Us Bank New Employee Checklist: Fill & Download for Free

The amount of effort involved in onboarding is dependent on the size of your organization. Recognize that onboarding encompasses activities that new employees will perform, and activities that existing employees will perform in order to bring these new employees on to your team. It is the first real picture that new employees will see about who you are. If these activities are dis-jointed and/or haphazard, that will be the impression you give to your new employee.Activities are divided into seven(7) categories:(1) Physical Environnent:computers, phones, desks, chairs, uniforms, lockers, parking, etc.(2) Payroll and Taxes:Verification (I-9 in the US), completion of tax forms (municipal, state, federal), banking information for direct deposit, etc.(3) Security:Building access, badge pictures, key assignment, etc.(4) Corporate mandatory training:Health and safety, harassment, business practices, etc.(5) Industry mandatory training and/or license/certifications validation:Drivers’ license, security clearance, real estate, accounting, nursing, etc.(6) Company Communications:Vision statements, mission statements, video from the CEO/owner, etc.(7) Departmental:Tasks specific to the department in which the new employee will work(8) Ongoing Learning and Development:Establish a clear process for continued learning and development within your organizationOnce you have identified the tasks in those categories, determine content owners and timelines for the actions:(1) Pre-hire: Which activities can you get taken care of before the new employee shows up for work on day 1?(2) Day 1: Which activities need to be done on day 1?(3) Week 1: Which activities need to be completed by the end of the first week?(4) Month 1: Which activities need to be completed by the end of the first month?(5) Post-30 day: Which activities will take longer to complete, but still need to be tracked? You may wish to add a survey to the new hire, manager, mentor, and others involved in the process at this point.There are several software applications available that work with simple checklists or more advanced forms creation, document uploading and tracking. Searching for onboarding in any browser will return a large list. I like the ones that I work with, but there are many to choose from that will align with your requirements.Good luck!

I was A2A but must go anonymous because I am fundraising.Part I: factsThere are three major ways in which Singapore outright thrashed the US for me as a non-American founder:1. Rule of law (and more generally, protection of individual rights)2. Cost of living3. VisasLet's start backwards.3. An Employment Pass in Singapore is approved in a matter of days, with some caveats (it's going to be harder, but still possible, if your employee comes from a third world country, and/or doesn't have a degree from a recognized university). Entrepass is a bit harder, but, well, it exists. And I can definitely raise enough to get one for myself and a couple co-founders. Why is this important? Well, I put out a few job ads for my previous company and interviewed over 100 developers. By and large only 20% of applicants came from the US (although 0% from Singapore). There is a huge concentration of programming talent (both in numbers and in quality) in Northern Europe in particular, and many diamonds in the rough in places like Vietnam or China.I'll let you think about the US visa situation and what it would be like to start a company as a foreigner and hiring foreigners. Or alternatively, you can reduce your pool of available applicants by 80%. That also works.2. My rent for a 60 sq m apartment 50m from Orchard Road (basically, the equivalent of Park Avenue in NYC) is less than 2k USD a month (I pay half, partner the other). I could go down to 500 USD if I was willing to commute for 45 minutes. Public transport every day would set me back less than 100 USD a month, and my food budget is perhaps 40 USD a week, including frequent dining out (hawker centres are actually cheaper than cooking in most cases). My health insurance costs me 400 USD a year and covers me up to half a million. I've used the hospitals here and they are pretty good. If I wanted a live in maid, provided I could feed her and house her, I could also pay her 500 USD a month - completely legally.TL;DR: total living costs for a middle class lifestyle? 1500-2000 USD/month. You can go much lower and still live well (some of our employees have a single earner family income of <2k USD).Oh yes, and tax? I think it was 2% in my first (half) year and around 5-7% now. As an expat.Right, now compute that cost of living for the Bay Area. Remember, you have to live in SF or Palo Alto or Mountain view within 3 minutes walking distance of the office for it to count.