Best Practices for Onboarding That Foster Learning

𝐅𝐫𝐨𝐦 𝐃𝐚𝐲 𝐎𝐧𝐞 𝐭𝐨 𝐓𝐡𝐫𝐢𝐯𝐢𝐧𝐠: 𝐇𝐨𝐰 𝐍𝐞𝐰 𝐇𝐢𝐫𝐞𝐬 𝐋𝐞𝐚𝐫𝐧 (𝐚𝐧𝐝 𝐖𝐡𝐲 𝐘𝐨𝐮𝐫 𝐎𝐧𝐛𝐨𝐚𝐫𝐝𝐢𝐧𝐠 𝐍𝐞𝐞𝐝𝐬 𝐭𝐨 𝐂𝐡𝐚𝐧𝐠𝐞) A recent study published in Frontiers in Organizational Psychology explored how newcomers learn during onboarding by looking at three key learning forms:  • 𝐅𝐨𝐫𝐦𝐚𝐥 𝐥𝐞𝐚𝐫𝐧𝐢𝐧𝐠 (structured training, onboarding plans)  • 𝐈𝐧𝐟𝐨𝐫𝐦𝐚𝐥 𝐥𝐞𝐚𝐫𝐧𝐢𝐧𝐠 (peer conversations, job shadowing)  • 𝐒𝐞𝐥𝐟-𝐫𝐞𝐠𝐮𝐥𝐚𝐭𝐞𝐝 𝐥𝐞𝐚𝐫𝐧𝐢𝐧𝐠(goal-setting, reflection, proactive follow-ups) The findings reveal something powerful: Onboarding is most effective when organizations move beyond rigid training programs and create opportunities for self-directed, informal, and interactive learning. New hires who actively shape their onboarding—asking questions, seeking feedback, reflecting on progress—adjust faster, feel more connected, and stay longer. So, 𝐰𝐡𝐲 𝐬𝐡𝐨𝐮𝐥𝐝 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐬 𝐜𝐚𝐫𝐞?  • 𝐑𝐞𝐭𝐞𝐧𝐭𝐢𝐨𝐧 & 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭: Poor onboarding is one of the top reasons for early turnover.  • 𝐅𝐚𝐬𝐭𝐞𝐫 𝐫𝐚𝐦𝐩-𝐮𝐩: Structured and self-directed learning accelerates role clarity and confidence.  • 𝐂𝐮𝐥𝐭𝐮𝐫𝐞 & 𝐜𝐨𝐧𝐧𝐞𝐜𝐭𝐢𝐨𝐧: Informal learning helps newcomers integrate socially and culturally, which is often overlooked in formal training. What can I/O Psychology and L&D practitioners do?  • Design onboarding that blends 𝐟𝐨𝐫𝐦𝐚𝐥 𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞 𝐰𝐢𝐭𝐡 𝐢𝐧𝐟𝐨𝐫𝐦𝐚𝐥 𝐢𝐧𝐭𝐞𝐫𝐚𝐜𝐭𝐢𝐨𝐧𝐬(e.g., mentorship, peer learning, shared breaks).  • Incorporate 𝐬𝐞𝐥𝐟-𝐫𝐞𝐠𝐮𝐥𝐚𝐭𝐞𝐝 𝐥𝐞𝐚𝐫𝐧𝐢𝐧𝐠 𝐭𝐨𝐨𝐥𝐬 like reflection prompts, learning goals, and follow-up checklists.  • Map onboarding activities to 𝐤𝐞𝐲 𝐜𝐨𝐧𝐭𝐞𝐧𝐭 𝐚𝐫𝐞𝐚𝐬—compliance, clarification, connection, and culture—so learning is intentional and complete.  • Use data to 𝐦𝐞𝐚𝐬𝐮𝐫𝐞 𝐧𝐞𝐰𝐜𝐨𝐦𝐞𝐫 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 with both formal and informal learning pathways, not just training completion rates. Onboarding should be a co-created learning experience, not just a process to get through. When we empower new hires as active participants in their learning journey, everyone wins—newcomers, teams, and the entire organization. #WorkplaceEngineer #IOPsychology #LearningThatSticks #TrainingAndDevelopment #Onboarding #EmployeeExperience #LeadershipDevelopment

