How to Tailor Onboarding Processes

Your first 90 days with a customer can make or break the entire relationship. I've seen it happen too many times: - Great sales process - Solid product demo - Strong contract value - Excited stakeholders Then onboarding happens. And everything falls apart. Why? Most companies treat onboarding like a checklist: - Setup call ✓ - Product training ✓ - Technical integration ✓ - Documentation shared ✓ But here's the truth about onboarding: It's not about your process. It's about their success. After managing hundreds of onboarding sessions, here's what I've learned: The best onboarding isn't standard. It's personalized. Think about it: - Every customer has different goals - Every team has different challenges - Every organization has different paces - Every stakeholder has different priorities Your onboarding needs to reflect this. Here's what works: 1. Start with clear expectations - Define success metrics upfront - Set realistic timelines - Map out key milestones - Align on responsibilities 2. Build a dedicated team - Assign specialists who understand their industry - Create cross-functional support - Have clear escalation paths - Enable quick problem-solving 3. Monitor health signals - Track early usage patterns - Watch engagement levels - Note stakeholder participation - Measure progress velocity 4. Automate the right things - Regular check-in reminders - Progress updates - Resource sharing - Usage alerts But here's where most companies fail: They don't plan for challenges: - Low customer engagement - Complex technical integrations - Unclear success metrics - Resource constraints - Scalability issues The solution? Build feedback loops: - Collect input at every stage - Adjust plans based on signals - Iterate on materials - Improve processes continuously Remember: Onboarding isn't about getting customers to use your product. It's about helping them achieve their goals through your product. The first 90 days set the tone for everything that follows. Make them count. What's your approach to customer onboarding? What challenges have you faced? ------------------ ▶️ Want to see more content like this and also connect with other CS & SaaS enthusiasts? You should join Tidbits. We do short round-ups a few times a week to help you learn what it takes to be a top-notch customer success professional. Join 1993+ community members! 💥 [link in the comments section]

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.

In the last year, Demandbase has cut our TTV (time to value) by 55%. How? Our onboarding leader Graham Grome redesigned our onboarding process around 6 core principles: 1. Start Onboarding During the Sales Process Onboarding doesn’t start with the onboarding kick-off meeting, it starts with the first conversation with the customer. The very first interaction begins the process of understanding needs, roles and responsibilities, and timelines. Through the sales process the scope plan is in development and it is essential that this is handed off to CX and the onboarding team (and that pre-Sales resources stay involved) after the deal is closed. 2. Ground in Strategy to Generate a Value Roadmap Even with the scope in place, it’s critical to begin with strategy in onboarding (not dive into tactics and tasks). You need to know what the business outcomes the customer wants to achieve and the path to get there. That is why we begin with GTM Strategy Discovery sessions and deliver a Value Roadmap with clear now, next, and later actions that align to the customer’s GTM goals. 3. Tailor Configuration to Outcomes Every onboarding should be tailored to customer priorities. No two GTM’s are the same, being flexible in configuration is really important. Out-of-the box will not grow with your goals. We keep projects moving on target, surface risks early, and ensure that platform configuration supports business outcomes, not just your setup. The goal is to help you drive measurable value as quickly as possible. 4. Bring Customer Success into Onboarding As you grow, Onboarding and Customer Success become specialized functions. To maintain a “zero hand-off” approach make sure to include the Customer Success team members who will work with the customer moving forward through the onboarding process. 5. Make sure you leave Onboarding with a Value Measurement Plan You cannot show value without it. Every customer leaves onboarding with a Value Measurement Plan aligned to their objectives, so progress and impact are clear from day one. 6. Measure CSAT Post Onboarding It all sounds good, but how do you know it’s actually happening and where the process can improve? Customer Satisfaction (CSAT) surveys. Feedback on onboarding has to be operationalized, it’s too important to have any blind spots or to stagnate as customer needs evolve. ——— Customers have more options than ever, they are under pressure to justify their spending, they want results now (as they should!), and they know new AI-driven solutions are coming out every day. If you don’t adapt your onboarding to meet these demands, you will be in a world of hurt on churn.

