New Hire Onboarding Checklist | Trimaren Human Capital Partners

Onboarding done well is one of the highest-leverage investments a growing life sciences company can make. A structured onboarding experience accelerates time-to-productivity, reduces early attrition, and signals to new hires that your organization operates with intention. This checklist is designed for people leaders, hiring managers, and operators at startups through commercial-stage life sciences companies who want a repeatable, scalable process, not a stack of paperwork and a badge.

Pre-Arrival Preparation (1–2 Weeks Before Start Date)

Strong onboarding starts before day one. Use this window to eliminate friction and set the tone.

Administrative & Systems

[ ] Send offer letter, complete background check, and collect signed agreements (NDA, IP assignment, confidentiality)
[ ] Submit IT requests: laptop, system access, email account, and any role-specific software (ERP, LIMS, QMS, CRM, etc.)
[ ] Add new hire to payroll, benefits enrollment system, and HRIS
[ ] Assign building access, badge, and any lab or controlled-area credentials
[ ] Confirm any required pre-employment health screenings, drug testing, or occupational health clearances (common in GMP environments)

Role & Team Readiness

[ ] Confirm the new hire's first-week schedule and share it in advance
[ ] Brief the immediate team on the new hire's start date, role, and background
[ ] Assign an onboarding buddy or peer mentor
[ ] Prepare a 30/60/90-day plan draft to review together on day one
[ ] Identify required training curricula (SOPs, safety, cGMP, compliance) and schedule accordingly

Welcome Communication

[ ] Send a warm welcome email from the hiring manager (not just HR)
[ ] Include parking/building instructions, dress code, first-day logistics, and who to ask for
[ ] Share any pre-reading that's genuinely useful, company overview, product pipeline summary, org chart, without overwhelming

First Day Activities

The goal of day one is simple: make the new hire feel expected, welcomed, and oriented, not lost.

[ ] Greet the new hire personally (hiring manager or designated buddy, not just reception)
[ ] Complete I-9 verification and any remaining new hire paperwork
[ ] Walk through the physical space, lab areas, office, break rooms, emergency exits
[ ] Review safety protocols relevant to the site (chemical hygiene, emergency procedures, PPE requirements)
[ ] Set up workstation, confirm system access is functional, and troubleshoot any IT gaps immediately
[ ] Introduce the new hire to immediate teammates and key cross-functional partners
[ ] Share the team communication norms, preferred tools (Slack, Teams, email), meeting cadences, and how decisions get made
[ ] Have lunch together, informal connection matters
[ ] End the day with a brief check-in: "What questions do you have? What felt unclear?"

First Week Integration

Week one should provide context, not just task completion. New hires in life sciences often need to understand the regulatory and scientific landscape of the organization before they can contribute meaningfully.

[ ] Complete required compliance training: safety, cGMP fundamentals (if applicable), data integrity, and any role-specific regulatory modules
[ ] Review and sign relevant SOPs; document in the QMS or training tracking system
[ ] Schedule one-on-ones with key stakeholders across functions (R&D, Regulatory, Operations, Commercial, as relevant to the role)
[ ] Walk through the product pipeline, development stage, or commercial portfolio at an appropriate level of depth
[ ] Review the company's quality system structure and how the new hire's role intersects with it
[ ] Discuss team goals, current priorities, and how success is measured in the role
[ ] Confirm benefits enrollment deadlines and walk through available options
[ ] Revisit and finalize the 30/60/90-day plan together

30 / 60 / 90-Day Milestones

Use structured check-ins at each milestone to assess integration, surface concerns early, and keep momentum going. These are not performance reviews, they are onboarding conversations.

30-Day Check-In

[ ] New hire can articulate their role, responsibilities, and how they connect to team priorities
[ ] Required training and SOP sign-offs are complete and documented
[ ] Relationships with key internal partners are established
[ ] Any early friction points (tools, access, clarity of direction) have been addressed
[ ] Manager asks: "What's working? What's unclear? What do you need more of?"

60-Day Check-In

[ ] New hire is contributing independently on defined tasks or projects
[ ] Understanding of the regulatory environment, quality expectations, or commercial context is solidifying
[ ] Cross-functional relationships are active, not just introductory
[ ] Any performance or culture concerns are surfaced and addressed early, not held until a formal review
[ ] Manager asks: "Where do you feel confident? Where do you want more support?"

90-Day Check-In

[ ] New hire has completed a meaningful deliverable or made a visible contribution
[ ] Full integration into team rhythms, meetings, and workflows
[ ] Formal feedback exchange: manager provides structured input; new hire shares candid experience
[ ] Confirm alignment on goals for the next quarter
[ ] Assess whether any role clarity, resource, or development gaps need to be addressed
[ ] Manager asks: "What would make the next 90 days even more effective for you?"

A Note on Regulated Environments

For companies operating under cGMP, GLP, or other regulated frameworks, onboarding carries compliance weight, not just cultural weight. Training completion must be documented, role-specific qualifications tracked, and access to controlled systems or areas governed by your quality system. Work with your Quality and Regulatory teams to ensure onboarding workflows align with your site's training SOPs and audit-readiness expectations. For state-specific employment requirements (particularly around offer letters, background checks, and I-9 timing), Trimaren can help you build a compliant onboarding workflow and coordinate legal review where required.

How Trimaren Can Help

Trimaren Human Capital Partners works with life sciences organizations to design and implement onboarding programs that are practical, compliant, and built to scale with your growth. Whether you need a complete onboarding framework built from scratch, a review of your current process, or hands-on support during a high-volume hiring period, we can help you get it right. Reach out to learn how we can tailor this for your team.