ExpressWithACard Blog

Bringing a new employee on board is about more than filling out forms it’s about making them feel welcome, prepared, and excited to contribute. Done right, onboarding can dramatically boost retention and productivity. In fact, a study found that a strong onboarding process improved new hire retention by 82% (and increased productivity by over 70%). Yet many companies fall short only 12% of employees strongly agree their employer does a great job of onboarding. Getting it right is crucial. What follows is a complete guide to onboarding best practices, from the moment your offer is accepted to that important 90-day milestone. These steps will help ensure your new hires feel supported and set up for success from day one.

1. Start Before Day One (Pre-boarding)

Onboarding should begin before the new hire’s first day. Once the candidate signs the offer, reach out with a warm welcome and important information. For example, send an email congratulating them and outlining what to expect on Day One (arrival time, dress code, schedule, etc.). You can include HR forms and paperwork for them to complete in advance via an online portal this way, they’re not bogged down with forms on their first day. Another great pre-boarding idea is to mail or email a welcome packet. This might contain a welcome letter from the CEO, a FAQ about the company, and maybe some company swag (or at least digital swag like wallpapers). If you want to go the extra mile, coordinate a quick call or video chat a few days before their start to introduce them to their manager or team “buddy” who can answer any last-minute questions. Finally, ensure all their tools and accounts are set up (email, software access, desk or laptop ready if in-office) ahead of time. A smooth pre-boarding shows the new hire that you’re organised and excited for their arrival. (Bonus tip: have the team sign a group welcome e-card or note to greet the new hire a simple gesture like a welcome card with messages from future teammates can make them feel valued before they even start.)

2. Make Day One Welcoming and Organized

The first day on the job sets the tone, so plan it carefully. Greet your new hire warmly whether in person or via a video call for remote employees. Consider a thoughtful welcome gesture: some companies give a small welcome gift or a branded welcome kit (notebook, t-shirt, etc.), or as mentioned, a card signed by the team. Introduce the new hire to the team members they’ll be working with. If in-office, give an office tour; if remote, do a “virtual tour” of who’s who and how to reach them. It’s important that Day One has a clear schedule. Nothing is worse for a new employee than sitting idle or feeling forgotten. Schedule meetings such as: an initial one-on-one with their manager to go over the plan for the week, a meet-and-greet with the team or key colleagues from other departments, and time for HR orientation if needed (covering benefits, policies, etc.). Also, make sure their workstation or IT setup is working test their logins, email, and any necessary software. For remote hires, ensure they have received all equipment and have IT support on standby for setup. Providing a handy list of contacts for help (HR rep, IT support, buddy) is also a good idea. And don’t forget to inject some fun: perhaps organize a team lunch (in-person or virtual) on Day One so they feel socially welcomed. A structured but warm first day helps new hires go home (or log off) feeling confident they made the right choice joining your company.

3. Assign a Buddy or Mentor

One of the best practices in onboarding is pairing the new hire with a buddy or mentor someone slightly more experienced in the company who can show them the ropes from a peer perspective. This isn’t the direct manager, but rather a friendly colleague (often on the same team or in a similar role) who volunteers to be a go-to person for the newbie’s questions. The buddy might take the new hire to coffee or lunch in the first week (or have a virtual coffee chat if remote), check in on them periodically, and help translate “how things are done around here.” Having a buddy system accelerates the new employee’s comfort level. The new hire won’t feel like they’re bothering their boss with every minor question, and they gain an immediate social connection in the workplace. Mentorship can be a bit more formal you might assign an official mentor who meets with the new hire regularly to discuss professional development. Whether buddy, mentor, or both, the key is not leaving a new person to fend for themselves. This support network will help them navigate unwritten rules, integrate into the culture faster, and generally feel cared about. Make sure to brief the buddy on their role (e.g., encourage them to proactively check in with the new person a couple times in the first few weeks). Many companies find that buddies benefit too it builds leadership skills and reinforces positive culture for those offering guidance.

