Developing A Knowledge Sharing Onboarding Program

In 2017, I was working as an HR consultant for a client company. It was a mid-sized company. We were going through a period of rapid growth, and our team was constantly hiring new employees to keep up with the demand. Amidst this, I noticed that despite our efforts to integrate new hires, many of them were struggling to feel connected and engaged. One afternoon, I received an email from a recently hired software engineer who felt isolated and unsure about his role in the company. This email was a wake-up call for me. I realized that our onboarding process, while efficient, lacked a personal touch. Determined to address this, I initiated a new program called "Buddy System." Each new hire was paired with a more experienced employee who would act as their mentor and friend. The buddies were encouraged to have regular check-ins, share lunch, and participate in team-building activities together. The results were incredible. New employees started feeling more welcomed and supported, and their integration into the team became smoother. Employee engagement scores improved, and our retention rates increased significantly. From this experience, I learned several key lessons: 1. Personal Connection Matters: Beyond the formal onboarding process, fostering personal connections can make a huge difference in how new employees feel about their workplace. 2. Mentorship is Valuable: A buddy or mentor can provide guidance, support, and a sense of belonging, helping new hires navigate their new environment more confidently. 3. Continuous Improvement: Always be open to feedback and willing to make changes. What worked yesterday might not work today, and there’s always room for improvement. 4. Employee Engagement is Key: Engaged employees are more productive, happier, and less likely to leave. Investing in programs that enhance engagement pays off in the long run. In the fast-paced corporate world, it's easy to overlook the human aspect of HR. But remember, the success of any company lies in the well-being and engagement of its people. #EmployeeEngagement #Onboarding #HRManagement #WorkplaceCulture #EmployeeRetention

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

Employee onboarding is an unsexy blind spot that many founders and fast-growing teams miss. Most companies treat it like a checklist: new laptop, a few videos, click next until you reach the quiz. Then they wonder why new hires take months to contribute. Datadog ran the best onboarding program I have seen because product marketing co-owned the experience with HR and enablement. The program did not start with org charts. It started with first principles. A short history of computing, why modern apps are hard to operate, and where observability fits. Then it moved into product, i.e how to run a credible demo with zero help from an engineer. Everyone had to earn a Datadog certification to graduate. Why it worked: -Clear story: new hires understood why the product exists and who it helps -Shared language: PMs, sales, support, and engineering could explain the same thing in one sentence -Real target: A certification focuses effort better than an auto-advanced LMS and makes it a badge people are proud to earn -Faster time to value: people could talk to customers by week two rather than waiting for a shadowing slot Treat your onboarding like a product and the whole company gets faster.

From Knowledge Hoarding to Knowledge Sharing: The Culture Shift L&D Needs. 💡 Companies don’t have a knowledge problem. They have a knowledge-sharing problem. Think about it—when an expert employee leaves, does their knowledge stay? Or does it leave with them? 📌 Why is knowledge hoarding a problem? 🚫 Employees don’t share what they know because they fear becoming "replaceable." 🚫 Teams work in silos, making cross-functional collaboration difficult. 🚫 Companies rely on outdated documentation that doesn’t capture real insights. 🔥 How some organizations solved this: One company, struggling with high dependency on senior employees, built an internal Knowledge Exchange System where employees: 1. Recorded their expertise through short video walkthroughs. 2. Created open forums for sharing best practices and lessons learned. 3. Integrated peer mentorship programs, where employees taught each other. 🚀 The impact? ✔️ Faster onboarding for new employees. ✔️ Less reliance on single experts—knowledge was accessible to all. ✔️ Teams collaborated more effectively, breaking down silos. 💡 What’s one way your company promotes knowledge-sharing? Drop your insights below! 👇

Imagine arriving at the airport – but all the signage is gone. No directions No guidance No staff You're left to figure out which gate your flight is at just by guessing and picking up hints from your surroundings. You can ask random people passing by, but they don’t pay much attention to you and somehow seem to know where they're going -- it's intimidating! That's what it's like for new hires in companies that don't have proper training—they're lost, confused, and left to navigate unfamiliar territory on their own. So why are you hiring people without an onboarding? Here's how to put together your first new hire program -- even if you have no idea where to start: 1 | Ask your people what they want: ↳ what would they have wanted when they were new? ↳ what was missing that would've saved them time? ↳ how is the current material helping them? 2 | Take a look at what you already have: ↳ recognize that you have a ton of material already ↳ organize your material into buckets (the ones I use over & over are: company, product, tools, skills) ↳ figure out what’s missing, fill in those blanks ↳ don't overcomplicate, write in simple terms ↳ cut out anything that would add confusion 3 | Upload to one central location: ↳ upload material to your learning system of choice ↳ if you have no system, shared folders work for now ↳ follow the categories you organized earlier 4 | Test & tweak ↳ test it out with a small group ↳ trust their feedback, make tweaks ↳ launch it & use it with your newest employees! ↳ learn what works & keep iterating -- it's never "done" This is how I create first-time onboarding programs -- especially for companies that have no training department and no idea where to start. (♻️ Repost for someone who needs to hear this) (And if you find these steps easier said than done, send me a note – I’d love to create your version 1) P.S. Are you hiring people but not really onboarding them? -- In case you missed it: I'm posting 100 times and tracking as I go, without fixating on perfection or results → 45/100

