a new situation where you don't know where anything is kept or who to ask. Here is a little checklist that will help you to prepare the newcomer's work area. (You may well have specific tools or utilities to add to this):

• literature about your organisation
• terms and conditions of employment/employee handbook
• health and safety information
• procedures, manuals and literature
• organisation charts
• passes
• badges
• keys
• desk, filing cabinets etc
• phone/phone lists/contact lists
• mobile phone
• terminal/printers/scanner
• basic stationery items including stapler, hole punch, pens etc
• internet/intranet/email accounts
• building plans
• luncheon vouchers etc.

Check and, where necessary, customise then download the induction checklist . As soon as possible, go through it carefully with the new employee and make sure that he/she understands the plan and why it is needed. Put a signed copy on his/her personnel file.

If the employee is to undergo a probation period this should be discussed and review meetings (perhaps at end of week one, month one and month three) and an end of probation review booked in from the start. Ensure that you use the probationary period well - this is the time when your employee is likely to be the most receptive to constructive feedback and guidance! Ensure that sufficient monitoring of his/her work takes place during this period and any training or coaching is delivered promptly so that the employee can become fully effective in the role as quickly as possible.

Use our template letters to invite the employee to an end of probation review and to confirm the outcome.

Very early on the new starter should be 'walked' through the appraisal cycle so he/she is familiar with the timings, process etc and knows what to expect and what is expected. If individuals work to objectives you could draw up some objectives for the first few months (one or two). This gives the joiner some control over his/her tasks, direction and self-led learning to encourage him/her to be proactive. Objectives can be simple such as "investigate and understand our intranet", "gain a basic knowledge of how to use our email system" or "make contact with and understand the roles of your colleagues in x department".

If you have a particular style or culture it might be useful to position this to the new joiner early on. During recruitment he/she may not have realised things that are obvious to employees such as dress code, parking, lunch rituals etc. There may be more formal aspects too such as style of written communications. Formal rules, regulations, policies and procedures should all be highlighted in the first week. Many employers include these within a handbook which they rely on the new joiner reading. You should check that the handbook has been read and understood and discuss particular aspects such as personal use of the internet and email system, attitude to working hours etc.

• Keep a close eye on the new employee, and make sure that you are available to him/her during the first few weeks. There is no need to featherbed new team members but it is vital that they feel that you are keeping a weather eye out for them. Even experienced and confident individuals feel unsure in a new situation and keeping their comfort levels high is an essential management task at this point. The relationship that is made in these early days sets the pattern for the months to come.
• Think back to when you were new to the organisation - what were the things that you needed to know?
• Don't schedule a heavy work load for the first week.
• If possible put aside a little time each day for the first few days for a meeting with the newcomer so that you can check how he/she is getting on and whether there are any worries.
• You might want to invite your new recruit to planned meetings so that he/she can get a feel for the organisation, what your key issues are and meet other members of the team.
• A small point, but don't forget to make sure that he/she is looked after for lunch on the first day.
• Many organisations have a leaving party when people depart - why not have a welcoming party to celebrate the newcomer joining the team? It's an excellent way of welcoming someone on board informally.