By: Bob Gavin, in partnership with the Professional Liability Agents Network

People are a design firm’s most important asset. This fact cannot be overstated. Firms invest a significant amount of time and energy in new hires. However, they often fail to invest the time in setting this new hire up for success. Onboarding is not simply the first day of work, filling out paperwork, taking a quick tour, or meeting a handful of team members. In well‑run organizations, onboarding is a carefully designed, strategic, and human‑centered experience that begins the moment a decision is made to hire a new employee. It continues after a candidate says “yes” to an offer, well into the new employee’s first 90 days, and often beyond. Effective onboarding strengthens culture, accelerates productivity, increases engagement, and significantly improves retention.

In this guide, we examine the principles, structure, tools, and behaviors necessary to create an intentional and organizationally aligned onboarding experience. Drawing on best practices, industry research, and real-world examples, this guide offers a concise, step-by-step roadmap for developing an onboarding program that welcomes and empowers new employees to achieve long-term success.

SECTION 1 – THE PURPOSE AND IMPACT OF ONBOARDING

Onboarding serves several distinct but interconnected purposes. It welcomes new hires into the organization’s culture, helps them understand the mission and expectations, and provides the tools and information needed to perform effectively. But truly strategic onboarding goes much further. It establishes psychological safety, facilitates connection, and builds confidence. When implemented well, onboarding reduces the time it takes for a new hire to contribute independently while cultivating deeper engagement and loyalty. When the process is done well, it has a significant impact on long-term employment with the firm. A turnover rate higher than average has a very adverse effect on the long-term growth of the firm.

Research consistently shows that employees decide within the first six months whether they intend to stay with an organization. A structured onboarding process dramatically improves this likelihood. High‑performing organizations recognize onboarding as a critical business function rather than an administrative checklist. They design it with intention, put resources behind it, and continuously iterate based on employee feedback and performance outcomes.

SECTION 2 – SETTING THE STAGE BEFORE DAY ONE

The onboarding experience begins long before the new hire walks through the door. Pre-boarding is the period between the acceptance of an offer and the employee’s official start date. This period often contains anxiety, uncertainty, and anticipation for the prospective employee. A structured pre-boarding process helps eliminate uncertainty and replace it with clarity, enthusiasm, and a sense of belonging. These efforts go a long way to bringing on a happy, confident new hire.

Best Practices for Pre-Boarding Include:
• Sending a warm, personalized welcome message. 
• Providing a physical and/or digital welcome packet that includes the first‑week agenda, org chart, team bios, FAQs, and technology setup instructions.
• Preparing IT equipment early and confirming shipping details for remote employees.
• Informing internal teams of the upcoming arrival and coordinating introductions. 
• Assigning a peer buddy or mentor who will greet the new hire and serve as a go‑to resource. A peer buddy or mentor is not to be chosen lightly. 

Pre-boarding is an opportunity to reinforce your company’s values and demonstrate that you are prepared, organized, and eager to support the employee’s success. It also reduces cognitive overload during the first days by addressing logistical tasks ahead of time.

SECTION 3 – DESIGNING THE FIRST DAY EXPERIENCE

The first day sets the emotional tone for the entire employment relationship. It should feel structured, welcoming, and thoughtfully crafted. Employees should leave their first day feeling excited, supported, and confident that they made the right decision. This requires planning, not improvisation.

Elements of an Effective Day One Include:
• A personal greeting from the manager or team 
• A comfortable, ready‑to‑use workspace 
• A clear printed or digital schedule to reduce uncertainty 
• A welcome kit or personalized gift that reinforces belonging 
• A team lunch or informal meet‑and‑greet 
• Light, meaningful work that helps the employee feel productive without pressure 

The manager plays a central role in shaping a positive Day One experience. A thoughtful manager ensures that introductions happen, technology is functional, and the employee has the space to absorb information at a manageable pace.

SECTION 4 – STRUCTURING THE FIRST 90 DAYS: A PROVEN FRAMEWORK

A 30/60/90‑day structure is the most widely adopted framework for onboarding because it offers clarity, focus, and progression. It transforms the overwhelming experience of a new role into manageable, intentional phases.

First 30 Days: Learning and Orientation
During the first month, the focus is on helping the employee understand the organization, its people, its systems, and its expectations. This period encompasses training, observing workflows, understanding the company culture, and establishing relationships. Managers should hold weekly check-ins to clarify expectations, address questions, and provide timely feedback.