(OK, this would change a bit if I wanted to buy real estate or a car here, but why would I? rent is cheap and the market liquid, public transport is great, taxis are very available, clean and fast thanks to the lack of cars on streets...)1. But but, I thought Singapore was an evil dictatorship that watched their citizen's every step, hung gay people at the first opportunity and canes people for scratching a car?Much is said in the West about the Fine City. Much of it is hearsay. The country DOES enforce the law which can be a strange experience if you are from a decaying European city with areas where the police doesn't enter (I can't speak from experience for the US, but I understand you have your own).Your property is always secure, your life as well. You can walk through parks at 2am. Some crazy people leave their phone or wallet to book a table at a food court (crazy because some day, this kiasu behaviour... hmm anyway). If you have a dispute with your landlord, it will get resolved within 2-3 weeks by the small claims tribunal (a colleague did just that). Taxis don't take you on wild rides or overcharge. People are honest, in part culturally, in part because it's the best survival strategy. As an entrepreneur, you won't get sued for 80m if somebody trips and breaks their spine at work - 80k is more like it. People are equal before the law. Income tax is extraordinarily easy and free of red tape - in fact, this year the government texted me to let me know I didn't need to bother filing. The paperwork for hiring and firing, for building a company and so on is similarly simple and the government always makes you feel like a customer, not an enemy. Case in point: go through Changi Airport and JFK as a foreigner, and compare the two; I think this comparison extends well into other domains. My record so far is 1 minute 30 seconds from aircraft door to taxi at Changi.The only issue I have with that legal system is that homosexuality is still illegal, in theory. Although in practice, this is very casually enforced (a foreign business acquaintance picked up another man at Taboo on his first night here), it is a. problematic that some laws are selectively enforced and others not, if the rule of law is to be maintained b. not the government's business what someone does at home (this also applies to drug use, but since the situation is the same in the US and to a lesser extent in much of the first world, I don't care). But seriously, I'm only putting this up because I can't find anything else to complain about. Considering the much greater violations of individual rights common in the US since FDR and coming back in force with the last few administrations (insert your favorite Libertarian position here) I will happily accept this compromise and stick around here.Edit 3: forgot the part where in the US (and elsewhere), you can sometimes pressure the government into passing legislation favoring your industry and it takes some pretty hard PR to get rid of it. I'm thinking of the heroic efforts by AirBnB, Uber etc. here. In Paris, you had taxi drivers literally going on strike and attacking Uber cars to preserve their unfair monopoly! It's MUCH harder to get anticompetitive legislation passed here, at least in my limited experience. The government is (gasp) honest.Part II: observationsCulturally: I find Singaporeans much more conservative and likely to fall under family pressure to hold a good job (preferably in finance, since this pays best) after getting top grades at university. Generally, Asians are much more family oriented. This is why I think we don't see as many world class companies emerging from the island - many of those with the potential to start one don't, because they're working for the gahmin or a bank, or moved abroad. Occasionally someone rebels and takes the path less trodden. This pressure is present in most societies, including mine, but the degree varies. It's just that Americans are so much more likely to start up, because their country was built by crazed entrepreneurs who had nothing except their life and risked it to build themselves a future. Similarly, honest failure is less well regarded although this being a trading island, people understand the concept (unlike in say, many European countries, where people will resent your wasting your investors' money).As a founder though, I don't care about what others are doing. Less entrepreneurs also means less competition. It does impact hiring, because if you hire people from the region, you'll have to present a comparatively lower risk package for them to be interested (higher salary as part of total comp, etc.).Thanks to the Fed, Asia is both awash in liquidity (read: loads of millionaires) and devoid of investment opportunities since returns have been pushed so low. This means funding your company via angels even up to amounts traditionally reserved for large VCs (double digit million). Networks are important and if you are connected in any way to private banking clients you can hit up on this alternative funding method, which AFAIK is less of an option in the US, where the funding environment has shifted towards hordes of MBAs with a banking/consulting background applying checklist methodology to the problem. To me, this kind of funding is closer to the entrepreneurial spirit of old on which the Valley was built (and, going back further in time, Venice!). Startups are not formulaic, they are about a mecene giving a hungry penniless upstart a chance because he sees potential. I'm generalizing and I know it, but I felt very uncomfortable after meeting many of the US style investors and reading about deals gone bad (for founders).Finally, you have two completely different markets. The US is a very competitive market where you will be rapidly copied (and copied well), but at the same time, it's 300 million relatively high spending consumers all speaking the same language and in the same time zone, and a brand established there will roll