4. Provide a Clear Onboarding Plan and Training Schedule

New hires can easily feel overwhelmed if they’re hit with too much information or, conversely, underwhelmed if nothing is structured. It’s vital to have a clear onboarding plan mapped out, especially for the first week and the first month. This plan should include training sessions, orientation meetings, and time for self-paced learning. For example, outline that in Week 1 they will: complete HR orientation, meet key team members, receive training on Tool X and Process Y, and perhaps shadow a coworker on a project. Give them a checklist or schedule so they know what to expect. Also, prioritize essential knowledge first what do they need to know by end of day one, by end of week one, etc. Spread out heavy content so as not to cause information overload on day one. Leverage different training formats to keep it engaging: some e-learning modules, some live demos, some reading materials. If your company has an intranet or a knowledge base, point them to the most relevant documents (for instance, the team’s playbook or SOPs). As part of the plan, make sure they gain hands-on experience early on perhaps a small starter project or task in the second week once they’ve absorbed the basics. People learn best by doing, so find a low-risk but meaningful assignment that they can tackle under guidance. And importantly, communicate this plan to the new hire’s team as well, so everyone knows how to support and what progress to expect. A structured yet flexible training schedule ensures the new employee steadily climbs the learning curve without feeling lost or burnt out.

5. Culture Integration: Share Values, Norms, and People

Onboarding isn’t just about role training it’s about immersing the new hire in your company culture and values. Be intentional in teaching them what your organisation stands for and how things get done beyond the org chart. One way is to include a session on company history, mission, and core values as part of orientation (sometimes a founder or a long-tenured employee can passionately talk about this). Additionally, explain any unique cultural practices: for example, if you have a tradition of shout-outs in weekly meetings or an open-door policy with leadership, let them know and encourage participation. It’s also valuable to clarify unwritten norms like whether it’s common to take lunch away from your desk, if people often chat on Slack versus email, or how casual (or formal) internal communications usually are. Introduce the new hire to not just their immediate team, but also a few people in other departments they’ll interact with. This might mean setting up brief intro meetings or including them in cross-departmental socials. If your company has employee resource groups (e.g., for hobbies, or diversity networks), invite new hires to join any that interest them it’s a great way to integrate socially. The sooner a person feels connected to the culture and community, the more engaged and comfortable they’ll become. Also encourage the new hire to share about themselves perhaps at a team meeting they can do a short introduction or fun fact. Culture fit is a two-way street; help them see how they contribute to the mosaic. Overall, making culture a part of onboarding ensures the employee understands “how we do things here” and feels like they belong.

6. Set Clear Expectations and Early Goals

A new employee can only succeed if they know what success looks like. Setting clear expectations from the outset is a critical onboarding practice. In the first week, the manager (and possibly the team) should discuss the role’s responsibilities in detail and what the key priorities are for the first few months. Outline any specific performance goals for, say, 30, 60, and 90 days. For example: “By the end of your first month, we expect you to be able to handle client support tickets independently. By 90 days, you might take the lead on one small project.” This gives the new hire concrete targets to work towards and a sense of progress. It’s also important to clarify team expectations around work hours, communication (e.g., how quickly to respond to emails or Slack), and quality standards. Make sure to provide any documentation of performance metrics or evaluation criteria if available. Encourage the employee to ask questions about anything unclear. Another part of setting expectations is aligning on how feedback will be given. Let them know that you (the manager) will have regular check-ins and that it’s okay to make mistakes while learning but also that feedback will be part of the growth process. In fact, consider giving a small, achievable assignment early on (an “early win”) so the new hire can accomplish something in the first couple of weeks and build confidence. When expectations are clear and achievable, new hires are far less anxious and much more motivated to meet or exceed them.

7. Check In Regularly (30/60/90-Day and Beyond)

Onboarding doesn’t end after the first week or even the first month. Regular check-ins are essential to ensure the new hire is settling in well and to address issues early. A best practice is to schedule formal check-in meetings at key milestones often at the 30-day, 60-day, and 90-day marks. In these meetings, ask the new employee how things are going: What have they found positive? Any challenges or surprises? Do they need additional support or training in any area? This opens the door for them to share concerns (perhaps they’re still unclear on a certain process or need clarity on priorities). It’s also a chance to give them feedback on how they’re doing relative to those early goals you set. For example, at 30 days you might say, “You’re picking up the product knowledge quickly, which is great. One area to focus on now is streamlining your reports let’s discuss how I approach that.” Make these conversations two-way and non-intimidating. Apart from formal check-ins, managers and buddies should informally touch base more frequently in the first few weeks even a quick “How are you feeling? Anything I can help with?” goes a long way. Keep in mind that onboarding can extend through the first year in some respects; some companies do a 6-month check-in too. Additionally, consider having new hires fill out a brief onboarding survey after a couple of months to capture their feedback on the process. Use that input to improve. By checking in regularly, you demonstrate that you care about their growth and satisfaction, and you can nip any assimilation problems in the bud.