Days 31-60: Contribution and Integration
As the employee gains confidence, the next month focuses on meaningful contributions. They begin taking ownership of tasks, collaborating more deeply with team members, and applying what they have learned. Feedback becomes more specific, goal‑oriented, and connected to performance.

Day 61-90: Autonomy and Alignment 
By the final third of the onboarding period, employees should be functioning with increasing independence. Managers shift from hands‑on guidance to partnership, offering support as needed while encouraging initiative and problem‑solving. A formal 90‑day review meeting solidifies expectations, progress, and goals for the next quarter.

SECTION 5 – ONBOARDING DO’S AND DON’TS 

Effective onboarding requires intentional behavior and awareness of what helps and harms the experience.

Do:

• Assign a peer buddy

• Celebrate milestones

• Encourage questions

• Spread learning out over time

• Mix culture, purpose, and practical tasks

• Conduct frequent check‑ins

Don’t:

• Overload the new hire with information

• Leave them alone or unsupervised for long periods

• Delay access to systems or equipment

• Assume they will “figure it out”

• Ignore early signs of confusion or disengagement

SECTION 6 – MAKING ONBOARDING MEMORABLE 

Memorable onboarding experiences create emotional resonance. Organizations can elevate onboarding by incorporating storytelling, cultural rituals, personal touches, small celebrations, and consistent recognition. A simple handwritten note or a team‑signed welcome card can have a surprisingly powerful impact.

SECTION 7 – MEASURING ONBOARDING SUCCESS 

You can’t improve what you don’t measure. Onboarding metrics offer insight into effectiveness and areas for improvement. Standard metrics include time‑to‑productivity, early retention rates, new hire satisfaction, manager feedback, and engagement indicators. Continuous improvement ensures the onboarding program stays aligned with organizational goals.

SECTION 8 – REMOTE AND HYBRID ONBOARDING  

Remote onboarding presents unique challenges, including limited social connections and communication barriers. Organizations must intentionally create opportunities for engagement through video calls, digital check‑ins, virtual mentoring, and interactive learning experiences. Clear communication, predictable structure, and accessible digital resources are essential for effective learning.

SECTION 9 – THE MANAGER’S ROLE 

The manager’s involvement is the single most influential factor in onboarding success. Managers must set expectations, provide constructive feedback, facilitate introductions, and demonstrate availability. When managers take ownership of onboarding, new hires ramp up faster and build stronger relationships.

SECTION 10 – REAL‑LIFE EXAMPLES  

Leading companies, such as Google, Airbnb, and LinkedIn, utilize mentoring, digital handbooks, cultural immersion, automated workflows, and structured boot camps to create world-class onboarding experiences. These examples highlight the importance of company‑specific rituals and the effectiveness of consistent systems. Resources may include templates, training modules, recommended reading lists, and self‑paced learning paths.

Google – The “Noogler” Experience

Google’s onboarding program is widely regarded as one of the most structured and data‑driven in the corporate world. New hires, known as “Nooglers,” follow a multi‑week onboarding curriculum designed to build confidence without overwhelming them. Each Noogler is paired with a peer buddy who provides ongoing support, context, and cultural insight. Google’s internal research shows that new hires with peer buddies become significantly more productive, and at a faster pace. Managers receive automated reminders called ‘manager nudges’ prompting them to schedule check‑ins, clarify expectations, and reinforce psychological safety. Early assignments are intentionally meaningful but achievable, helping new hires build momentum while absorbing Google’s collaborative culture.

Netflix – Freedom & Responsibility Onboarding

Netflix takes a less scripted but equally intentional approach. Rather than relying on a rigid onboarding schedule, Netflix emphasizes cultural alignment, transparency, and empowerment. New hires are introduced immediately to the company’s famous “Freedom and Responsibility” culture deck, which outlines expectations for autonomy, honesty, and decision‑making. Managers engage new hires in candid conversations about communication styles, performance standards, and strategic priorities. Instead of step‑by‑step instructions, new hires are trusted to dive into real work quickly, supported by open access to leadership and documentation. This approach attracts self‑directed, high‑performing individuals who thrive in Netflix’s culture of ownership and independence.

CONCLUSION 

Strategic and supportive onboarding is one of the most important investments an organization can make in its people. By designing an intentional, human‑centered experience, companies foster engagement, build confidence, and set employees on a long‑term path to success. Onboarding is not a one‑time event, it is a journey that shapes how employees learn, connect, and grow, long after their first 90 days. We encourage you to continue exploring onboarding to create or update your current onboarding program. Good luck with your efforts. They will pay off.