My two cents… I had an enablement colleague ask me a question about onboarding and how it’s changed, how we tailor it, what reps should know and when, how much selling vs. product vs. industry training should be done, and when they should start selling. My peers in the business know this line of questioning well. In my opinion, onboarding programs need to shift away from focusing on content and move toward sequence and intent. Stop prioritizing information completeness and instead design around progressive capability. New hires should start doing real things earlier. Do small things first, then bigger ones. The training doesn’t disappear; it gets reorganized around the doing rather than the knowing. Here’s a reframe that changes how I think about onboarding entirely: new hires should be selling from day one. What they’re selling evolves. Day 1–10 – Selling themselves internally. Learning the business, earning trust, building relationships. Understanding how the organization actually operates and not just what the org chart says. (And ideally not asking where the coffee machine is for the fifth time.) Day 10–30 – Selling curiosity externally. Joining calls, asking smart questions, observing experienced reps navigate conversations. Not pitching like a caffeinated product brochure. Listening. Reading the room. Developing instincts. Day 30–60 – Selling pieces of the deal. Running discovery. Owning the recap. Setting next steps. Still supervised, still supported. Think of it as a learner’s permit where you have real driving in controlled conditions. Day 60–90 – Selling full-cycle. Pipeline, deals, forecasts; basically the whole beautiful, complicated mess. Accountable for outcomes, supported by the system, coached by the manager. Actually in the game. Designed this way, onboarding isn’t a waiting room before the job starts. It is the job, at progressively increasing altitudes. The new hire is never a spectator. They’re always a participant. The only question is what role they’re playing this week.

How long should your onboarding program for SDRs be? I’ve now either trained or onboarded 1000+ SDRs in my career. I’ve built onboarding programs that were 1 week long, and more comprehensive programs that were 4 weeks long. Here’s what I’ve learned: 1. People don’t learn by being overloaded with documentation and videos upfront. 2. Onboarding doesn’t need to just happen in the first few weeks. Breaking down concepts in “micro lessons” over a period of time is more helpful. For example, if you sell 5 use cases, your SDRs don’t need to learn all 5 use cases in the first few weeks of onboarding. Let them master 1-2, focus on those prospects then unlock other personas. 3. People don’t retain information unless there is a continuous learning & re-enforcement loop You SHOULD set up weekly 1-1s, weekly calls reviews and power hours with reps from week 2 IMO. 4. Let SDRs learn on the job. Let them know it’s OKAY to fail. It’s okay to have some role playing up front. In fact, I recommend it. But don’t focus on this TOO heavily. They will butcher some calls and objections. Start practicing on Tier C accounts, don’t put new SDRs on the best accounts right away. With various AI sales enablement platforms like GTM Buddy, you can feed your SDRs real-time content, battlecards and learning as they are actually doing their job. It helps A LOT when it comes to actually learning and retaining information. My recommendation? Make your “official” onboarding for SDRs 1 week long. Include the following: 1. Upfront contract setting expectations for both manager and SDR 2. Day in the life of your Key Personas (Start with 1-2) 3. Main Problems you solve for  4. Basic platform functionality and how it solves problems for personas 5. How to structure your day / manage your time 6. Email / Copy Lessons 7. Cold Calling Lessons + Scripts 8. Using LinkedIn as a channel 9. Role Plays + Certifications for Email, Calls, LinkedIn 10. Overview of critical systems / tech stack Then focus on CONSTANTLY re-enforcing these. #sales #outbound

