Onboarding Guide

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Welcome, welcome, welcome!

Welcome to Blevins Holdings. Your arrival should be organized, properly supported, and—as far as reasonably possible—free from mysterious passwords, missing equipment, and meetings no one remembered to invite you to. This guide will escort you from the days before your start date through the end of your first month. It explains:

• What should be prepared before you arrive.
• What to complete on your first day.
• Which policies and systems require your attention.
• How to obtain tools and access.
• What to expect from your manager.
• What your manager may expect from you.
• How to find help when something is unclear.
• How your first 30 days should generally progress.

Work through each section in order unless your manager or Human Resources gives you different instructions.

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Your onboarding team

Several people and departments contribute to your arrival. Your manager is ordinarily your principal guide for role-specific questions. Global Human Resources should be contacted for employment, benefits, employee records, accommodations, or policy-acknowledgment questions. Information Systems and Technology should be contacted for accounts, equipment, access, security, or technical problems.

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Before your first day

Before your start date, you should receive the information and materials needed for a calm and respectable arrival.

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Human Resources should provide or coordinate

• Your signed offer letter or employment agreement.
• Required employment and tax forms.
• Instructions for completing employee-record information.
• Benefits and enrollment materials, when applicable.
• Policy and confidentiality documents requiring acknowledgment.
• Your confirmed start date and reporting instructions.
• The name and contact information of your manager.
• Instructions for requesting an accommodation, if needed.
• Any required pre-employment documentation.
• Information concerning your first-day schedule.

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Your manager should prepare

• A current role description.
• Initial responsibilities and priorities.
• A first-week schedule.
• A preliminary 30-day onboarding plan.
• A list of required systems and access.
• Introductions to immediate teammates and important collaborators.
• Initial reading, training, or reference materials.
• A suitable first assignment.
• Regular one-on-one meeting times.
• Work-location or remote-work instructions.

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Information Systems and Technology should prepare

• Your company identity and sign-in account.
• Approved equipment appropriate to your role.
• Required security and device-management controls.
• Access to standard company systems.
• Instructions for initial sign-in and multifactor authentication.
• A process for requesting additional access.
• Technical support contact information.

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You should complete

• Any requested employment forms.
• Identity or work-authorization requirements.
• Payroll and tax information.
• Emergency-contact information.
• Benefits elections or waivers by the stated deadlines.
• Any requested equipment-delivery confirmation.
• Review of first-day instructions.
• Disclosure of any accommodation or access needs you wish Human Resources to address.

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Missing something?

Contact Global Human Resources if you do not have your reporting instructions, manager contact, required employment documents, or benefits information. Contact Information Systems and Technology if assigned equipment or setup instructions have not arrived before your start date.

• Human Resources: hr@blevinsholdings.com
• IT support: it@blevinsholdings.com

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Your first day

Your first day is principally about identity, access, orientation, and connection. No one expects you to understand the entire enterprise by lunchtime. A successful first day means you can sign in securely, know whom to contact, and understand what comes next.

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Day-one completion checklist

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Your first week

The first week should provide context, relationships, access, and a realistic understanding of your role.

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Required first-week priorities

• Complete all assigned employment forms.
• Complete required policy readings and acknowledgments.
• Complete required security or compliance training.
• Confirm multifactor authentication on every supported company account.
• Verify access to the systems required for your role.
• Review your role description with your manager.
• Establish a recurring one-on-one meeting with your manager.
• Meet your immediate teammates.
• Meet important cross-functional collaborators.
• Review current team priorities and active work.
• Learn where your team’s documents and records are maintained.
• Review the Communication Guide.
• Review the Tools and Access Guide.
• Review benefits materials and complete time-sensitive elections.
• Understand how to request technical support.
• Understand how to report a security incident.
• Understand how to raise an employment or workplace concern.
• Receive a clear first assignment.

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Questions your manager should answer

By the end of your first week, you should understand:

1. What is the principal purpose of my role?
2. What are my three to five most important initial priorities?
3. Which decisions may I make independently?
4. Which decisions require review or approval?
5. Who are my principal collaborators?
6. Which meetings are important to my work?
7. Where are official records and working documents maintained?
8. How does the team communicate urgent information?
9. How will my performance be evaluated?
10. What should I have accomplished by the end of 30 days?

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Your first 30 days

Your first month should progress from orientation to supported contribution and then toward growing independence.

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Week two: understand the work

During your second week, concentrate on the substance of your role. You should begin to understand:

• Your team’s current objectives.
• The customers, clients, departments, or operating platforms it supports.
• Recurring workflows.
• Required approvals.
• Important deadlines.
• Applicable policies and SOPs.
• Relevant systems and records.
• Common risks and escalation paths.
• How your work is reviewed.
• What a strong work product looks like.

Recommended activities include:

• Shadowing a teammate.
• Reviewing completed examples of similar work.
• Reading relevant project and process documentation.
• Attending key team or cross-functional meetings.
• Mapping your responsibilities to the broader workflow.
• Completing a small assignment with manager or peer review.

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Week three: begin contributing

By the third week, you should begin completing defined work with appropriate support. Your manager should provide assignments that:

• Have a clear objective.
• Match your current level of context and access.
• Identify the expected format or deliverable.
• State the deadline.
• Identify the reviewer or approver.
• Explain how the work will be used.
• Allow you to demonstrate judgment without being left entirely unattended in the wilderness.

You should:

• Confirm expectations before beginning.
• Raise questions early.
• Document material assumptions.
• Provide accurate progress updates.
• Request review at the appropriate stage.
• Incorporate feedback.
• Record the completed work in the proper system or repository.

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Week four: develop independence

During the fourth week, you should begin operating with greater confidence and less day-to-day direction. This does not mean you are expected to know everything. It means you should increasingly be able to:

• Locate reliable information.
• Identify the appropriate owner of a question.
• Complete routine responsibilities.
• Recognize when approval is required.
• Communicate status accurately.
• Escalate risks promptly.
• Maintain organized records.
• Use the required systems and processes.
• Accept and apply feedback.
• Contribute constructively to the team.

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Your 30-day check-in

At or near the end of your first month, you and your manager should hold a formal 30-day check-in. This is a two-way conversation, not an ambush in business attire.

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Discuss your experience

• Do you understand the purpose and expectations of your role?
• Have you received the access and tools you need?
• Have the training and documentation been useful?
• Which parts of the organization remain unclear?
• Are there processes you do not yet understand?
• Do you know where to go for help?
• Are your current priorities realistic?
• Are there barriers affecting your work?

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Review your progress

• Which onboarding requirements are complete?
• Which assignments have been completed?
• What have you learned?
• Where have you demonstrated strength?
• Where is additional coaching or training needed?
• Are any access or administrative matters still unresolved?
• What should be accomplished during the next 30 to 60 days?

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Establish next steps

The check-in should conclude with:

• Updated priorities.
• Defined deliverables.
• Any required training.
• Any remaining introductions.
• Clarified performance expectations.
• Support or resources to be provided.
• A date for the next check-in.

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Policies and required training

Your required policies and training may vary according to your role, department, location, access, and operating platform.

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Core policies

Most personnel should expect to review:

• Code of Conduct.
• Acceptable Use Policy.
• Data Privacy Policy.
• Information Security Policy.
• Remote Work Policy, when applicable.
• Expense Reimbursement Policy, when applicable.
• Other policies assigned by Human Resources, Legal, Compliance, or your manager.

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Role-specific requirements

Additional training may be required for personnel working with:

• Personal or protected information.
• Financial systems.
• Customer or client data.
• Healthcare information.
• Government contracts.
• Defense-related information or activities.
• Restricted technology.
• Corporate records.
• Administrative privileges.
• Human-resources information.
• Legal or privileged material.
• Safety-sensitive operations.
• Regulated products or services.

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Identity, devices, and security

Security begins on your first day and continues throughout your employment.

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You are expected to

• Use your assigned company identity.
• Use strong, unique passwords.
• Use the approved password manager.
• Maintain multifactor authentication.
• Protect authentication prompts and recovery codes.
• Lock your device when unattended.
• Use approved storage and communication tools.
• Install only authorized software.
• Keep devices and applications updated.
• Protect confidential information from unauthorized viewing.
• Report suspicious activity promptly.
• Follow instructions from Information Systems and Technology.
• Return company equipment when requested.

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You must not

• Share an account.
• Share a password or authentication code.
• Approve an unexpected authentication request.
• Disable security software.
• Remove device-management controls.
• Forward company information to a personal account.
• Store company information in an unapproved service.
• Use company information in an unapproved artificial-intelligence tool.
• Allow another person to use your company device.
• Connect unauthorized hardware or software.
• Ignore a suspected security incident.

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Report security concerns immediately

Examples include:

• Unexpected multifactor-authentication prompts.
• Suspicious sign-ins.
• Lost or stolen equipment.
• Phishing or impersonation messages.
• Information sent to the wrong recipient.
• Malware or ransomware.
• Unauthorized access.
• Publicly exposed files.
• Unusual account behavior.
• A device that may have been compromised.

Use:

• Security: security@blevinsholdings.com
• IT support: it@blevinsholdings.com
• Incident Response SOP

Review status.blevinsholdings.com for current service availability and published incident updates.

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Systems, software, and access

Most employees receive standard systems based on their role. Additional access should be granted according to business need and appropriate approval.

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Before requesting access

1. Review the Tools and Access Guide.
2. Confirm that the tool or system is approved.
3. Explain why access is required.
4. Identify the role or work requiring it.
5. Include your manager or designated approver.
6. Request only the level of access needed.
7. Complete any required training.

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Access principles

• Access is based on job responsibility.
• Sensitive access may require additional approval.
• Administrative access should be limited.
• Shared accounts should be avoided unless formally approved.
• Access may be reviewed periodically.
• Access may be changed when responsibilities change.
• Access should not be used for personal curiosity.
• Departing or transferring personnel may lose access immediately.

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Communication and documentation

Blevins Holdings uses company email, Slack, meetings, documentation systems, and other approved channels to coordinate work. Review the Communication Guide for detailed expectations.

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General communication standards

• Use clear and professional language.
• Select the channel appropriate to the urgency and sensitivity of the matter.
• Avoid placing confidential information in broad channels.
• Record important decisions in a durable location.
• State ownership and deadlines clearly.
• Distinguish confirmed facts from assumptions.
• Keep relevant participants informed.
• Escalate material risks early.
• Do not rely solely on informal messages for required approvals.
• Avoid unnecessary meetings when written coordination will suffice.
• Avoid lengthy message chains when a focused conversation would resolve the matter more effectively.

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Documentation standards

Important work should identify:

• Purpose.
• Owner.
• Status.
• Due date.
• Required approval.
• Supporting records.
• Final outcome.
• Location of the authoritative record.

Institutional memory should not depend entirely upon the person who happens to remember the conversation most vividly.

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Benefits and enrollment

Review the Employee Benefits Guide during your first week. Certain benefit programs may require an enrollment election within a defined period. Your official enrollment materials will identify:

• Eligibility.
• Available programs.
• Coverage effective dates.
• Eligible dependents.
• Required documents.
• Election deadlines.
• Waiver procedures.
• Carrier contact information.

For benefits or enrollment questions: hr@blevinsholdings.com The official plan documents, carrier contracts, certificates, and enrollment materials control when they differ from an internal summary.

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Payroll and employee records

Global Human Resources will provide instructions for the approved payroll and employee-record systems. You may be asked to review or provide:

• Legal name.
• Preferred name.
• Home and mailing address.
• Tax withholding elections.
• Direct-deposit information.
• Emergency contacts.
• Telephone number.
• Work location.
• Benefits information.
• Required employment documents.

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Protect payroll information

Payroll and direct-deposit changes are common targets for fraud. When requesting or receiving a change:

• Use the approved system.
• Verify unusual requests independently.
• Do not send banking credentials through ordinary email or Slack.
• Report suspicious requests immediately.
• Confirm that any change was processed correctly.

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Working remotely or in a hybrid arrangement

Remote and hybrid employees must follow the Remote Work Policy. Confirm with your manager:

• Your approved work location.
• Expected schedule and availability.
• Time zone.
• Required meetings.
• Communication expectations.
• Equipment arrangements.
• Travel expectations.
• Procedures for reporting an absence or connectivity problem.

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Remote-work security

• Use an appropriate private workspace.
• Prevent unauthorized viewing or listening.
• Use approved equipment and networks.
• Protect paper records.
• Avoid discussing confidential matters in public.
• Lock your device when unattended.
• Report lost or stolen equipment immediately.
• Follow travel and public-network guidance.
• Dispose of records through an approved process.

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Workplace accommodations and support

Blevins Holdings personnel may request workplace accommodations through Global Human Resources. Contact Human Resources when you need assistance related to:

• A disability or medical limitation.
• Religious practice.
• Pregnancy or childbirth.
• Lactation.
• Workplace accessibility.
• Equipment or workspace adjustments.
• Another legally protected need.

Accommodation requests will be handled through the appropriate confidential process. Employees do not need to disclose medical details broadly to teammates or managers. Human Resources will explain what information is needed and how it should be provided.

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Raising concerns

New employees are expected to ask questions and raise concerns. You may seek assistance regarding:

• Harassment or discrimination.
• Retaliation.
• Workplace safety.
• Suspected fraud or misconduct.
• Conflicts of interest.
• Payroll or benefits concerns.
• Security or privacy incidents.
• Unclear authority.
• Pressure to violate a policy.
• Improper treatment.
• Another matter that appears unlawful, unethical, unsafe, or inconsistent with company requirements.

Depending on the issue, you may contact:

• Your manager.
• Another appropriate manager.
• Global Human Resources.
• Legal, Risk and Compliance.
• Information Systems and Technology.
• The Office of Inspector General.
• Another designated reporting channel.

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Manager onboarding checklist

Managers are responsible for more than greeting a new employee warmly and hoping the remainder arranges itself.

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Before the employee starts

• Confirm the role description.
• Confirm the start date and schedule.
• Prepare a 30-day plan.
• Identify required systems and access.
• Request access with sufficient notice.
• Arrange equipment and workspace.
• Prepare the first-week calendar.
• Identify important collaborators.
• Select initial training and reading.
• Define the first assignment.
• Notify the team.
• Confirm who will greet or contact the employee.
• Remove outdated or contradictory onboarding materials.

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On the first day

• Welcome the employee personally.
• Explain the team and role.
• Review immediate priorities.
• Confirm the employee can access required systems.
• Introduce immediate teammates.
• Explain communication expectations.
• Review the first-week schedule.
• Confirm when questions should be escalated.
• Ensure the employee knows how to reach Human Resources and IT.
• Schedule recurring one-on-one meetings.

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During the first week

• Hold regular check-ins.
• Confirm required training is progressing.
• Resolve access problems.
• Introduce cross-functional collaborators.
• Explain important workflows.
• Provide examples of strong work.
• Assign an appropriate first task.
• Invite questions.
• Give early feedback.
• Confirm benefits and administrative tasks have not been overlooked.

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During the first 30 days

• Provide increasingly substantive work.
• Review progress and workload.
• Clarify decision authority.
• Address gaps in training.
• Recognize strong performance.
• Correct misunderstandings promptly.
• Gather feedback on the onboarding process.
• Conduct the 30-day check-in.
• Document agreed next steps.

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Common questions

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Particularly useful resources

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Key contacts

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Onboarding completion record

By the end of your first 30 days, the following should ordinarily be complete: Human Resources or the manager may retain completion records when required.

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Help us improve onboarding

If this guide is outdated, unclear, or missing an important step:

• Use the feedback or suggest-edits option on this page.
• Contact Global Human Resources.
• Tell your manager.
• Identify the section requiring revision.
• Explain the practical effect of the problem.
• Suggest replacement language when possible.

New employees are often the first people to discover that an instruction is no longer accurate. Please report it before the next arrival is forced to repeat the performance.

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A final word

Your first month is not a test of whether you can understand an entire organization without assistance. It is a period for learning the role, establishing good habits, building relationships, asking sensible questions, and beginning useful work with the right support. Be curious. Keep notes. Protect company information. Raise concerns early. Confirm assumptions. Ask for feedback. Extend yourself a reasonable amount of patience. And remember: Everyone was new once—even those who now appear to know exactly which form, channel, policy, meeting, and impeccably labeled folder is required.

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Last updated: July 21, 2026 — owned by Global Human Resources