[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-360036-105":53,"doc-detail-360036-en":126},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":119,"head_meta":121,"extra_data":123,"updated_unix":125},105,"en","employee-onboarding-performance-audit-october-28-2019","Employee Onboarding Performance Audit - October 28, 2019","","Letter transmitting the final report of an Employee Onboarding Performance Audit conducted by an external government-sector consulting firm. The report evaluates both pre-employment and post-employment onboarding policies, concluding they are generally adequate while identifying improvement opportunities, including transparency in background checks and a cost-benefit review of medical screenings. It also addresses a need for more formalized, standardized onboarding processes, citywide New Employee Orientation tracking, performance check-ins, exit interviews, and guidance for newly elected officials.",{"@graph":63,"@context":118},[64,80,101],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":41,"@type":70,"position":76},"https://docshare.wps.com/template/letters/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/employee-onboarding-performance-audit-october-28-2019/360036/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/employee-onboarding-performance-audit-october-28-2019/360036.png","ImageObject",442,249,{"name":88,"@type":89},"Grenda","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-09","2026-09-23",true,{"@type":98,"interactionType":99,"userInteractionCount":47},"InteractionCounter",{"@type":100},"ViewAction",{"@type":102,"mainEntity":103},"FAQPage",[104,110,114],{"name":105,"@type":106,"acceptedAnswer":107},"What were the overall findings of the Employee Onboarding Performance Audit?","Question",{"text":108,"@type":109},"The audit found the City’s onboarding policies and program are generally adequate, with positive areas and best practices. It also identified opportunities to improve pre- and post-employment onboarding, including support for elected officials.","Answer",{"name":111,"@type":106,"acceptedAnswer":112},"What improvements were recommended for the pre-employment onboarding process?",{"text":113,"@type":109},"Recommendations included increasing transparency about background check procedures, communicating how Live Scan results are evaluated while preserving confidentiality, and performing a cost-benefit analysis for medical screenings used for all employees.",{"name":115,"@type":106,"acceptedAnswer":116},"How did the report propose strengthening post-employment onboarding?",{"text":117,"@type":109},"The report recommended creating a written onboarding policy or guide, ensuring monthly citywide New Employee Orientation (NEO) attendance within the first few months, implementing an HR feedback process for attendance and non-attendance reasons, standardizing 30/60/90-day performance check-ins, and establishing an exit interview policy with a standard employee exit survey for HR trend analysis.","https://schema.org",{"og:url":78,"og:type":120,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":122,"canonical":78},"index,follow",{"doc_id":124,"site_id":56},360036,1791358170,{"code":4,"msg":5,"data":127},{"doc_id":124,"user_id":128,"nickname":88,"user_avatar":129,"doc_module":9,"category_id":40,"category_name":41,"doc_title":59,"doc_description":61,"doc_content":130,"file_id":131,"file_url":132,"file_type":133,"file_size":134,"view_count":47,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":135,"language":136,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":137,"faqs":138,"seo_title":139,"seo_description":61,"update_tm":140,"read_time":141},7971474921005,"https://ap-avatar.wpscdn.com/davatar_29158cc5080c5b710cf443261637dec0","Date: October 28 , 2019  \nTo: Mayor and City Council  \nCC: Tom Modica, Acting City Manager  \nAlex Basquez, Human Resources Director  \nFrom: Laura Doud, City Auditor  \nSubject:  Employee Onboarding Performance Audit   \nIn response to the City Council’s request, please find attached the final report for the Employee Onboarding Performance Audit, which was conducted by an external government-sector management consulting firm on behalf of my office.  \nThe Society for Human Resource Management states that research “suggests that employees get about 90 days to prove themselves in a new job. The faster new hires feel welcome and prepared for their jobs, the faster they will be able to successfully contribute to the [employer’s] mission.” The strategic use of onboarding is one of the most important ways to foster a committed and capable workforce as well as, in the case of government, a well-prepared legislative or governing body that can hit the ground running.  \nThis audit found that the City’s onboarding policies and program are generally adequate, with some positive areas and best practices in place. However, opportunities exist for the City to improve its onboarding policies and program, including the onboarding and orientation of the City’s elected officials. Below is a summary of the key audit findings and recommendations.  \nPre-Employment Onboarding  \nThe auditors concluded that the City’s pre-employment onboarding process is generally well documented, and that key steps are consistently followed by the City Manager departments, with some variation in the departments’ selection steps. However, additional transparency to background checks may reduce uncertainty and frustration experienced by departments. In addition, a cost-benefit analysis should be performed to determine the value and relevance of medical screenings for all City employees, as not many other cities were found to employ this practice.  \nKey recommendations include:  \n1. Human Resources Department – Communicate to City departments and elected offices the general process as well as the range and specific areas considered in evaluating a potential employee’s Live Scan results and making a hire/no hire decision, while maintaining the confidentiality of the background investigation.  \n2. City Manager’s Office – Assess the ongoing relevance and purpose of the preemployment medical examinations for all employees irrespective of the position being sought including its impact on hiring timelines and results.  \nPost-Employment Onboarding  \nThe City’s post-employment approach to training, orienting, developing, and introducing employees to its culture once they begin their careers is less formalized and more decentralized than the City’s pre-employment onboarding steps. Policies, procedures, and directives describing and outlining the City’s role in supporting the development of new employees during their first few months can be improved by memorializing and standardizing several key post-employment onboarding processes.  \nKey recommendations include:  \n3. City Manager’s Office and HR Department – Develop a written onboarding policy or guide wherein onboarding roles, responsibilities and expectations are defined and communicated to department managers, administrative officers and other key personnel. The guide should reflect any differences in the onboarding of represented and non-represented employees.  \n4. City Manager’s Office – Continue the new approach of providing the citywide New Employee Orientation (NEO) monthly at a time and location that best accommodates the schedules of all new employee positions and departments to assure that new employees attend within their first few months of employment.  \n5. HR Department – Develop a feedback process that reports to HR when a new employee attended the NEO and the reasons for any non-attendance within two months of employment.  \n6. City Manager’s Office and HR Department – Develop a policy that would standardize informal ","cbCaivO9QIIgDpc0","https://ap.wps.com/l/cbCaivO9QIIgDpc0","pdf",718351,55,"English","# Executive Summary\n## Pre-Employment Onboarding\n## Post-Employment Onboarding\n## Elected Officials Onboarding","[{\"question\":\"What were the overall findings of the Employee Onboarding Performance Audit?\",\"answer\":\"The audit found the City’s onboarding policies and program are generally adequate, with positive areas and best practices. It also identified opportunities to improve pre- and post-employment onboarding, including support for elected officials.\"},{\"question\":\"What improvements were recommended for the pre-employment onboarding process?\",\"answer\":\"Recommendations included increasing transparency about background check procedures, communicating how Live Scan results are evaluated while preserving confidentiality, and performing a cost-benefit analysis for medical screenings used for all employees.\"},{\"question\":\"How did the report propose strengthening post-employment onboarding?\",\"answer\":\"The report recommended creating a written onboarding policy or guide, ensuring monthly citywide New Employee Orientation (NEO) attendance within the first few months, implementing an HR feedback process for attendance and non-attendance reasons, standardizing 30/60/90-day performance check-ins, and establishing an exit interview policy with a standard employee exit survey for HR trend analysis.\"}]","Employee Onboarding Performance Audit - October 28, 2019 | PDF",1790138550,19]