Beyond the First Day: How to Approach Onboarding as An Ongoing Process
Onboarding new team members is a critical step that shapes their future at a company. This article delves into the nuances of viewing onboarding as an ongoing process, featuring insights from seasoned experts in human resources and employee development. Discover actionable strategies to keep new hires engaged and set them up for long-term success.
- View Onboarding As Continuous Development Journey
- Provide Just-In-Time Information
- Create Personalized Development Plans
- Maintain Continual Conversations
- Develop Systematic Mentorship Framework
- Create Structured 90-Day Onboarding Roadmap
- Ensure New Hire Feels Welcome
View Onboarding As Continuous Development Journey
My approach to ensuring that onboarding is an ongoing process, rather than a one-time event, is to view onboarding as a continuous development journey that extends well beyond the first week or month. A key element of this approach is implementing structured milestone check-ins at regular intervals—typically at 30, 60, and 90 days. These check-ins aren’t just about performance; they’re an opportunity to discuss the employee’s experience, address any concerns, and gather feedback on the onboarding process itself.
At each milestone, managers and team leads review progress against the initial 30-60-90 day plan, but they also take the time to reinforce cultural values and ensure the employee feels integrated into the team. This ongoing dialogue helps new hires feel supported, aligned, and clear on their goals as they continue to settle into their role.
Another critical component is providing access to learning and development resources. This could be in the form of role-specific training, mentorship programs, or invitations to cross-functional workshops. By giving employees opportunities to continue learning and expanding their skill sets, you create an environment where onboarding seamlessly transitions into long-term professional growth.
Finally, fostering peer connections through team events or informal gatherings helps sustain the social aspect of onboarding, ensuring employees continue to feel a sense of belonging. The key is to keep onboarding dynamic, interactive, and feedback-driven, turning it into a long-term process that supports both the individual’s and the organization’s success. This ongoing approach not only improves retention but also accelerates the time to full productivity.
Margaret Buj
Interview Coach and Talent Acquisition Manager, Mixmax
Provide Just-In-Time Information
We developed an onboarding plan that aims to give new hires the information they need in a just-in-time sense so that it does not become just a one-time event. This starts right after signing the offer letter, where we send people information to get them excited, have them fill in basic information in our HRIS to get their data in early, and position them to order company swag to arrive as close to their first day as possible. When they start, we make sure they have access to their IT systems that they’ll need on a regular basis (e.g., Slack, Zoom), and other things that will enable an easier ramp on day 1.
We then schedule subsequent meetings over the following weeks, such as conversations with executives for relationship-building, discussions about our product to help understand how things work across the company, and key information related to deepening their ability to do their jobs. We pair new hires with a buddy and ensure there are 30-day and 90-day touchpoints with their manager for continuous discussions and progress. We also have regular touchpoints with our People team so that new hires feel brought into the organization.
Mike Kohn
Chief People Officer, Kevel
Create Personalized Development Plans
We view onboarding as an ongoing journey rather than a one-time event. Our highly rated onboarding program extends well beyond the first day, lasting up to three months and evolving to meet the unique needs of each new hire.
One key element of our approach is the personalized development plan. From the first week, we conduct comprehensive sessions that involve our People Team and the new team member (or Payaran) to assess skill gaps and identify learning and development opportunities.
This includes evaluating any required training on software tools. By tailoring a bespoke training and development plan for each new Payaran, we ensure that every individual receives the support they need to thrive in their role.
To deepen engagement and understanding, we organize a monthly Payara Discovery Week. During this immersive experience, new hires explore our business, products and how we deliver value to the market. This hands-on approach has consistently been praised as a standout aspect of our onboarding program.
We also focus on long-term growth through initiatives, such as our graduate program. This features a 12-month bootcamp blending technical and soft skills training. This is especially crucial as many graduates have limited work experience in this capacity.
By integrating tailored development, continuous learning and regular feedback, we ensure onboarding is a dynamic process that fosters a cohesive, confident and capable workforce. Ultimately, these initiatives reflect our commitment to bridging skills gaps and equipping team members for success from day one—and beyond.
Jess Snape
Senior Talent Acquisition Specialist, Payara Services Ltd
Maintain Continual Conversations
Our approach is to view onboarding as a continual conversation with our new hires, freelancers, and clients—one that evolves as they gain more familiarity with our frameworks and processes. Instead of treating orientation as a box to be checked, we schedule regular check-ins and milestone reviews where each individual can ask new questions, refine their understanding of expectations, and update us on evolving needs. This helps ensure that everyone feels supported and engaged long after their first week or month because they always have a touchpoint for refining their role or clarifying any confusion.
A key element of this ongoing onboarding is assigning a dedicated mentor or liaison who remains the go-to person throughout the process. This person isn’t just an initial trainer; they’re the resource that bridges gaps as job responsibilities grow or change. A consistent point of contact fosters deeper relationships, encourages open dialogue, and helps people feel confident and supported well beyond the first day.
Kristin Marquet
Founder & Creative Director, Marquet Media
Develop Systematic Mentorship Framework
In my consulting work, I’ve noticed that effective onboarding requires developing a systematic mentorship framework that goes far beyond the initial orientation week. The essential part is to have targeted, quarterly touchpoint talks that go beyond performance indicators.
I advocate creating tailored development roadmaps for new team members, including specialized coaching sessions centered on their specific professional trajectory. These are not generic check-ins but carefully planned discussions about individual growth prospects, potential difficulties, and alignment with business culture.
We used this method on a recent project with a technology firm and got excellent results. New hires reported feeling much more connected, understood, and motivated. The goal is to foster a continuous discussion that helps employees feel genuinely invested in their career journey rather than simply transmitting facts. Organizations may significantly enhance retention and engagement by seeing onboarding as an evolving relationship rather than a transactional procedure.
Silvia Angeloro
Executive Coach, Resume Mentor
Create Structured 90-Day Onboarding Roadmap
To be honest, onboarding should always be viewed as a journey, not a one-time event. My approach is to create a structured 90-day onboarding roadmap that combines initial training with continuous support and feedback loops.
One key element of this approach is assigning a mentor or buddy to every new hire. This person acts as a guide beyond the initial orientation, helping the new employee navigate both job responsibilities and company culture. For example, new team members are paired with experienced colleagues who check in weekly to address questions, share insights, and provide constructive feedback.
This mentorship ensures that onboarding extends beyond paperwork and initial training sessions, fostering stronger engagement and faster productivity. New hires feel supported as they adapt, and companies benefit from a more seamless integration of talent into their teams. By making onboarding an ongoing process, organizations build confidence, competence, and long-term retention.
Vaibhav Kishnani
Founder & CEO, Content-Whale
Ensure New Hire Feels Welcome
The key elements of an effective onboarding process are:
- The person is made to feel welcome by HR and the hiring manager/department and people in the organization at large.
- He/she is adequately briefed and supported to be able to deliver on his/her role; understand the stakeholders and the support systems in the organization.
- The hiring and HR manager periodically check in, just to gauge how he is coping in the new place, and support where required.
- The hiring manager and HR are available to support the new joiner for the first 90 days.
Dr. Pramod Solanki
Leadership Coach and Founder, Performance Enablers
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