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Use when designing onboarding programs — covers ramp vs. orientation, manager preparation, 30/60/90 milestones, and remote variants.
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Basé sur la classification professionnelle SOC
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.
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Use when designing career frameworks, level rubrics, IC and management track parity, and promotion processes.
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| 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