I'm onboarding new team members and don't have a repeatable playbook yet, what should I prioritize day 1?

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Principal Consultant in Services (non-Government), 51 - 200 employees
This can be tricky. Is there someone on the team that can partner with the person? If so, that can be a great way to help someone onboard, without immediately creating lengthy documentation and check lists. That said, here are some potential recommendations for Day 1:
Has the new hire been intro'd to the team?
Does the new hire know the little things like break areas/ times, parking (if on site), etc...
What other things do you think would help them be comfortable with the team and the workspace?
After they're comfortable and have some of the logistics, consider diving into the work:
Is the person clear on their role?
Are they clear on the objective?
Questions on expectations?
Are they clear on how their work ladders to tue objectives?
What meetings do they need to be part of?
Who else should they meet with?
When's the next time you should connect with them/ do they have a way to reach out if there are questions?
This list can be quite extensive, happy to share more if this is helpful
CISO in Consumer Goods, 201 - 500 employees
Ensuring they have everything they need ready to go from an IT perspective. Nothing worse or less appealing than having to sit and wait. First impressions matter at work as well.
CEO in Services (non-Government), 2 - 10 employees
There are a few things that should be prioritized when onboarding new team members:
1. Communication: Make sure that the new team member knows how to communicate with the rest of the team, and that they understand the team’s communication style.
2. Goals and Expectations: Clearly outline the team’s goals and what is expected of the new team member.
3. Processes and Procedures: Go over the team’s processes and procedures so that the new team member knows how things are done.
4. Introductions: Introduce the new team member to the rest of the team so that they can start building relationships.
Director of Engineering in Software, 51 - 200 employees
There are many aspects to onboarding to I will limit my response to my top 3 priorities 

My recommendation would be that prior to the team member joining ...

(1) laptop and essential IT accounts should be ready
(2) block off extra time on the direct manager's calendar 
(3) assign an onboarding buddy and share the new team mate's info

Then for the first few days the onboarding focus should be on making the team mate comfortable and excited about the future ... and as someone else mentioned avoiding idle wait time.
(1) socialization with the immediate team and buddy
(2) sharing company information and growth areas
(3) providing reading resources  

Hope this helps.
Head of IT in Finance (non-banking), 11 - 50 employees
I always prepare a (digital) summary sheet with the following items:
- Links or list of IT systems with purpose & account name
- Link or list with most relevant contacts (e.g., team)
- Link or list with shared documents or intranet
- Link or list with most essential files to read
- Overview of tasks & responsibilities
- Expected tasks for the first week(s)

This will provide your new colleagues with a lot of information to proactively search and read. In addition to these self-learning materials, I would also prepare a bunch of introductory meetings with as many colleagues as possible/necessary. In my last team, new joiners always received around ten 1:1 sessions with different colleagues about different work-related topics (such as IT, HR, CRM, marketing, office admin, and major business processes).

Senior Director Engineering in Travel and Hospitality, 10,001+ employees
Security and culture training - tagging with a technical and a functional buddy to navigate the new environment 
Director of Engineering in IT Services, 1,001 - 5,000 employees
That depends on the purpose of the onboard. If it's for a particular project, it's going to be the business understanding of the project. I agree with Arun, Culture is very important when you are getting in a person from outside the organization. 

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