Induction Checklist

A new hire arrives before their laptop or building access is ready, and the manager spends the first day finding passwords instead of explaining the role. An induction checklist catches preparation tasks before the start date, so begin before day one by confirming contract steps, workstation, system access and a schedule for the first week.

Assign each item to an owner rather than writing "prepare equipment" with no name, and separate roles clearly: HR may handle paperwork, IT access, safety staff training and the manager work assignments, and a shared checklist can show the dependencies. Acas publishes an induction checklist template with common topics and space to adapt it, though it is a UK resource and not proof that every item is mandatory elsewhere.

CIPD's induction guidance describes welcoming people and giving information about the organisation, team and role, and a checklist can support that wider process but cannot replace relationships and feedback. Tailor by role, because a warehouse operator may need machinery and safety authorisation while a finance analyst needs system access and data-handling guidance, with shared core items sitting beside the role-specific ones.

Put safety early: emergency routes, hazards, protective equipment and reporting should be covered before the person starts risky work, not left to a generic week-two training slot. Schedule introductions that explain who makes decisions, who can help and how handoffs work, since a list of names is less useful than a brief conversation.

Clarify first objectives so the worker knows what to do in the first days and what a successful first month looks like, avoiding a full annual target on day one. Provide policies in a usable form by linking current versions and highlighting the parts relevant immediately, because asking someone to sign that they read hundreds of pages may not show understanding.

Test access, since a tick beside "IT account created" does not mean the login works or the required permissions exist, and let the new hire use the system with support. An illustrative completion rate is required induction items confirmed complete divided by required items due, so if 27 of 30 are completed the rate is 90%, though it does not measure whether the worker feels prepared.

Spread learning over time, because a day packed with presentations is hard to retain, and plan topics across the first weeks with chances to practise. Include remote starters by allowing lead time for shipping equipment, secure setup and intentional introductions, since a virtual welcome call alone is not full induction.

Check access needs too, as the person may require adjustments to equipment or training format that are handled through appropriate channels, and consider a peer buddy for everyday questions while the manager remains responsible for performance expectations and support. Track evidence where required, because some regulated tasks need records of training and sign-off that are stored securely and verify competence, not just attendance.

Give the worker a voice and review after the first week, since missing permissions and unclear instructions often emerge only when real work begins, and ask recent hires which items helped and what they learned too late. Avoid the universal template trap by asking role holders what a newcomer needs, assign someone to keep the list current as systems, contacts and policies change, and do not declare induction complete prematurely, because the checklist marks key steps rather than mastery and managers need time for conversations and feedback.