Full disclosure I work on Greenhouse's onboarding product, Greenhouse Onboarding. https://www.greenhouse.io/onboarding

A lot of people on this thread have illustrated the cracks that new hires can fall through when going through Onboarding. I don't have a list, but can share some general thoughts.

- Make sure everyone is aware of their responsibilities for the new hire:(sounds like you're doing this with the checklist). At a small company most of the responsibilities will probably fall on the Manager. Make sure the manager knows what's expected of them, send them calendar reminders so they know they have to meet the new hire in the lobby at 9am on Tuesday (as example). Add a reminder that the Manager, or whoever, has to at least have the computer in the office on the first day. Ask the manager to set up 30/60/90 day progress check ins. You end up being a task master, but it will pay off when the new hire has a smooth and pleasant onboarding.

- Engage with the New Hire before day one: At a minimum send them what to expect on their first day or their first week. A common thing I've seen at other companies, is that a lot of time and money is thrown into recruiting, and then the offer is made, and the candidate doesn't talk to anyone until their first day. Don't do that. The candidate has no idea what's going on, and it looks like you don't have your stuff together.

Instead use that time to keep them excited about their choice to join your company. What's your company culture like? What are some fun things they can look forward to once they join? What kind of problems will they be solving in their new role? List that stuff out and let the new hire know about it prior to day one.

You can also use the preboarding time to check off some of the mundane tasks that take up hours on the first day. Send them e-signature docs, benefits info, the damn alarm code instructions, prior to day one, so you don't have to sit there and watch them read documents for 4 hours. (obviously some paperwork will have to be done on site).

- Make it about more than logistics: The other common thing I see happen is that companies think onboarding is about getting an i9 signed, and a computer set up. That's definitely a very important part of it, but onboarding should be focused on setting the new hire up for success. That means ingraining them in the company culture, and helping them understand what success in their new role looks like. Are you making sure they meet people in other departments or on other teams, so they can start to build a friend network in your company? Are you laying out 30/60/90 day goals for their role so they have a clear idea of what's expected of them? Is their manager scheduling regular 1x1s? Are you (the defacto people team) following up with them to make sure everything went well? Are you assigning a buddy to your new hire so they have someone to go to when they don't know where the extra paper towels are kept, or don't understand how to load the dishwasher? Basically, think of onboarding as building a support system for your new hire so they don't end up falling through the cracks and sitting in a cubicle for 2 weeks by themselves.

Hope this helps!