8. Streamline the Admin and Provide Resources

A smooth onboarding also means reducing unnecessary bureaucracy and giving new hires all the resources they need to do their job effectively. Administrative processes (like HR paperwork, system logins, security training, etc.) should be as streamlined as possible use digital forms and automated workflows where you can, and provide a single checklist or portal for the new hire to track what they need to complete. Overloading someone with stacks of forms or dozens of scattered emails is a sure way to overwhelm and frustrate. Instead, group related tasks and perhaps spread them out (some pre-boarding, some during first week) if possible. Meanwhile, ensure the new hire has access to resource materials: an employee handbook, an org chart, team documentation, and any standard operating procedures. It’s helpful to compile a “Quick Links” list to internal tools and knowledge bases they’ll use often. If your company has a learning management system (LMS) or intranet, give them a tour of it so they know where to find information later. Also, if there are common questions every newcomer has, consider creating an onboarding FAQ document. Another best practice is to set up all their accounts (email, chat, project management tools, etc.) beforehand and provide a cheat sheet of logins and necessary credentials on day one. Essentially, remove as many hurdles as you can so the new hire can focus on learning and integrating, not chasing paperwork or permissions. A well-orchestrated admin process shows professionalism and makes the employee experience much more pleasant.

9. Involve Leadership and Encourage Open Communication

It’s easy for new employees to feel like a small fish in a big pond, especially in larger organisations. Onboarding is an opportunity to humanize the leadership team and encourage open communication from the start. One way to do this is to arrange a brief meet-and-greet or Q&A session with a senior leader, such as the CEO or department head, during the onboarding period. Even a 15-minute informal chat (in a group if you have multiple new hires starting around the same time) can make newcomers feel valued and see that leadership is approachable. Leaders can use this time to personally welcome new employees, share the company vision, and express that questions and fresh perspectives are welcome. Additionally, let new hires know what communication channels exist for voicing ideas or concerns for example, maybe there’s an anonymous suggestion box, regular town hall meetings, or skip-level meetings with higher-ups. By explicitly telling them early on, “We want your feedback, and here’s how you can communicate it,” you empower them to speak up. Another aspect is fostering communication within the team: ensure the new hire is included in all relevant team meetings, email lists, and social events right away. Little things like adding them to the team group chat on Day One and having team members send welcome messages can break the ice. The overarching principle is to create an environment where the new hire feels comfortable reaching out and knows that their voice matters from day one upward.

10. Continuous Improvement of the Onboarding Process

Last but not least, treat onboarding as an evolving programme that you continuously improve. Best practices will change as your company grows and the workforce evolves (especially now, with hybrid and remote work becoming common). Gather feedback from recent new hires about their onboarding experience what did they love and what could be better? Perhaps you’ll discover that new sales reps wanted more hands-on CRM training earlier, or that remote hires felt a bit isolated and could use more social touchpoints. Use surveys or informal interviews to collect these insights. You can also track metrics: retention rates of employees who went through the revamped onboarding versus before, time-to-productivity measures, etc. If something isn’t working (e.g., maybe an information session is consistently rated dull or redundant), don’t be afraid to revamp or scrap it. Stay updated on new tools that could streamline onboarding for example, some companies now use virtual reality orientations or interactive chatbots for answering newbie questions. While you don’t have to adopt every trend, be open to innovation. Also, keep content current: if policies or product knowledge changes, update your onboarding materials promptly so new hires aren’t learning outdated info. By iterating on your onboarding process, you demonstrate that your organisation learns and improves a great cultural signal in itself. Plus, each new cohort of employees will have a better experience than the last. Remember, onboarding is the first impression of your company’s operational excellence continually refining it will ensure that impression is a positive one.

Conclusion: Setting New Hires (and Your Company) Up for Success

Effective onboarding takes effort and coordination, but the payoff is enormous. When new employees feel welcomed, prepared, and connected, they become productive faster and stay with the company longer saving you the costs of turnover and boosting team morale. The best practices outlined in this guide cover preparation, personal connection, structured learning, and ongoing support. By implementing these steps, you’re not only helping the individual new hire succeed, but you’re also strengthening your workforce overall.

Remember that onboarding is an experience, not just a checklist. Think about how you would want to be treated joining a new organisation, and infuse that empathy into your programme. Celebrate your new hires, give them the tools and knowledge they need, and integrate them into your culture from day one. And don’t stop refining the process each hire can teach you something about how to make the next person’s experience even better.

Getting onboarding “right” is one of the best investments you can make in your people. It builds a foundation of trust and engagement that will carry through their entire career with your company. With these best practices, you’re well on your way to turning new hires into confident, committed team members. Here’s to successful onboardings and thriving teams!