Most HR teams think their onboarding is solid. → Laptop ready. → Paperwork completed. → First day meet and greet? Check. But here is the truth we see behind the curtain: Most teams skip the parts that matter most for long-term success. Here are two steps most teams forget during onboarding and what to do instead. 1. 𝗖𝘂𝗹𝘁𝘂𝗿𝗲 𝗰𝗹𝗮𝗿𝗶𝘁𝘆 𝘁𝗵𝗮𝘁 𝗴𝗼𝗲𝘀 𝗯𝗲𝘆𝗼𝗻𝗱 𝘁𝗵𝗲 𝗵𝗮𝗻𝗱𝗯𝗼𝗼𝗸 Telling someone your values is easy. Showing them how the team 𝘳𝘦𝘢𝘭𝘭𝘺 works is the magic. New hires do not struggle with the handbook. They struggle with the unwritten rules. Give them real language instead of vague gestures. For example, instead of asking… "Do you use Slack?" Try saying… "Our team lives in Slack during business hours. We expect same day responses for most messages and a quicker reply if it is from your manager or during core hours." Other examples to spell out clearly: • How often leaders drop in for updates • When cameras are expected on • How people give feedback • When it is okay to block focus time • Preferred communication style (short pings or detailed notes) And pair them with a culture buddy. Someone who can answer real questions like "Is it normal to send a calendar note before messaging the VP?" That saves so much social anxiety and avoids awkward first month missteps. 2. 𝗥𝗼𝗹𝗲 𝗰𝗹𝗮𝗿𝗶𝘁𝘆 𝗮𝗻𝗱 𝗺𝗲𝗮𝗻𝗶𝗻𝗴𝗳𝘂𝗹 𝗲𝗮𝗿𝗹𝘆 𝗰𝗵𝗲𝗰𝗸𝗽𝗼𝗶𝗻𝘁𝘀 A job title is not direction. People want to know exactly how to succeed. → Get specific. → Paint the picture. Instead of saying… "You will lead onboarding." Try… "In your first 30 days, you will run onboarding for three new hires. Success looks like zero missed system access steps, plus a feedback survey score of 4.5 or higher." Then schedule a 30 day check in. Not to judge. To support. Ask questions like: "What has been clear so far?" "What has been confusing?" "Where do you need resources or examples?" And tell them one thing they are doing well. Everyone needs a confidence anchor early. Strong onboarding is not fancy. It is clear, human, and consistent. Which onboarding detail made the biggest difference for you in a new role? If this sparked ideas, share it with another HR pro building better onboarding. #OnboardingTips #HRLeadership #PeopleFirst ♻️ I appreciate 𝘦𝘷𝘦𝘳𝘺 repost. 𝗪𝗮𝗻𝘁 𝗺𝗼𝗿𝗲 𝗛𝗥 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀? Click the "𝗩𝗶𝗲𝘄 𝗺𝘆 𝗡𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿" link below my name for weekly tips to elevate your career!

As Chief of Staff, I designed many onboarding plans. Not for my team. For my CEO’s. Some were veterans stepping into a new role. Others were brand new to the organisation, sometimes even to the sector. Yet the fundamentals stayed the same. They were shaped by many brilliant leaders before me, and I still use them till today. Here’s what worked (I hope you'll try it too!): 1️⃣ Jump right in Have them shadow key people. Let them see the work on the ground. No document replaces lived experience. And the team benefits from a fresh pair of eyes. 2️⃣ Set the context Don’t leave this to HR. Create clarity on what matters, and coach them as they learn on the job. 3️⃣ Outline 30-60-90 outcomes The first three months can feel overwhelming. Give them priorities, not a to-do list. Let them figure out how. 4️⃣ Create reflection spaces Hold a weekly check-in. Ask what they’re learning, what’s unclear, and how they’re shaping their priorities. 5️⃣ Give early visibility At 90 days, ask them to present learnings and plans for the next 6 months to leadership. Let them share what support they need. Time and again, this has worked. For different personalities. At different career stages. PS: Which one would you include in your next plan? #Leadership #Onboarding #ChiefOfStaff #StrategyExecution #OrganizationalCulture

