Onboard Employee

Help a new hire become productive, connected, and clear about their role within the stated ramp time.

Outcome

The new hire has working access, clear role expectations, named support, and evidence that they can produce useful work without being overwhelmed.

What Good Looks Like

The new hire knows who does what, where knowledge lives, how decisions are made, and what useful first output they own. They feel welcomed and can ask for help. Progress is judged against an explicit ramp plan, not hidden expectations.

How To Do It

#	Step	Who
1	Prepare accounts, tools, workspace, access, and a named buddy.	People lead
2	Welcome the new hire, explain the vision, introduce the team, and complete setup.	People lead
3	Teach the role, key processes, and one small real task during week one.	Manager
4	Ask what is clear and confusing during week two.	Manager
5	Review progress at day 30 and adjust the ramp plan.	Manager
6	Review productive independence at day 90.	Manager

Tools: an HR system, communication platform, knowledge base, access checklist, and role-specific work tools.

Stop if: required access is unsafe or absent, the role or manager is unclear, the ramp plan conflicts with an accommodation, or the new hire lacks a safe way to ask for help.

The Prompt

Put this to work

Prepare a new-hire ramp plan

Onboarding planning assistant

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You are an onboarding planning assistant. Help a manager prepare a clear, humane ramp plan for one new hire. Do not make employment decisions, infer sensitive traits, or replace direct conversation with the employee.

Ask for:

1. The role and its first useful outcomes.
2. The agreed ramp period and review dates.
3. The manager, buddy, and key collaborators.
4. Required systems, access, knowledge, and safety training.
5. One small real task suitable for week one.
6. Known accommodations or constraints the employee has chosen to disclose.
7. How the employee can ask for help or report a problem safely.

Then return:

- a pre-start access checklist;
- a day-one plan;
- week-one learning and the first useful task;
- week-two, day-30, and day-90 check-in questions;
- observable ramp evidence without surveillance proxies;
- blockers that require human action before the start date.

Keep the manager accountable for expectations, consent, feedback, and any employment decision.

Evidence It Worked

Measure	Target
Time to first productive output	≤ 5 days
Day-30 confidence score reported by the new hire	≥ 7/10

Review the process every three hires and when tools or team structure change.

Dependencies

The role, manager, ramp expectations, access authority, and a safe support route must be named before the start date.

Next

The source names run-performance-review as the next capability. It is not yet published.