What's your best advice for managers who are onboarding new team members? What's one thing they can do to set their new hires up for success?

My best advice for managers onboarding new team members is to be intentional about setting clear expectations from day one. New hires need to understand not just what's expected of them in terms of performance but also how things are done in your business - your culture, values and ways of working. Take the time to connect their role to the bigger picture, showing how their contributions will make an impact. One practical thing managers can do is create a structured onboarding plan that blends formal training with opportunities for relationship building. Introduce them to key people early and encourage open communication so they feel supported. Remember, onboarding isn't a one-day event, it's an important process. Check in regularly, offer feedback and be available to answer questions. When new hires feel welcomed, equipped, and connected, they're far more likely to succeed.

Tell them you are a feedback culture on day 1. This sounds like, "On our team, we readily share (and as for) feedback to help us all learn and grow. We use our weekly 1:1s as a regular forum to share feedback, as well as our more formal review process." By telling them feedback is an important part of how your team functions, it eases the job of both giving and receiving feedback for both the manager and the new employee. It's just "what we do" on our team.

Empathy is the Cornerstone of Onboarding Success Onboarding is more than checking boxes; it's the opportunity to shape how your new hires feel about their role, their team, and themselves. If I could offer one piece of advice to managers, it would be this: Start with empathy. Empathy is not just a buzzword-it's a strategic tool that transforms onboarding into a human-centered experience. When managers intentionally create a space where new hires feel valued, heard, and supported, they set the foundation for a thriving, engaged team. Here's how: Listen First, Lead Second: Begin with curiosity. Ask your new hire about their hopes for the role, their concerns, and even their preferred ways of working. Listening without an agenda sends a clear message: Your voice matters here. Personalize the Journey: Cookie-cutter onboarding processes don't work for everyone. Tailor their first 90 days to meet them where they are-whether that's providing extra resources for skill gaps or introducing them to key stakeholders who align with their goals. Tap Into Their Confidence: New hires are already navigating the nerves of joining a new team, understanding the culture, and adjusting to new expectations. Set them up for success by assigning projects they can confidently excel in early on. This approach allows them to demonstrate their strengths, build a positive reputation, and develop momentum. Over time, gradually introduce stretch projects to help them grow, but let their foundation be built on wins that bolster their confidence. Emphasize Connection: The first few weeks can feel isolating. Facilitate meaningful introductions, not just to coworkers, but to the company's mission and values. Help them see how their role contributes to the larger vision-it's not just onboarding; it's belonging. Model Accountability: Show your new hire what accountability looks like by being transparent, setting clear expectations, and delivering on promises. Empathy doesn't mean avoiding hard truths; it means delivering them with respect and clarity. When empathy is at the heart of onboarding, something powerful happens: new hires feel empowered to bring their whole selves to work. They're not just learning about processes; they're stepping into a workplace where humanity and impact are prioritized. Managers, this is your chance to lead with intention. How you onboard isn't just about today-it's about shaping the culture and success of your team for years to come.

My best advice for managers onboarding new team members is to start by understanding each new hire's unique competencies and strengths. A great way to do this is by using competency assessments early on in the hiring process and continuing to reference them during onboarding and professional development. Competency assessments are powerful because they offer insight into a new hire's preferred working style, natural strengths, and areas for growth, which can guide how you support them from day one. One thing managers can do to set new hires up for success is to incorporate these assessment insights into both the interview and onboarding process to personalize their experience. For instance, if the assessment shows that a new team member excels in collaboration but is still building their decision-making skills, the manager can pair them with a mentor who is skilled in quick decision-making. This gives the new hire hands-on learning opportunities and a safe space to develop critical skills. During onboarding, share with the new hire how their strengths align with the team's goals. This not only builds confidence but also shows them how their unique abilities are valued and impactful. For instance, if a new hire's assessment highlights their analytical skills, outline how these will contribute to specific projects or team objectives. This sense of purpose from day one helps people feel engaged and motivated. For ongoing professional development, use competency assessments as a tool to revisit and refine growth goals. Scheduling regular check-ins to review these goals based on the initial assessment can create a clear roadmap for the new hire's development. When managers take the time to understand and leverage each person's competencies, they not only set up new hires for success but also create a foundation for meaningful growth and contribution. In short, competency assessments provide actionable insights that make onboarding and development more intentional, supportive, and aligned with both individual and team goals.