If I was starting out as a grad or apprentice today… I’d know within a week whether I’d made the right choice. After working with countless employers on graduate and apprentice onboarding, I see the same mistakes crop up again and again. Mistakes that leave new starters feeling lost, overwhelmed or disengaged before they’ve even got going. Here’s what I’d want if I was in their shoes 👇 1. To feel like I belong, not just learn about the company Most onboarding is 90% about the organisation’s history, what they do and policies. Important, but not inspiring. New starters want to know: Where do I fit in? How do I add value? Who will I actually be working with? What will my work be contributing to? Organisations who shift from “Here’s who we are” → “Here’s how you belong” create instant connection. 2. Not to be hit with information overload Onboarding too often feels like drinking from a firehose: systems, compliance, acronyms, product knowledge all crammed into week one or two. By day three, everyone's overwhelmed and retaining almost nothing. Space things out. Focus on what matters now and is going to help them immediately (programme info, expectations, workplace etiquette, do's and don'ts), build in interactive moments and make learning digestible. 3. To see my manager show up Too many leaders delegate onboarding fully to L&D or Early Carers. The problem? For a new starter, their manager’s time is what matters most. Even 30 minutes in week one to set expectations, answer questions and say “I’m glad you’re here” has more impact than any induction slideshow. 👉 What’s one thing you wish you’d had in your first 90 days at work?

Stop “welcoming” new hires. Give them a win in 30 days instead. When I first hired 8 years back, I thought the best onboarding was all about making new hires feel at home. I was wrong. New hires actually struggle with: → Understanding the business and their role. → Aligning with company culture and expectations. → Getting that first “win” to build momentum. → Building relationships with colleagues. I’ve now completely changed our onboarding process. The only goal is to get new hires to their “first win” fast. Instead of generic training, we work backward from their first big achievement. Here’s the framework: Step 1: Define the “first win” (within 30 days) Every new hire gets a specific, meaningful milestone. 1. It should be important enough that not doing it has a business impact. 2. Something that pushes them but is achievable with team collaboration. 3. It should give them real insight into how we operate. Our new Demand Gen Marketer’s first win was securing Market Development Funds (MDF) from a partner. To do this, they had to: - Work with our internal team. - Engage with a partner manager. - Propose a campaign relevant to both companies. This wasn’t just a task (it was a meaningful contribution). Step 2: Provide context (without overloading them) Most onboarding programs drown new hires in endless presentations. We limit training to what they need for their first win. 1. A 45-minute deep dive on the company’s journey, priorities, and challenges. 2. Targeted learning on only what’s relevant for their milestone. 3. Hands-on guidance instead of passive training. For the Demand Gen hire, we focused on: - Who the partner manager was and their priorities. - How the partnership worked. - What MDF campaigns typically get approved. Step 3: Align them with our work culture Culture isn't learned in a handbook. It’s experienced. Every new hire is paired with a mentor to guide them through: → Quality Standards → What "good" looks like in our company. → Processes & Tools → How we work and collaborate. → Feedback Loops → How we review, iterate, and improve. The result? New hires achieve something meaningful within their first month. They feel pride, momentum, and confidence (not just onboarding fatigue). Great onboarding isn’t about information. It’s about impact. 💡 How do you set up new hires for success?

I discovered a single workflow that perfected onboarding. The best part? New hires feel like they belong - before they even start. Here's the exact process we built: We automate policies. We checklist productivity. But we forget to build belonging. And that’s where most companies lose their best people before they even start. 🧠 High-performance onboarding isn’t just paperwork and passwords. It’s relationship architecture. It’s trust, built deliberately. It’s clarity that says: “We’ve got you.” Here’s what elite onboarding systems do before day one: ✅ Schedule 1:1 meetings with teammates and stakeholders ✅ Assign a buddy or mentor as a daily go-to ✅ Provide access to past projects so new hires understand legacy context ✅ Deliver a crystal-clear 90-day ramp-up plan (culture → role → execution) Most orgs? They overload day one. Ghost on day three. And wonder why confidence never ramps. The real cost? Disengagement. Attrition. Low-trust teams. And it compounds fast - especially in regulated, fast-scaling environments. Let’s flip the script: ✔️ Prepare everything before day one ✔️ Automate the logistics ✔️ Focus the human effort on connection When onboarding is done right, it doesn’t just boost productivity. It anchors culture. It retains talent. It scales your systems and your people. We’ve built Process Street to help you do exactly that. Without losing the human in the process. 👋 Want to see how we’ve helped teams like Salesforce and Calderys level up onboarding (and compliance) across global teams? Check out the link in the comments! Let’s make day one feel like belonging.

