I like to break down the onboarding tasks into three sets of responsibilities with somebody assigned to each. Note that the same person can do multiple roles.
The goals of the functional onboarding are:
In the first days and weeks the line manager will set the expectations for probation and lay out the milestones and opportunities for feedback. Ideally these will be informed by both a “role doc” describing the responsibilities for the role, and a “progression framework” that sets out the expectations that everyone should be meeting at the level the new joiner is at.
This is especially important for junior hires as it’s easy to fall into the trap of having too high or too low expectations, and people can only grow and thrive where expectations are realistic and they’re able to stretch themselves just outside of their comfort zone.
The line manager and the new joiner will have frequent 1:1s throughout onboarding. I usually do monthly 1:1s with my team, and so during probation I double that to fortnightly.
The line manager is responsible for sharing details about how the function operates as a group. For example this could mean introducing the function vision or goals, the culture or principles, and making sure they are invited to and included in any regular functional meetings or social events.
Lastly, the line manager should pick and support the mentor in their parts.
The goals of training are: