Hiring, Training & Onboarding

The purpose of this SOP is to reduce bad hires, shorten ramp time, preserve company standards, and make sure training is not left to chance. Hiring is a leadership responsibility and decision. Training outcomes directly impact project quality, customer satisfaction, and profitability.

A structured hiring process reduces bias, improves candidate quality, and creates consistency across the company. Every new hire should follow this process.

Step 1: Define the Role

• Role Title and Responsibilities — What does this person actually do?
• Required Experience — Minimum skills/background needed
• Compensation Range — Budget approved before posting
• Work Schedule — Hours, location, travel requirements
• Reporting Structure — Who manages this role?

Step 2: Source Candidates

• Internal Referrals — Ask current team for recommendations
• Local Job Boards — Regional Florida-specific sites
• Industry Networks — Trade associations, contractors
• Agencies — Recruiting firms (use only if necessary)

Step 3: Initial Review

• Resume Screening — Does the candidate have required experience?
• Cover Letter (if applicable) — Does the candidate communicate well?
• Initial Contact — 15-minute phone screen to qualify

Structured interviews improve hiring quality. Use the same questions for all candidates in the same role to reduce bias and improve comparison.

Interview Stages

Disqualifying Factors

Reference Checks

Always check references. Call at least 2 professional references from previous employers. Ask specific questions about work quality, reliability, and culture fit.

Offer Approval

• Owner approval required for all offers
• Compensation within approved range from role definition
• Start date agreed with hiring manager confirmed
• Offer letter sent with role, compensation, benefits, and start date

Pre-Start Checklist

• Background check completed (if applicable)
• Drug test completed (if applicable)
• I-9 verification prepared
• Tax forms (W-4, I-9) collected
• Insurance forms (health, emergency contact)
• System access prepared (email, phone, software)
• Equipment ordered (laptop, tools, uniforms)
• Workspace set up (desk, supplies)
• Trainer assigned (manager or experienced team member)

Onboarding is the first 30 days. New hires need clarity on expectations, systems, SOPs, and their role. A poor onboarding experience increases turnover.

First Day

• Welcome meeting with owner or manager (15 min)
• System access verification (email, phone, software, card access)
• Physical tour of office and facilities
• Assign trainer — introduce to reporting manager and team
• Hand out employee handbook and request signed acknowledgment
• Introduce core SOPs — start with SOUL.md and role-specific SOPs

First Week

• Review role responsibilities and key deliverables
• Walk through critical tools — CRM, project management, accounting, scheduling
• Explain team structure — who does what, who to ask for help
• Review company standards — communication, quality, safety
• Start skills training — hands-on work with trainer shadowing
• Mid-week check-in — manager to assess fit and answer questions

Weeks 2-4

• Supervised work — trainer or manager present
• Competency verification — can the new hire do the job?
• Feedback loop — daily debrief on performance and questions
• Begin independent work — gradually increase autonomy
• 30-day formal review — see evaluation section

Training is not casual. Document what skills are required, how they'll be taught, and when the person is ready to work independently.

Training Framework

• Define core competencies for each role (what must they know/do?)
• Create training checklist — specific topics and resources
• Assign a primary trainer — usually the direct manager
• Set timeline — how long until independent?
• Document completion — keep records of training dates and sign-offs

Shadowing & Ride-Alongs

Retraining Trigger

If a trained employee's performance slips or standards are not being met, retraining may be required.

• Manager identifies gap — specific skill or behavior that's not meeting standard
• Feedback conversation — manager explains what's not working and why
• Retraining plan — specific timeline and what will be retaught
• Re-verification — manager confirms competency has been restored

New hires go through structured evaluations at specific milestones. These are go/no-go decisions about whether the hire is working out.

Day 3 (Flash Check)

• Manager brief conversation: "How's it going? Any questions?"
• Quick assessment: Is the person showing up, engaged, and capable?

Day 10 (Mid-Point Check)

• Formal 15-30 min meeting with manager
• Topics: How are they learning? Any concerns? Adjustments needed?
• Decision: Continue with training or discuss concerns

Day 30 (Critical Go/No-Go)

This is the most important evaluation. Is this person a keeper?

Day 60 & 90 (If Conditional)

If 30-day review was conditional, hold reviews at days 60 and 90 with specific focus on improvement areas. Clear pass/fail decision at day 90.

What to Keep on File

• Job description used for the hiring
• Resumes of all candidates considered
• Offer letter and acceptance confirmation
• I-9 and tax forms (HR folder, confidential)
• Background check results (if applicable, HR folder)
• Onboarding checklist with sign-offs
• Training completion checklist with dates and sign-offs
• 30, 60, 90-day review summaries (brief notes, not performance reviews)

Owner Responsibility

The owner is responsible for ensuring onboarding checklists are completed and training is documented. This is not optional. Documentation protects the company legally and ensures consistency.