We once spent weeks building a really sophisticated onboarding process (which I was really proud of). But I later find out that our clients HATED it. They felt like there was too much forms for them to fill and they would much rather speak to us on the phone. Sure, the onboarding process I had built out made things more organized. But I had to ask myself: Is this onboarding process actually serving my customer? I realized it did not, so I just scrapped it. I've learned with time that every question you ask in your onboarding form pushes your customer further from the result they signed up for. So only keep a question if it truly helps you deliver better results. For example, we run a cold email service at ListKit. If we don't collect information from our clients about their ideal customer profile, their offer, their goals, we can't build their leads list or write their scripts. That onboarding form saves us hours of back-and-forth later. But if you're asking questions just for the sake of having an onboarding process, you're only creating friction. Here's how to fix your onboarding right now: Step 1 - Open your current onboarding form Step 2 - Go through every single question and ask yourself: "Do I actually use this information to deliver the service?" If the answer is no, delete it immediately. Step 3 - For questions you keep, write down exactly how you use that information Example from our cold email service: - Question: "Who is your ideal customer?" → We use this to build their leads list - Question: "What problem does your offer solve?" → We use this to write their scripts - Question: "What's your revenue goal?" → We use this to set campaign targets Step 4 - Test your new form on the next three customers Ask them: "Was this onboarding process helpful or annoying?" If they say annoying, cut more questions. Your onboarding process should establish trust and set your customer up for success. Not make them regret buying. Start this audit today. It takes 15 minutes max and will save you from losing customers who feel overwhelmed before they even start.

One size doesn't fit all in onboarding. I learned this when my manufacturing client struggled with their employee retention. Their previous onboarding process wasn't working: → Office and floor workers received identical orientations. → New hires were confused about expectations. → Training materials didn't match job requirements. We created two distinct onboarding paths. For office staff: 1. Digital-first approach: → Software training modules → Communication tools setup → Team collaboration guidelines 2. Administrative focus: → Company policies → Benefits enrollment → Project management systems → Internal processes documentation For floor workers: 1. Safety-first approach: → Equipment handling → Safety protocols → Emergency procedures → PPE requirements 2. Hands-on training: → Machine operation → Quality control standards → Shift management → Team coordination The results were clear: → Better team integration → Faster time-to-productivity → Improved safety compliance → 40% reduction in early turnover Key elements that made it work: 1. Clear documentation: → Step-by-step guides → Visual aids → Checklists for each role 2. Feedback system: → Weekly reviews → Adjustment opportunities → Two-way communication Now my client has: → Improved operational efficiency → Higher employee satisfaction → Reduced training costs Your onboarding process needs to match your workforce. Don't force everyone through the same system. Create targeted experiences that set your teams up for success.

Onboarding is one of the most overlooked yet critical processes for ensuring a new employee’s success. At Proletariat, as we scaled rapidly, we knew that hiring fast also meant evaluating and adjusting quickly. That’s why we implemented structured 90-day onboarding plans. Check out this template: http://bit.ly/3CIa79i The Goal of a 90-Day Onboarding Plan By the end of the onboarding period, one of three things should be clear: 1. The employee is successful in their role and fully ramped up 2. The role has been adjusted to better fit their skills or the team’s needs 3. The employee moves on if the fit isn’t right Key Objectives of a 90-Day Onboarding Plan 1. Craft Personalized Goals That Align with the Team Strategy Every role is unique, and job descriptions often don’t capture the full nuance of what success looks like. A great onboarding plan ensures: - The new hire’s goals fit within the team’s broader strategy - The plan adapts to the individual’s strengths while addressing growth areas - The employee understands how they create value early on 2. Prioritize Tasks to Build Early Wins New employees often feel like they’re “drinking from a firehose” in their first few months. Instead of overwhelming them, sequence tasks in a way that builds momentum: - Start with achievable wins: Give them clear, valuable contributions early on - Gradually increase complexity: Move from simple tasks to strategic ones - Provide structured learning: Direct them to the right resources and people 3. Set Clear Expectations for Progress Success should never be vague. By clearly defining what progress should look like at key milestones, both the manager and the new hire can track growth and course-correct early if needed. Here is an outline: - First 30 days: Learning - focus on absorbing information and initial tasks - Days 31–60: Integration - deeper collaboration and ownership of responsibilities - Days 61–90: Autonomy - fully contributing and delivering measurable results How to Use an Onboarding Plan Effectively 1. Build the Plan Together The onboarding plan should be a collaborative effort between: - The new hire (so they understand expectations and contribute to goal-setting) - The hiring manager (to ensure alignment with team objectives) - Other stakeholders (who will work closely with the new hire) 2. Treat It as a Living Document A static onboarding plan is too formulaic to be useful. The plan should evolve based on feedback and real-world performance. Follow these steps: - Regularly review and adjust the plan - Use check-in meetings at 30, 60, and 90 days to assess progress - Be flexible! If the plan needs adjusting, don’t force a rigid structure 3. Involve the Broader Team Successful onboarding is not just about ramping up a new hire—it’s about integrating them into the team and broader company culture. Provide cross-team introductions and broadcast early wins and progress to give the new employee positive visibility.

