I'm curious to hear about your experiences with onboarding as you've moved into new roles or joined new companies. A smooth onboarding process can make a world of difference in how quickly we settle into our new responsibilities and feel like part of the team.  How would you rate your onboarding experience at your most recent role or when you last joined a new company?

Excellent - Comprehensive11%

Good - Covered the basics79%

Fair - Lacked structure7%

Poor - Limited resources2%


3.5k views2 Upvotes6 Comments

Senior IT Manager in Government, 10,001+ employees
I onboarded so long ago it's a completely different world now. Now, my focus is on a smooth onboarding process, IT-wise, for new folk. The pandemic certainly made that a challenge. It's gotten better since then but we still have deal with a wider variety of work styles, hours, and locations then previously.
Executive, Self-employed
When i was inboard, i think RH part was not that amazing, but when I talked with my team, they explained me the position and the objective of the team they make me feel confortable, also they never lied to me, because they explained me that there will be a lot of work, but also a lot of learning.
Director of Enablement, 501 - 1,000 employees
Onboarding is a fundamentally important task in any organisation, especially if you’re in a growth stage

A comprehensive omboarding program increases ramp rate, fosters confidence in the new hire (who just made a ‘risky’ move to join you), and validates that the basics are still understood by all.

If your onboarding experience is fragmented, then so will be the quality of your company
Principal Consultant in Services (non-Government), 51 - 200 employees
Our team does a really good job onboarding, both to our firm and client site. When they onboard with the firm it can feel like drinking from a firehose, so we don't rush it and make sure there's time for the admin, but also enough time for meeting folks on the team (virtually and in person). We make sure they're all set up, but know who to ask when they have questions.  Similarly when they're ramping on to a project, we make sure logistics are set up for them, there is a time table to ramp, so expectations (depending on the engagement) and a partner to help them navigate through the first week or 2, so the new hire will get a chance to observe, meet folks on the team, but also start to process all the details of the work. Throughout both processes, we try to keep it organized and as many leave behinds as possible so if/ when someone has a question, they can reference and reach out to someone with a question.
VP Talent, Learning & Organisational Development in Manufacturing, 10,001+ employees
There is a difference between onboarding and integration; onboarding is getting up to speed and making sure that all is working, set up and put in place for the newcomer to be effective and feel welcomed (and that the company was ready for the arrival ;-) ). Integration is then making sure the newcomer is introduced to the right stakeholders, gets a new leader assimilation, a buddy/mentor and is getting the right seat at the table in meetings and projects that matter. You can do great in practical onboarding but if the person does not feel integrated or when integration is not well thought through, the new person will be floating or swimming too long and the newcomer experience will be at stake.
Head Talent Development in Software, 1,001 - 5,000 employees
in my organization we have designed a comprehensive onboarding module which not only created a sense of belonging amongst employees but also reduced infant attrition by 5%

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