DEM Onboarding Standards

The DEM onboarding standards identify required components for supervisors to follow when onboarding new team members across the Division of Enrollment Management. Onboarding standards serve an important role to ensure strong and consistent onboarding experiences that seek to position new team members in an environment to thrive. Each standard aligns with fundamental needs identified as key components that align our approach with our culture of belonging.

Note: All Onboarding Standards are represented as tasks within the Workleap Onboarding tool. If any of the DEM onboarding standards cannot be met, the supervisor should consult DEM HR.

Return to Onboarding Hub

Meet Essential Needs

Objective: To allow team members to thrive by providing the tools they need to succeed in the workplace.

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Connect with the new team member in the week prior to their start date to share excitement for their arrival and final details for the first day.

  • Important details to share prior to the first day include: Appropriate attire, meeting location & building access, parking information, and a brief overview of what they can expect on the first day.

Coordinate all technology needs prior to the new team member’s start date.

  • Ensure the physical workstation and space is fully prepared and set-up prior to the team member’s start date.

For team members working on-site:

  • Provide a tour of the office space that points out office supply locations, printers, and available meeting rooms within the first week of the team member’s start date.

For team members working fully remote:

  • Essential equipment such as a computer and monitors should be sent and received prior to the team member’s start date.
    • Additional equipment may be provided at the units’ discretion and should be shipped in a timely manner to new team members. University policy expects any provided equipment for remote work will be returned at the end of employment.

Remind the new team member of required trainings for all UW–Madison employees which should be completed within the first 30 days including:

Help new team members get their Wiscard activated on their first day.

  • Request building access for new team members with Ann Bradshaw. New team members must have a Wiscard before building access can be granted.

Schedule a check-in with DEM HR within the first week.

  • Ensure all new team member required materials (such as I9/W4) are completed.

Supervisors should work with their onboarding coordinator for support throughout the onboarding process.

  • Onboarding coordinators are primarily responsible for:
    • Collecting and distributing welcome packet materials as well as office equipment
    • Supporting the onboarding process, including initiating Softstart for the new team member

Establish an Inclusive Environment

Objective: To allow team members to engage in learning, growth, and development that promotes an ecosystem of inclusive policies, practices, and people.

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Ensure that a welcome packet is provided to all new team members on their first day.

  • Connect with the onboarding coordinator to collect materials that should be included within the welcome packet.
  • Share the DEM Welcome page.
  • Coordinate the assembly and delivery of a swag bag
A tote bag, hat, mug and cow toy

Ensure the new team member’s bio is updated on the website within the first month of their start date.

  • It is strongly encouraged that a headshot be included on the team member’s bio.
  • Bios should generally detail the team member’s responsibilities within their role as well a brief background of prior experiences/education/expertise.

Send an introduction email for new permanent team members to the full Division of Enrollment Management team prior to the end of their first week.

  • Consider sharing aspects of the new team member’s background, experiences, and passions (but always seek their approval before sharing any personal details).
  • Connect with your Onboarding Coordinator for assistance in sending to the full DEM listserv.

Supervisors should check-in with the new team member to share the DEM Roadmap to a Culture of Belonging within the first month of a team member starting and serve as a resource to answer any questions.

Supervisors should identify ways to support new team members in making meaningful connections between their lived experiences and the work environment (including their team, office, and role).

Ensure Understanding

Objective: To allow team members to clearly understand the expectations of their role as well as how they productively contribute towards established goals, priorities, and team dynamics.

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Plan regular formal and informal check-ins.

  • Schedule a 30-day evaluation through PMDP to be completed within a week of the new team member’s 30th day of work.
  • Schedule a 6-month evaluation through PMDP to be completed within a week of the team member’s 6-month anniversary.
  • Plan a regular check-in between supervisor and team member.

Provide an overview of the unit’s priorities as well as both the Office and Division of Enrollment Management’s strategic plan within the first month of a team member starting.  

  • It is encouraged to continue to connect with the new team member to ensure they understand how their work aligns, contributes, and advances priorities.
  • The Division’s Strategic Framework can be found here.

Ensure all aspects of Onboarding have a clear purpose and intended outcomes that are known to new team members.

  • Being clear about why a specific meeting was established.
  • Clearly stating how a Team Member might interact with other teams.

Allow for Participation

Objective: To allow team members to feel comfortable contributing their opinions and ideas while demonstrating a culture of feedback.

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Ensure team members are aware of the expectation to complete weekly OfficeVibe pulse surveys.

  • The Office of the Vice Provost for Enrollment Management will include an outline of OfficeVibe and the expectation to complete surveys as well. 

Clearly share with the new team members your preferred communication style and outline avenues for feedback within the first week of a team member starting.

  • Do you prefer Teams over email?
  • How does the team communicate when someone is out or working remotely?
  • Are you a frog (you jump right into the conversation) or a turtle (you take your time and ease into the conversation)?
  • Consider sharing your DiSC style.

Recognize and celebrate important moments and milestones for new team members throughout their onboarding.

  • Recognizing key accomplishments will help foster connection as well as belonging and can include:
    • 6-month & 1-year milestones
    • Completion of a project
    • Participation in a professional development opportunity
    • Contributing to a meeting
    • Successfully completing a task for the first time
  • The celebration does not have to be extravagant, but it should be sincere, meaningful, and memorable.

