Before you can discuss evaluations, you do not need to discuss goals or expectations for each of your team members.

Knowing the vision, mission, and culture will give the new team member a feeling of being part of something bigger than him or herself; a feeling of being part of something beyond the work team that the team member will work with each day.

One way to reduce unknowns is to create a "functional organization chart" that lists all of the primary functions assigned to positions in your organization.

High Impact Managers often use a New Team Member Orientation Checklist to use during the orientation period, starting with day one of employment.

Train your team on interpersonal communications and relationship building that would help make a new hire's initial experiences positive. This includes such things as using good eye contact, a friendly handshake, willingness to give instructions, a proper introduction to other team members, active listening, feedback, and patience.

For managerial team members, a mentor should never be assigned to them. They should understand their job duties and learn everything they need to know about the company from the training they receive on their first day of employment.

Having a published handbook, whether in print or virtual, can improve team member morale, prevent disagreements, and even keep your organization out of court.

A mentor should be assigned to an hourly team member for the first week of their employment.

One of the reasons good team members look for new employment is that they did not have clarity of what was expected from them or whether they are progressing sufficiently toward these expectations.

Having new team members share a meal with long-term team members is a waste of the company's time and money.