Menu
Use when designing onboarding programs — covers ramp vs. orientation, manager preparation, 30/60/90 milestones, and remote variants.
Install with Codex or Claude Copy this prompt, paste it into Codex, Claude, or another assistant, and let it review the skill page and install it for you.
Based on SOC occupation classification
Use when designing or applying progressive discipline — covers the escalating sequence, documentation, gross misconduct exceptions, and consistency.
Use when conducting or scoping workplace investigations — covers intake, scope, interview protocols, evidence, findings, and outcomes.
Use when auditing or designing the candidate's journey — covers communication, time, transparency, and the link between candidate experience and employer brand.
Use when designing career frameworks, level rubrics, IC and management track parity, and promotion processes.
Use when planning organizational change — covers communication architecture, sequencing, manager enablement, and predictable failure modes.
Use when training managers in coaching skills — covers GROW, listening, asking vs. telling, and growth mindset framing.
| name | onboarding-design |
| description | Use when designing onboarding programs — covers ramp vs. orientation, manager preparation, 30/60/90 milestones, and remote variants. |
Orientation answers: where are the bathrooms, what's the wifi. Ramp answers: what work am I doing this week, what does success look like, how do I get unblocked.
Both matter. Orientation is logistics. Ramp is system design. The two are often confused.
The single biggest predictor of new-hire success.
Manager checklist (1–2 weeks before start):
Most managers prepare on day 1. The cost is a slow first month.
Avoid: drinking-from-firehose schedules; orientation videos filling day 1; assignments to projects the new hire can't help with yet.
Drafted by the manager; reviewed with the new hire in week 1.
These are milestones, not checklists. Adjust per role and seniority.
The most important onboarding meeting. Manager-led, ~60 min:
A buddy is not a friend. A buddy is structured peer mentor with:
Buddy systems with no structure are pleasant but ineffective.
Senior hires need different ramps:
New managers (especially first-time):
Specific challenges:
Specific design:
Question patterns:
Action on the survey is what makes it useful.
onboarding-designer agentmanager-enablement-coach agentone-on-ones skillhr-operations-architect agent