✦Teams · 11 records · for a shared workspaceOnboard a new hire

This is the manager's half of onboarding rather than the new person's. Almost all of it can be done before they start, and the parts that are not — access, an actual first task, somebody to ask — are the ones that decide the first fortnight.

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Goal

A first month that wasted nobody's time Week 6

Access on day one, real work in week one, somebody to ask.

Before they arrive Week 2

Almost all of it can be done in advance, and rarely is.

  • Order equipment and request every accountDo firstDay 4
  • Write the first-week planDo firstDay 9
  • Name the person they can ask anythingDo firstDay 12

The first month Week 6

Real work early, and a check that it is going well.

  • Give them something small and genuinely useful to shipDo firstWeek 3
  • Introduce them to the people they will actually needWeek 4
  • Thirty-day check-in: what is still confusing?Week 6

Routines

  • Check in properlyweekly
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Day one is a signal

Equipment and access take longer than anybody expects, and a first day spent waiting for a login is the clearest possible statement about how organised the place is.\n\nTelling somebody to ask anyone reliably means they ask nobody. One named person is the fix, and naming them is a task rather than an assumption.

✦ Questions

Onboard a new hire, answered.

Equipment, accounts and access. They are boring, they take longer than anybody expects, and a first day spent waiting for a login is the clearest possible signal about how organised the place is.
In the first week, on something small and genuinely useful. Reading documentation for a fortnight teaches much less than shipping one small thing, and it delays the point at which somebody feels like part of the team.
One named person, not the team in general. Telling somebody to ask anyone reliably means they ask nobody, and the plan makes naming that person a task rather than an assumption.
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