🔎 When analyzing the onboarding processes of various companies from a DEI perspective, I have noticed that some organizations understand the importance of having a buddy system, providing DEI training during onboarding, and introducing new hires to ERGs. However, there are also overlooked foundational steps that can drive significant change: 💡 Step 1: Conducting a DEI Audit of an Existing Process Before designing your inclusive onboarding program, it is crucial to conduct a DEI audit of your current process. This audit involves assessing your onboarding materials, procedures, and practices through a diversity and inclusion lens through employee personas. It helps identify any gaps, biases, or exclusions that may exist, enabling you to make targeted improvements. 💡 Step 2: Developing Pre-Onboarding Resources Pre-onboarding plays a vital role in setting the stage for an inclusive onboarding experience. Create materials that introduce new hires to practical information, but also your organization's culture and DEI initiatives. Providing this information in advance helps new hires familiarize themselves with your commitment to DEI and sets expectations for their onboarding journey. 💡 Step 3: Designing an Inclusive Onboarding Program for the First Year Extend the onboarding process beyond the initial few days or weeks to encompass the entire first year of a new hire's journey. This extended timeline allows new hires to deepen their understanding of your organization, build relationships, and fully integrate into the company culture, fostering a sense of belonging. 💡 Step 4: Training Onboarding Facilitators and Buddies While many organizations recognize the importance of training onboarding facilitators, they often overlook the significance of training buddies in DEI. These people play a crucial role in supporting new hires and shaping their onboarding experience. Provide comprehensive DEI training to both facilitators and buddies, empowering them to create an inclusive and supportive environment. This training should cover topics such 🧠 unconscious bias, 💬 inclusive communication, 🗺 cultural competence, ensuring that they can effectively guide new hires through the onboarding process in an inclusive way. ________________________________________ Are you looking for more practical tips and DEI content like this?  📨 Join my free DEI Newsletter: https://lnkd.in/dtgdB6XX

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!

How do I build a 12-month roadmap for a recruit using their production and my company playbook? Let me share a quick story. One of the leaders I coached was struggling to onboard a new hire effectively. They had great potential but didn’t quite understand how they fit into the big picture. As they dove into the role, the rookie felt lost and overwhelmed, leading to a few early missteps. We worked together on a solution. Instead of just assigning tasks based on numbers and quotas, we flipped the script. We created a detailed 12-month roadmap aligning their production goals with our company playbook. This wasn’t just about selling; it was about grasping our vision and understanding how their contributions would make an impact. Here’s how you can do the same: Start by identifying key production milestones for the recruit, breaking them down into manageable quarterly goals. For each quarter, align these objectives with specific elements of your playbook — training modules, key projects, or team collaboration opportunities. Ensure that each milestone has clear, actionable steps and reasons behind them, so the recruit knows not just what to do but why it matters. Also, keep communication open. Regular check-ins will help you both stay aligned and pivot if necessary. This framework works because it transforms the onboarding experience from a transactional series of tasks into a collaborative journey. When recruits see how their efforts support a greater vision, they’re not just going through the motions; they’re genuinely invested in the success of the team and the company. A meaningful onboarding process can set the stage for long-term engagement and high performance. Let’s make sure our new hires feel they belong and can see the roadmap to their success right from the start.