There ya have it... When your all wrapped up looking out for the new guys. To train new employees effectively, focus on creating a structured onboarding process, providing clear expectations, and offering ongoing support and feedback. This includes pre-boarding activities, a buddy or mentoring program, and a mix of training methods like hands-on experience and interactive sessions. Elaboration: 1. Pre-boarding and Onboarding Plan: Start before day one: Send a welcome pack with schedules, dress code, and other important details. Create a structured plan: Develop a roadmap with clear expectations and milestones for the first 30, 60, and 90 days. Use a checklist: A new hire checklist can help ensure all necessary steps are taken during onboarding. 2. Clear Expectations and Training: Set realistic goals: Ensure new hires have achievable milestones in the early weeks. Communicate company culture: Introduce the new hire to the company's values and work environment. Provide hands-on experience: Allow new hires to practice real tasks and gain practical skills. 3. Support and Feedback: Assign a mentor or buddy: Pair new hires with experienced team members for support and guidance. Offer regular feedback: Provide constructive feedback to help new hires improve and develop. Check in frequently: Regular check-ins can help address any challenges early on and ensure the new hire is adapting well. Encourage open communication: Create a supportive environment where new hires feel comfortable asking questions and seeking help. 4. Continuous Learning and Development: Encourage continuous learning: Provide opportunities for ongoing training and development, such as workshops or online courses. Utilize technology: Consider using a learning management system (LMS) to provide personalized learning experiences. Make training fun and engaging: Use interactive sessions, games, and real-world examples to keep training engaging.

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?

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.

I believe you should place Nex’perts at the heart of your knowledge strategy. It’s tempting to build your knowledge management program around your experts. After all, they’re the ones with the deepest experience. So why not just ask them to contribute content to your intranet or manage sections of your knowledge management platform? And if you can get their time, that’s great. But the reality in most firms is that your experts are also your most billable people. They’re in high demand with clients and project teams. Their calendars are full. And while they may want to share what they know, they usually don’t have the time to do it consistently—or the bandwidth to structure and maintain a knowledge base over time. It’s also not a long-term solution. Relying on experts doesn’t create pathways for knowledge transfer. It doesn’t prepare your next generation of leaders. It just centralizes knowledge in the heads of a few already overloaded people. That’s why we place Nex’perts at the center of the process. A Nex’pert isn’t the current practice leader—they’re the one who’s next. Someone with around 10 years of experience. Not new, but not yet senior. They’ve done the work, they’ve got context, and they’re motivated to grow. They’re also close enough to day-to-day project work to understand what’s useful and what’s not. We ask each Nex’pert to take ownership of a domain—say, Sustainability. They spend time with the expert, ask questions, and pull that knowledge out of their head. They organize it, maintain it, and connect with others across the firm doing similar work. Over time, they become the go-to person in that space—not just for information, but for relationships and context. And when the expert retires or moves on, the Nex’pert is already there, ready to step in. You haven’t just preserved knowledge—you’ve grown a leader. The Nex’pert model makes knowledge sharing sustainable. It keeps your content fresh, your people engaged, and your leadership pipeline strong. And it turns your knowledge strategy into a developmental strategy, too. We unpack this model more in my conversation with Evan Troxel on the TRXL Podcast—watch the full episode if you want to go deeper: 💡👉 https://lnkd.in/g2EdftND Thank you to Carla O'Dell of APQC for introducing us to this idea! #AEC #KnowledgeManagement #Intranets #SmarterByDesign

Last year, a client came to me with a frustrating employee onboarding problem. Their new hires were taking 4-6 months to reach full productivity, and turnover within the first year was sky-high. I remember our first meeting clearly. The CFO looked exhausted, showing me spreadsheets of declining performance metrics and exit interview data. → "Our managers are spending too much time hand-holding." → "We're losing talent before they even get started." → "Something has to change." When I assessed their onboarding program, I found the issues: → Zero peer mentoring → Minimal feedback loops → No structured learning path → Information overload in the first week Together, we rebuilt their program from the ground up: → Created a 90-day roadmap with clear milestones → Developed role-specific training modules → Implemented a buddy system → Established regular check-ins The results? Time to productivity dropped. But here's what really matters: Their new hires now feel supported, engaged, and clear about their path forward. Their retention rate has improved by 40%. Remember this: Onboarding isn't just about paperwork and procedures. It's about creating confidence, connection, and clarity. When you invest in your people's first steps, they'll go the distance with you.