out to the rest of the world very easily.APAC is completely different. Competitiveness is very localized (for example, China is competitive, but Indonesia isn't) so you have more time to get things done and grow organically under the radar, so you can build a better product and take less funding. There are 600 million customers in SEA alone, but it's a lot less homogeneous with many local languages and habits to think about (for example, if you're doing e-commerce, good luck using the postal service in Jakarta if you want reliable service). At the same time, most of the customers are not served with things we Westerners take for granted. Take Amazon: I end up ordering a lot of electronics and books from the US because there is no reliable e-commerce venture here that could deliver me things like noise cancelling headphones cheaper. A lot of people here routinely shop abroad. Take online marketplaces: PropertyGuru kinda sucks, but it has 80% of the listings and no competition, so why bother investing in faster servers? Take Google Maps: get yourself a list of Vietnamese addresses and try and map them. You'll find less than 10% register a hit. Where's VietMap? All of these are easy, proven opportunities, you can even copy the UX, and the capital is there. And next year, the borders fall, at least for commerce (cf ASEAN Economic Community).My last thought is to social status. I think it's more accepted and cooler to be a founder in the Valley and to an extent, in places like Boston or New York, than in Singapore (dare I mention the 5Cs...). Personally, I like it that way. I like working under the radar and building products. If social status is important though, you might prefer the US.Edit: Another cultural point linked to above. A lot of people who come here have a very different mindset to the US startup. No football table, no free snacks, no beer tasting at work. Again, it might be the Asian culture, but people here are much more ready to sit down and do the work and see this as the fun part of the job. Chinese entrepreneurs are all over the world running anything from restaurants to multinational conglomerates. I absolutely love that no BS, direct spirit which my idealistic self watching too much John Wayne thinks existed in the West when the West was still a frontier. I hesitate to call it the pirate spirit since pirates are glorified thieves (except for the founders of the American Navy, of course, who did their part for the creation of the free world). But it's a beautiful thing, the way people focus on the important things and don't get hung up on trivial details. Edit 2: I know what I was looking for. People like the heroes of Heinlein's works. You'll know what I mean if you've read Heinlein. Singapore sometimes feels like being in one of his books with its benevolent, rights-respecting libertarian chaos.All of the above subject to usual disclaimer, YMMV, etc. Forgive an ang moh stereotyping.

Speaking objectively [cough] without question the very best book for what you're seeking is:The Startup Checklist: 25 Steps to a Scalable, High-Growth BusinessI’m very close with the author, and can assure you that this is the real deal…in fact, while the reading list it includes will point you to all of the other great startup books, this one is actually the only step-by-step guide to the specific mechanics of how to start up a startup. Below is an excerpt from a Quora post the author wrote a few months ago:The Startup Checklist makes the New York Times bestseller list!What a start! Since being first published three weeks ago, The Startup Checklist has been selling like hotcakes and is already going into a second printing. Today, I was delighted to find that it has made the New York Times best seller list!Since founding Gust over ten years ago, I have had a front row seat as hundreds of thousands of entrepreneurs have struggled through the challenges of starting up their businesses…which collectively have raised over a billion dollars in seed funding. As an angel investor who has seed funded over 100 companies, I’ve seen them up close, and as a startup founder (six of them, and counting :-) I’ve experienced those same challenges myself, learning different lessons each time.Along the way I’ve read dozens of great guides to entrepreneurship and the startup world; books like Eric Ries’ The Lean Startup, Steve Blank’s The Startup Owners Manual, and Guy Kawasaki’s The Art of the Start. All of these occupy permanent places in my library, and Eric, Steve and Guy are friends of mine. But it eventually occurred to me that these—and all the other well-known books on company startups—while wonderful for the important lessons they teach, are less useful in laying out the very specific steps needed to start a company.In fact, since many of the nearly 5,000 questions I've answered here on Quora have been about startup specifics, I figured that the answers might be useful to a wider audience. I therefore set out to put down in one book all of the nitty gritty details about how to actually start a startup that I’ve learned through painful trial and error.The result is The Startup Checklist: 25 Steps to a Scalable, High-Growth Business, just published by Wiley:The book outlines the specific ins-and-outs of starting up a high-growth business in the 21st century, detailing solutions that can save you tens, or even hundreds, of thousands of