Your first week shouldn't feel like a test. It should feel like a beginning. Most companies lose great people before they ever really start. Not because the talent wasn't there. Because the onboarding wasn't. Here's what drives new hires out the door before they've even unpacked: 1️⃣ No Clear Role Definition Vague goals kill confidence before it builds. 💡 Tip: Define three measurable outcomes for month one. When new hires know exactly what success looks like, they move with purpose instead of doubt. 2️⃣ Information Overload Cramming everything into day one leaves people paralysed. 💡 Tip: Spread critical information across the first fortnight. They'll retain what matters and actually apply it, rather than drowning in detail they can't use. 3️⃣ Lack of Human Connection Without real relationships, culture remains abstract. 💡 Tip: Schedule informal coffee chats with three team members in week one. People stay when they feel part of something, not just present for something. 4️⃣ Poor Manager Availability Silence from leadership reads as indifference. 💡 Tip: Block daily 15-minute check-ins for the first fortnight. Availability signals investment; absence signals they're already on their own. 5️⃣ Ignoring Early Feedback Dismissing their input tells them honesty isn't welcome. 💡 Tip: Ask for observations in week two and act on one immediately. Fresh eyes spot broken systems your team stopped noticing months ago. 6️⃣ Inconsistent Company Culture Saying you value people means nothing if actions don't match. 💡 Tip: Show them how decisions get made in the first week. Trust builds when the message aligns with reality, not when it lives in a deck. 7️⃣ No Plan Beyond Week One Enthusiasm fades without ongoing structure. 💡 Tip: Map their first 90 days with clear milestones and development points. A strong start needs a stronger follow-through, or momentum dies quietly. Great onboarding doesn't just retain people. It accelerates their impact. The companies that get this right don't wing the first week. They design it. And their retention numbers prove it. ♻️ Valuable? Repost to share with your network. Follow me if you want to build a stronger team, faster. P.S. Curious how we help scale-ups hire offshore talent without the usual mistakes? DM me “TALENT” and I’ll share how we build high-performing teams — so you don’t have to.

BUILDING BELONGING FROM DAY ONE: WHY ONBOARDING MATTERS MORE THAN EVER Walk into a room like the one pictured above, and you can feel the energy: new faces, focused attention, sharp questions, and shared stories by seasoned professionals who care. That’s not just a classroom—it’s a launchpad. And when done right, onboarding isn’t a process—it’s a promise. At Cameron LNG our commitment to excellence starts when a new hire walks through the door. We believe orientation isn’t about paperwork and passwords—it’s about purpose. It’s about welcoming people to a role and a culture. That first impression? It sets the tone for everything that follows. As leaders, we must remember that our new employees are our future leaders, operators, engineers, and innovators. We owe it to them—and to our company’s long-term success—to get it right. TOP 5 BEST PRACTICES FOR EFFECTIVE ONBOARDING: 1. Connect Culture to Purpose Don’t just explain the “what”—inspire with the “why.” Introduce company values early and let employees see them through real stories and people. 2. Invest in Live, In-Person Engagement Emails and e-learning have their place, but nothing replaces the power of human connection. Live sessions allow for real-time questions, introductions, and relationship building. 3. Provide Role-Relevant Training Early Onboarding should reflect what new employees actually need to succeed—systems, safety expectations, and team workflows. Front-load the tools they’ll use day to day. 4. Showcase Cross-Functional Collaboration Involve leaders from multiple departments. When new hires see collaboration as the norm, they feel empowered to reach across functions without hesitation. 5. Assign Peer Mentors or Coaches Nothing builds confidence faster than having a go-to person for early questions. Peer mentorship accelerates integration and boosts retention. WHY IT MATTERS I’m proud to be part of an organization that gets this right. You know you're building something substantial when you see engaged employees listening to senior leaders, asking sharp questions, and already showing signs of ownership. That happens when onboarding isn’t treated as a checkbox but a cornerstone. Great companies don’t just hire talent. They cultivate it. They don’t just fill roles. They build futures. #ProudToBeCameronLNG #LeadershipDevelopment #OnboardingMatters #WorkplaceExcellence #EmployeeSuccess #FirstDayForward #CultureInAction #EnergyLeadership