Ensure new team members are aware of the quarterly New Team Member Coffee & Conversation hosted by a DEM Director.

  • These will be hosted virtually as informal spaces for new team members to connect with a DEM Director, learn more about work taking place across the Division, and build community.
  • Peer Partners are also encouraged to join their new team member for these Coffee & Conversations.
  • These are optional spaces but are encouraged throughout the new team members first year.
  • Exact dates can be found here. 

Honor Identity

Allowing team members to make meaningful connections across all aspects of self as well as establish clear understanding for how those contribute to a productive and healthy workplace.

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Identify a peer partner for each new team member.  

  • A peer partner is intended to be a colleague who can offer guidance and support, as well as answer general questions to help new team members get acclimated to the team.
  • For more information about selecting a peer partner, click here.

Provide space within the first 30 days to talk with new team members about their values, passions, and purpose as well as collectively understand how those can advance the work in their role.  

  • Values: Principles that are important to an individual
  • Passion: The feeling of excitement or enthusiasm a person has for a certain task, hobby, interest, work goal
  • Purpose: Sense of working towards a goal, contributing to others, and working on something that has broader meaning
  • Ask the team member “what matters to you?” 

Complete DiSC Profile within first 30 days and participate in DiSC group meeting within first year.

  • A DiSC assessment is a behavior-assessment tool that aims to help people understand their leadership styles and improve workplace teamwork.

Recognize the feelings and emotions new team members may experience throughout their onboarding and check-in frequently to identify ways they can best be supported.

  • Emotional Intelligence@Work is a free course for UW–Madison Faculty and Staff that can help supervisors, onboarding coordinators, and team members recognize emotions and build connection.

Promote Care & Collaboration

Objective: To allow team members to be supported in bringing their authentic selves, build community, and work together to accomplish priorities.

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Seek to connect new team members to spaces that help them to build a sense of connection to their role, the office as well as the UW–Madison and Madison communities.

  • This may include affinity-based spaces, community gatherings, campus working groups, as well as colleagues and peers doing similar work within DEM, at UW–Madison, or within professional associations. Supervisor should ensure that all Team Members are aware of these resources. A list of resources can be found here.

Ensure new team members attend the annual DEM new Team Member Experience within their first year.

  • This experience will coincide with the required Spring DEM In-person Day and will include a combination of community building, information sharing, as well as growth & development opportunities tailored specifically for new team members.

Foster Wellness

Objective: To allow team members to realize work-life harmony while supporting meaning-making, promoting safety, celebrating achievement, and building resiliency.

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Check-in on new team members frequently in their first 90 days to understand how they are absorbing their portfolio and ensure your understanding of their capacity.  

Approach team members with curiosity to get a better understanding of capacity. Some questions you could ask:

  • What challenges are you facing adjusting to your new role?
  • How would you rate the pace of onboarding so far?
  • How autonomous do you feel in your position?
  • Do have the tools you need and do you feel comfortable using them?

Seek to lead by example to exhibit the type of work-life harmony you expect from your team.

  • Define normal work hours and set expectations for responding to communications outside of normal work hours.
  • Communicate when and why there might be a change to work hours.

Seek to share workplace wellness resources when able and encourage new team members to connect with colleagues to understand how they seek to establish a balance.

  • The State of Wisconsin offers a Well Wisconsin program for all employees, which includes the opportunity to earn an annual $150 wellness incentive.
  • UW–Madison staff can purchase a monthly RecWell membership for $45/month.
  • Full-time Faculty, Academic Staff, and Limited appointees and FLSA-exempt University Staff can take up to two hours for medical appointments without having to report sick leave.
  • DEM Well-being Task Force

Prioritize Innovation

Objective: To allow team members to be creative by encouraging curiosity and imagination throughout the organization.

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Establish an environment that supports questions and encourages suggestions regarding current practices, policies, and procedures.  

  • Demonstrate a culture of feedback that is committed to regular evaluation & improvement by creating space to hear new team members perspectives as they learn practices, policies, and procedures.

Empower and support new team members to leverage their prior professional experiences to bring new, bold ideas to inform best practices among the team.  

Prioritize supporting new team member interests whenever practical.

  • Connect with new team members to better understand interests, consider alignment with work, and identify ways those interests can best be supported.
  • Recognize that often individual interests/passions serve as important mechanisms to generate needed energy for success in all facets of the job.
  • Some options to share with new team members to consider participating in:
    • DEM Community Task Force
    • DEM Book Club
    • Employee networks and communities of practice available across campus
    • Professional development opportunities (such as workshops, conferences, professional associations, etc.)

Provide Autonomy

Objective: To allow team members to have control of their own work, growth, and learning.

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Support new team members in building knowledge and community by identifying appropriate professional development opportunities such as conferences, webinars, courses, or communities of practice within the first 6 months.  

  • Share Campus Communities of Practice.
  • Ensure new team members is aware of the Helpful Links section of the new team member resources to learn more about employee networks & professional opportunities to consider.

Encourage reflection on the specific skills they want to gain in relation to the skills they already have and anticipate utilizing in the role. 

  • Share with team members skills you’ve observed and reinforce how they advance the work.
  • Consider ways to incorporate new skills as a part of goal conversations.