dollars on the path of scaling your venture. To give you an idea of what I cover in the book, here’s the Table of Contents:PART ONE: PREPARE TO LAUNCH1. Translate Your Idea into a Compelling Business Model2. Craft a Business Plan to Serve as Your “Plan A” Roadmap3. Find and Know Your Competitors4. Draft your Founding Dream Team5. Allocate the Equity in Your Startup6. Build a Minimum Viable Product and Validate Your Plan with Customers7. Establish Your Brand with Online Public Profiles8. Network Effectively within the Entrepreneurial EcosystemPART TWO: LAUNCH AND BUILD YOUR COMPANY9. Incorporate as a Delaware “C” Corporation for Protection and Investment10. “Lawyer Up” the Right Way11. Recruit your Boards of Directors and Advisors12. Select an Accountant and an Accounting System13. Establish and Manage your Credit Profile14. Open Bank, Credit Card and Merchant Accounts15. Choose Your Key Technologies, Platforms and Vendors16. Measure Your Business with Data Analytics17. Round Out Your Team with Employees and Freelancers18. Establish a Stock Option Plan to Incentivize Your TeamPART THREE: RAISE FUNDS; COLLABORATE WITH INVESTORS; PLAN FOR YOUR EXIT19. Understand the Funding Process and What Investors Want to See20. Nurture Your Investor Pipeline21. Fundraise with Online Platforms22. Survive the Term Sheet Negotiation and Investor Due Diligence23. Get the Most from Your Investors, Now and in the Future24. Understand Your Company’s Valuation for Funding vs. Option Grants25. Keep Your Eye on the Exit and Reap the Benefits of SuccessJust before we went to press, I asked some of the smartest startup experts I knew to review the proofs and let me know what they thought, and here is what they told me:“Finally! The indispensable instruction book that takes you from your Big Idea to a Big Exit. In his inimitable wise and witty style, David takes founders through the nuts and bolts of how to start a company that can successfully make it all the way to the finish line. I’m giving copies to all of my entrepreneurs!”—Barbara CorcoranBusiness Expert and Star of ABC’s Shark Tank"This book is an absolute must for anybody looking to start a high-growth startup and get funding. David is an institution among high-tech angel investors, who brings his experience on both sides of it (as startup founder and angel investor) to play in this practical, realistic book."—Tim BerryAuthor of Business Plan Pro“I work with hundreds of first-time entrepreneurs and The Startup Checklist is the clearest, most useful resource I have seen for someone considering starting a scalable, high-growth business. Experience may be the best teacher, but right behind her is David S. Rose.”—Andrew YangFounder and CEO of Venture for America and author of Smart People Should Build Things“Everyone knows that a great business starts with a great idea. But the journey from a great idea to a flourishing, profitable business is a lot longer and thornier than most people realize. I can’t imagine a more experienced, savvier, street-smart guide along the way than David S. Rose’s The Startup Checklist.”—Howard L. MorganCo-founder, First Round Capital“The Startup Checklist should be required reading for every entrepreneur. It walks you step by step through the entire process of building a seriously big company, and will save you from making all-too-common mistakes that can easily kill an otherwise promising venture.”—JJ RambergHost of MSNB’s Your Business“David S. Rose has seen it all, over many years and across thousands of companies, and then, to the great benefit of the rest of us, has distilled the essence of what it takes to succeed. I can’t say strongly enough how much I feel that following the checklist David has created will help you make your company more successful.”—Bill GrossFounder and CEO of Idealab"When it comes to startups, David S. Rose is a legend in Silicon Alley. The Startup Checklist lives up to Rose’s reputation as a wellspring of insightful advice. It is an easy read with actionable plans, full of both inspiration and practical learnings. A must read for any technology entrepreneur. "—Andrew WeinreichInventor of Social Networking (and sixdegrees, meetmoi, xtify, and...)I also put out a call on Quora asking for volunteers to review an early draft and offer suggestions to make it better. I'm delighted to say that a bunch of our fellow Quorans took me up on that, and together helped me make the book much better for the final round. So if you are curious about what a real entrepreneur thinks of the book, you are welcome to check with Peter Baskerville, Nandan Choksi, C.J. Cornell, Archie D’Cruz, Ghassane Hajji, Leonid S. Knyshov, Sarang Ananda Rao or User-10800359267657279086, who are hereby released from their confidentiality promises so they can tell you honestly what they think. (If I missed any of my Quora team, my apologies! Just drop me a message and I'll add you to the list.)So therefore, dear Quorans, get your copy of The Startup Checklist: 25 Steps to a Scalable, High-Growth Business…and after you read it, I’d be delighted to hear from you what you think of it!In fact, if you'd like to hear from me, you can get the audiobook version, and listen to me read the entire book to you! Sort of like a live, six hour Quora session with me :-)The Startup Checklist: 25 Steps to a Scalable, High-Growth Business (Audible Audio Edition): written and read by David S. Rose