My best advice for managers onboarding new team members is to focus on building connections early and setting clear expectations. The onboarding experience sets the tone for how new hires will engage with the team and their role, so it's essential to be intentional about it. One thing managers can do to set new hires up for success is to pair them with a buddy or mentor during their first 90 days. This person serves as a go-to resource for questions, guidance, and insight into the team's culture. It helps new hires feel supported while they get acclimated and fosters a sense of belonging right away. Additionally, I encourage managers to schedule regular one-on-ones with their new hires during the onboarding period. Use these meetings to clarify goals, provide feedback, and create a space for open communication. When managers invest in building relationships and setting clear pathways for growth, it sets a strong foundation for long-term success.

Over the years I have listened to graduates expressing nervousness about starting their first job, being unsure often of what they can expect. And so, for managers onboarding new team members, particularly graduates (though not limited to) it is not only key to structure a plan around the role, but also the individual. Set short-term goals to provide direction, possible quick wins and schedule weekly check in and connected conversations for confidence-building. Assigning a work buddy or mentor is further highly effective and welcoming for a new employee, as navigating a new workplace can sometimes be daunting and this way they feel supported.

Onboarding is your chance to set your new hires up for success, so start by making them feel genuinely welcome. I suggest being clear about what's expected of them but also taking time to explain how the team works together and communicates. Pair them with someone who can show them the ropes-it's easier to settle in when there's a go-to person for questions. Check-in regularly, not just about their work but how they're feeling about everything. And don't forget to celebrate their early wins, it builds confidence and shows they're already making an impact.

Think Culture. What are the traits of those who do well at your firm? Catalog them and help new hires understand "the way we do it around here."

To successfully onboard a new team member, great leaders set aside time for the full team to come together and get to know each other. Having everyone prepare a brief "get to know me" slide or having each person answer a few short questions about themselves, expedites the trust building factor. The team who knows each other on a human level, builds work on top of a strong foundation.

STOP calling it onboarding. That is such a horrible word. For me it conjures up images of steamer trunks being manhandled onto an ocean liner. Language is a critical ingredient in leadership and organisational culture. Calling this process "Welcome and Orientation" may be a bit longer, but it sounds infinitely more personal and appealing. Typically "onboarding" processes are boring and impersonal. They are about rules and regulations. Think of welcome and orientation as a process of 1) Introduction: bilateral getting to know each other and 2) Giving them as much context as possible so they can hit the ground running. Leaders involved in the process should create exciting audio visual content so that the important details can be reproduced for all new hires in an engaging way, and so that the leader's interactions can be focused on getting to know each other and on answering questions.

Most organizations have a standard Onboarding Agenda. I suggest that managers check-in with new hires after the first few sessions to see what the new team mate is missing. We want to meet new team members where they are at, especially in a new environment and these simple questions will keep the conversation going and engage the new hire. As a manager and leader, ask questions with regularity about the transition to see how your new team mate is acclimating. Provide "Unreasonable Hospitality -- the remarkable power of giving people more than they expect" in the narrative of Will Guidara. This will set new hires up for exceptional success.

My best advice for managers who are onboarding new team members can be summed up in a few sentences. First, make sure expectations are set from the beginning. There is nothing worse than feeling like you were told one thing in orientation and another once the training wheels are off. Next, give the new hires a list of personnel they can reach out to for questions on specific tasks. An example would be if they need help with remembering how to check their email, they can reach out to Melissa because she is proficient at that task and can reeducate your new hire if needed. Lastly, patience. Set the realistic expectation that they will make mistakes and that is a part of learning.

In my experience for smaller companies, the best onboarding strategy is to have a structured buddy program. New hires often face a steep learning curve, and pairing them with an experienced team member offers them a reliable point of contact for guidance - much preferable to trying to figure all that stuff out on your own from digital trainings or auditing calls. Buddies can help new employees understand team culture, navigate workflows, and address questions that may not be covered in formal training. A good manager will also make sure to encourage regular check-ins between the buddy and new hire throughout the onboarding period, something weekly at least, to give new team members a safe space to ask questions, share feedback, and gain insights from experienced colleagues. Providing a clear onboarding roadmap and specific learning objectives for the first 90 days also sets expectations and gives new hires a structure for early success.

My best advice for managers onboarding new team members is to focus on building a strong, genuine connection from day one. In my experience, the most successful onboarding processes go beyond paperwork and job descriptions, they create an environment where new hires feel valued and inspired to contribute. I always recommend setting up an initial one-on-one conversation, not just about tasks, but to learn about the new team member's career goals, strengths, and what drives them. This early personal investment shows that you're committed to their success, which is often what motivates people to bring their best to the team. Another powerful step is pairing new hires with a "peer buddy", someone who can provide guidance, answer questions, and make them feel included right away. This small step fosters a sense of belonging and opens up an avenue for informal learning. Lastly, be intentional about giving feedback early and often. Let them know that every question they have is valuable and expected. Encouraging open communication from the start lays a foundation of trust and helps new team members feel comfortable bringing fresh ideas to the table.

