Supervisors and hiring managers play a big role in making employees feel welcome. When employees feel like a valued member of the team, they're more likely to be passionate about working here.

Create an outstanding welcome by drawing from your own experience starting a new role – what did you find helpful?   

Offer the Role

The next step in the hiring process is the offer of employment to the candidate of choice.  

Generally, the offer involves two steps. First, the candidate is contacted by the Hiring Leader to tell them that they are the successful candidate and that Langara College would like to make a formal offer of employment. At this point, there is often a discussion about salary, benefits and other terms and conditions of employment.  A verbal offer checklist is available to assist you in making the verbal offer. Please ensure you follow the correct checklist, based on the type of position you are offering.

If the candidate verbally accepts the offer, the Hiring Leader should contact People and Culture  and an offer letter will be generated and sent to the candidate through Workday.

NOTE: Before proceeding with a verbal offer, contact People and Culture to discuss appropriate compensation.    


Onboarding Remote Employees

Onboarding employees remotedly during COVID-19 will look and feel very different. As a leader, mastering remote onboarding is cruicial and will ensure your new team members thrive in their role.Here are some ways to make for a smooth remote onboarding process: 

  • Introduce new team members
    • Give your team a heads-up beforehand about a new hire and how their role will fit into the larger team.
  • Make a good first-day impression
    • Schedule a video call to welcome them to the team face to face. Let new hires know they’re free to ask any questions, and walk them through what their onboarding will look like and what they can expect over the next few days and weeks.
  • Provide a new hire checklist
    • Giving new hires a way to feel like they’re learning and making progress on the job is crucial. In advance, create a list of small-scale responsibilities as a warmup. Onboarding task lists should be department-specific and modified slightly for each person. There should be “foundation items” that everyone who joins should complete and then “department items” that are specific to a certain area.
  • Pair them with a mentor
    • A good practice for remote onboarding is pairing new team members with a mentor. This shouldn't be adirect manager but someone senior on their team. A mentor is a trusted guide to help new team members navigate an unfamiliar environment and feel less isolated on a remote team. 
  • Extend responsibilities - Provide context, Set expectations, Provide points of contact. 
    • Once the team member has completed a few new hire tasks, it’s time to extend true responsibility.  Before giving out new projects, provide the new employee with all the details about why the project is important and how it fits into the wider picture.  Don’t be ambiguous about the level of quality you expect and how quickly you might want the project completed. Give specifics about what the final product might look like and provide a concrete due date. Provide new employees with the best people on the team to reach out to and make the introductions for them.
  • Check in regularly 
    • Stay in close communication with new employees and regularly initiate conversations with them. This establishes that they can reach out to you whenever necessary, while reducing the feeling of loneliness and isolation and building a rapport.

  • Inform employees of the Interim Working Off-campus Guidelines

The process for requesting many of tools to set up a new employee may have changed as a result of COVID-19. Click on the links below for more information on how to access the following: 

Before They Start

Maintain contact with employee

  • This is one of the most important work relationships you will have, so start early by reaching out to offer help and answer questions.

Discuss their first day

  • Tell them where they should arrive for work, what to bring, what the dress code is, and what activities are scheduled.
  • You could also ask them for a short bio that you can share with the rest of the team.

 Submit requests for tools and equipment

  • Submit a facilities request for a desk, chair, or any other office furniture that's needed
    • Click here to learn more about facilities requests. 
  • Arrange for appropriate technology tools or systems access 

Get the workplace ready

  • Announce your new hire to staff. Try to share a short bio to help people know a bit about them. Let reception know when they'll arrive.
  • Assign a "buddy" to meet the new employee when they arrive, walk them through orientation tasks and be available to answer questions.
  • Update communication materials, as required.
  • Prepare orientation material specific to your department. 
  • Prepare a schedule for the first day/week. Set up job shadowing or on-the-job training sessions with staff.
  • Create a guide with details about how your team functions or key processes the new employee will be involved in.

Give them the tools they need to do their job

  • Assist them with getting an ID card
  • Security passcode
  • Keys
  • Computer, laptop and a phone (as required)
  • Access to software or systems
  • 2 FA – FOB or App on phone
  • Office supplies
  • Business cards, as required

Their First Day 

It’s important to set the stage on the first day and to remember that it can be exciting and challenging when starting with a new organization and team in a new role. Give the new employee a warm welcome and do the following to help them get settled and let them know what to expect.

