A new hire’s first day should be more than an administrative necessity. It should be the start of a new and exciting chapter in their life and career! Plus, it is the firm’s first opportunity to confirm that the employee made the right decision in selecting your organization. 

Firms devote considerable time to attracting, interviewing, and selecting candidates. Unfortunately, some firms then welcome their new hire with an unfinished office, no workstation or login access, a stack of forms, and a manager who is too busy to meet. That experience can detract from the positive momentum you worked so hard to create during the recruiting process. 

Items for Planning and Prep

The first day should begin long before the employee walks through the door. Ideally, the computer workstation, phone, system access, and other essential systems should be ready and tested beforehand. If the employee will work remotely or on a hybrid schedule, equipment should arrive several days in advance. 

I remember when I did my first internship and showed up on the first day, and it was an all-hands-on-deck, controlled-chaos environment trying to get everything up and running. It also wasn't very efficient; now you had multiple people not being productive, and it caused me to lose a little confidence in the firm as well. 

If possible, send the new employee a schedule several days before the start date. Include arrival instructions, parking information, dress expectations, lunch plans, and any other pertinent information they may need, like security credentials, building/security personnel, etc. 

It can be a nervous time for a new hire, so anything you can do to remove small uncertainties helps the new hire arrive relaxed and ready to engage.

Personalize The Experience

The firm owner or direct supervisor should greet the new hire upon arrival whenever possible. Strive to not delegate the initial welcome to a receptionist or leave the employee waiting in the lobby.

Consider placing a handwritten note, firm-branded item, favorite snack, or small gift at the employee’s desk. Involve the entire team by having employees sign a welcome card or send short introductory messages. Little gestures like this go a long way to building a solid culture and ensuring the relationship starts off on the right foot. These gestures do not need to be expensive, and you probably already have the swag anyway for your client events, so why not repurpose it? Their purpose is to demonstrate that the firm sees the employee as an individual, not simply as additional capacity and another cog in the wheel. 

If you can, schedule a team breakfast or lunch. Keep the conversation informal and avoid turning the meal into another training session. The objective is to begin forming relationships and give the employee a comfortable setting in which to learn about their new colleagues.

Reinforce Firm’s Mission

New employees need to understand not only what they will do, but why their work matters. A lot of this should have been done in the recruiting process, but it never hurts to constantly reinforce the “why.” 

The firm owner or someone from leadership should spend time explaining the organization’s history, purpose, values, client profile, and vision for the future. Share examples of how the firm has improved clients’ lives. Then explain how the new employee’s responsibilities contribute to that mission. 

This conversation is especially valuable for younger planners who want to understand their impact and envision a long-term future with the firm.

Provide Structure Without Overwhelming Them

Admittedly, there is a lot that has to get done on a first day; however, try to avoid filling the entire day with paperwork, compliance videos, and software tutorials. Some administrative work is unavoidable, but it should be balanced with conversations, observation, and relationship-building. 

Create a structured schedule that includes a firm overview, team introductions, an office tour, technology setup, lunch, and a discussion with the employee’s supervisor. This may have been a part of the recruiting process, but if not, allow the new hire to observe a client meeting or attend a team huddle. 

End the day by reviewing the training plan and expectations for the first week, first 30 days, and first 90 days. The employee should leave knowing what to focus on, where to find help, and how success will be measured. 

Finish With a Meaningful Check-In

Whenever I hire someone, I always check in with them before they leave for the day so they know they matter and to ask how everything went, what questions they have, how it measured up to their expectations, any feedback, etc. 

If you are running a firm, you should never be too busy to do this, but if you find yourself strapped, you can send a brief message that evening thanking the employee for joining the firm and expressing excitement about the future.  

An extraordinary first day will not eliminate every onboarding challenge, but it establishes trust, demonstrates professionalism, and builds momentum. When a new employee goes home feeling welcomed, prepared, and excited to return, the firm has taken an important first step toward long-term engagement and retention.

Happy Hiring!

 

Contact us at info@newplannerrecruiting.com if you have any questions or don't hire very often and would like us to help with your next financial planner hire.  

Caleb and the New Planner Recruiting Team*

*AI-assisted