For managers onboarding new team members, one of the most effective strategies is to assign a buddy or mentor. This approach provides new hires with a dedicated point of contact who can guide them through the initial stages of their role. A buddy helps ease the transition by answering questions, sharing insights about the company culture, and facilitating connections with other team members. Research shows that new hires with a buddy report higher productivity and satisfaction levels as they feel more supported and integrated into the team. To set new hires up for success, ensure that the buddy relationship is structured with regular check-ins and clear expectations. This not only enhances the onboarding experience but also fosters a sense of belonging and community within the organization, ultimately leading to better retention and engagement outcomes.

My top advice is to create a welcoming, well-structured experience beyond just paperwork and processes. The first few weeks can make or break a new hire's perception of the team and company, so use this time to set the right tone and establish trust. One of the best ways to set up new hires for success is to pair them with a mentor or buddy who knows the team and company culture well. This doesn't have to be the manager; it should be someone approachable and experienced in navigating the organization. A mentor can help answer questions, introduce the new hire to unwritten norms, and offer guidance on their role's technical and social aspects. Also, make sure that you clearly outline expectations early on. Go beyond job duties and help them understand team dynamics, how success is measured, and what personal growth opportunities exist. Investing in a thoughtful onboarding process makes new employees feel valued and supported from day one. It also boosts their confidence and allows them to be engaged, productive team members much faster.

What's worked best for me across my various businesses has been structuring an interactive, phased approach that is designed for easing new joiners into the company culture and workflow. Instead of overwhelming them with responsibilities, create a welcoming experience by mixing team introductions, training, and guided tasks over the first few weeks. Think of intake at your college, for example. In particular, I'd recommend encouraging your new joiners to set small, achievable goals in their first month, such as leading a meeting or completing a mini-project. It helps to get goals going quickly, to provide a sense that there is something you're working towards from day one, and celebrating these accomplishments as a team promotes a sense of belonging that helps them feel like valued contributors early on.

Onboarding new team members is something I have experience with. After all, building a successful team requires bringing in new talent and helping them hit the ground running. One thing that has been extremely effective for me is to provide clear expectations and goals from day one. Not only does this help set the tone for their role within the team, but it also gives them a sense of purpose and direction. For example, when I onboarded a new agent onto my team, I made sure to have a one-on-one meeting with them before they even started. During this meeting, we discussed their specific responsibilities, the team's overall goals, and how their role fits into the bigger picture. I also made sure to outline clear expectations for their performance and communication within the team.

My best advice for managers onboarding new team members is to focus on relationship building and set clear, achievable expectations from day one. I've seen this approach yield powerful results in my years running Ponce Tree Services, especially when I'm bringing in new employees who are eager to learn. By prioritizing strong relationships, we build a culture of open communication and trust, which makes new hires feel valued and secure. When we hire new team members, I sit down with them personally to go over our goals, their role in meeting those goals, and the values we stand by as a family-owned business. This meeting isn't just about ticking off tasks; it's about helping them understand how their unique contributions fit into our larger purpose. This approach has allowed us to create a team of employees who are not just skilled but genuinely committed to doing their best. For example, during one of our busy seasons, I took time to onboard a new employee by having him shadow me in the field to see firsthand how we approach customer service and quality. After just a few weeks, he was able to handle complex tasks with minimal oversight because he clearly understood both the technical and relational aspects of his role. By combining a welcoming approach with hands-on, practical learning, new hires quickly gain confidence and a sense of ownership, setting them up for long-term success.

As an HR professional who has onboarded many new trainees, I've seen firsthand the difference a supportive start can make. My journey began as a trainee myself, where I experienced the nerves and excitement of stepping into a new role and a new environment. Remembering the support I received, I always wanted to ensure that when it was my turn to bring new people on board, they would feel just as welcomed and supported. When I transitioned into a more permanent role and began managing the onboarding process, I made it a priority to ensure that every new hire felt included right from the start. Regular one-on-one check-ins have been a key part of this approach. These aren't just to discuss work progress, but also to touch base on a personal level, ensuring that each new team member feels seen and valued. This kind of supportive environment helps new hires settle in quickly and builds a strong foundation for their long-term engagement and success within the team.