  • Meet with your new employee and introduce them to their “buddy” if they have one.
  • Introduce the team. Make introductions to the people that the new employee will be working with most frequently.
  • Show the employee his/her work station, washrooms, and lunch areas.
  • Provide Campus and Facilities Information and ensure they have required access and tools (Email, Workday, myLangara and J Drive access, print card, parking, keys, alarm code, etc.).
  • Provide a College tour of key areas on campus. You can find a list of some key areas and information on the Student Services as well as the Campus and Facilities website.
  • Schedule a meeting with the employee and discuss the following:
    • Provide a detailed description of their position and role.
    • Define and clarify performance expectations and probationary reviews.
    • Work schedule (work/office hours, teaching schedule, attendance expectations, vacation requests, break times, sick time reporting, pay dates).
    • Discuss payroll and benefits.
    • Review organizational Chart.
    • Review their schedule over coming weeks to orient them to their role and meet their colleagues. 
    • Share information about office culture like regular meetings or workplace etiquette (including appropriate dress, use of scented products, etc.).
    • Give plenty of opportunities for the employee to make comments, ask questions or discuss concerns.

Their First Week 

  • Continue with their orientation to the role and meetings as scheduled.
  • Have the employee complete the following in their first week, where possible:
    • Review Department policies and procedures.
    • Ensure they are familiar with College Policies, in particular with the policies listed below and ones that are relevant to their work and work environment.
      • 400 - Vision and Mission
      • 410 - Respectful Learning and Working Environment
      • 465 - Ethical Conduct and Protected Disclosure
      • B5002 - Computer and Computing System Use
      • D1007 - Respectful Workplace
      • B3008 - Human rights
      • B3009 - Sexual Violence and Misconduct
      • H1005 - Occupational Health and Safety
    • Strategic Plans, Vision, Mission, Values.
    • Review College website, myLangara, Sharepoint and Langara Post.
    • Review Emergency and First Aid Information.
    • Review Workday training resources (inputting time, submitting requests, etc.).
    • Review relevant information from the People and Culture website.
      • Payroll/Benefits/Forms/Collective Agreement/Wellness/Professional Development
  • Provide credentials to People and Culture for verification.
  • Complete any outstanding onboarding tasks.
  • Have your first weekly check-in with the employee and schedule weekly check-ins for the first month.


Their First Month 

  • Continue their orientation to the role and meetings as scheduled.
  • Have the employee continue to review relevant information not completed in the first week.
  • Arrange for the employee to attend mandatory In-person Orientation (Hosted monthly by People and Culture).
  • Arrange for the employee to attend other required training such as Respectful Workplace Training, CMS Training, PCI Training, WHMIS, etc.
  • Review workshops and training opportunities available that may be beneficial to the employee.
  • View information about Professional Development sessions at:
  • Complete goal setting meeting, if applicable.
  • Provide regular informal feedback. Try to identify issues or concerns as soon as possible.
  • Continue your weekly check-in meetings with the employee to provide ongoing feedback and address questions or concerns.
  • Schedule regular check-ins for the second and third month.
  • Review onboarding process – is it working well? Are they receiving enough information?

Their First Three Months

  • Continue their orientation to the role and meetings as scheduled.
  • Continue to provide regular informal feedback. Try to identify issues or concerns as soon as possible.
  • Continue regular check-in meetings with the employee to provide ongoing feedback and address questions or concerns.
  • Conduct formal performance appraisal/evaluation, where applicable.
  • Identify and arrange for any training opportunities together based formal appraisal and regular check-in meetings.
  • Review onboarding process – What was most helpful in the last 3 month? What could we have done better to support you through this transition?

Regular Check-Ins and Informal Feedback

Meet with your employee on a regular basis to acknowledge their progress and accomplishments and provide constructive feedback. If there are issues or concerns, clearly communicate expectations, follow up when they’re not met, and give them opportunities to improve or additional training, if required.

Here are some questions that can help start a productive and meaningful conversation:

  • What has been the best part of your week?
  • What are the challenges you’ve faced this week?
  • Did you receive the training or orientation to the role you needed to perform your job effectively?
  • Have you been able to access all the tools and resources you needed to perform your job effectively?
  • Do you have any questions that I can answer or help you find the answer to?
  • What do you think has been most helpful during your orientation process?
  • Is there anything we could have done to help you in your first day/week/month?
  • Do you have any other questions for me?

What's Next?

Regular feedback and check-ins don’t end after 3 months. Employees continue to need support from you, your team and the College as a whole as they develop and learn new skills. Regular informal feedback in addition to completion of formal reviews are just as important after their initial onboarding period.

They will carry the skills and experience they receive from this role onto their next and throughout their career. Let’s help them build a great one.

Continue to the Employee Training section of this toolkit to learn about welcoming a new employee onto your team.