Welcoming a new report is an exciting time. It means that you will have more resources to continue or expand the work in your group, and it’s also an indication that your organization sees value in your contributions and leadership potential. With these benefits also comes the acknowledgement that you will have increased responsibility to manage and develop this person. They will be looking to you to share context, guide the work, and also invest in their career growth. This is an important relationship, and you want to make sure that you start it off on the right foot.

Onboarding effectively requires a significant investment of time and energy, but it is well worth it when you have a report who can work independently and whom you can confidently delegate to. There are both logistical and relationship-building components of the onboarding process. The more that you can streamline this for your new report, the more quickly they can get up to speed and start contributing to your group’s efforts.

Here are a few logistical items that may be part of the onboarding process depending on whether the person is new to the organization or has transferred from another group within the same organization. These tasks will also differ by position and organization, but regardless, create a list for them and an expected completion date so that they can plan their time in the first few days/weeks.

• Introduce them to the physical work space and information on key work resources, processes, and standard activities (ie lunch is provided on Thursdays, we have access to a gym, we meet informally at 4pm on Friday after journal club, etc.)

• Set them up with supplies (computer, monitor, office or lab supplies, badge, etc.)

• Add them to relevant distribution lists/slack channels

• Ensure they have access to the relevant systems, databases, software, etc.

• Inform and add them to relevant standing meetings they should attend

• Give them an overview of your team’s structure, how you fit into the organization, and the key projects in the group

• Outline training requirements

• Arrange for them to have 1:1s with key peers, collaborators, or stakeholders

• If they are junior, also arrange for them to have a “buddy” that they can go to with simple questions (ordering reagents, getting licenses, etc.) in case you’re not available

You should anticipate dedicating extra time to this person in the first month of their employment. You may be someone that tends to give their reports and team a lot of independence and doesn’t want to smother people with details. This is a time to temper that tendency. People starting a new job often feel some level of anxiety about performing well and making a good first impression. Leaving them with little guidance and feedback can exacerbate that unease and put them on a path where they just start doing without understanding the bigger context and landscape. This can often lead to them stepping on toes, going in the wrong direction, and at the very least wasting their time and resources.

Put them on the right trajectory by being accessible. This could look like setting up several 1:1s with them in the first few weeks (in person ideally). These touch points serve multiple purposes. Your new report will know you are available when they have questions, and you will be able to check in with them on how things are going. You can also use this time to discuss the items below, which will be a good starting point for building a foundation of trust.

Working Style and Preferences

Get to know their style and share some about your own. If they are quite different, you will both need to lean in and align on how both of you can get what you need. Some helpful questions to better understand their preferences are:

• Do they prefer the big picture or details?

• Do they prefer active group engagement or solo work?

• Do they tend to be more logic focused and analytical or human centric and values oriented?

• Do they tend to be more direct or restrained?

• Do they tend to start early on things or wait until pressure prompted?

• How do they prefer to communicate (email, verbally, slack, gChat, etc.)?

Now is also a good time to define a joint operating style. Some useful questions are:

• How often will you meet?

• When should they bring problems versus solve them independently?

• How quickly do you typically respond to messages?

• Is it okay to interrupt you with urgent questions?

• What types of decisions should they consult you on?

Organizational Values, Operating Principles, and Culture

Some organizations will have documented values and operating principles that you can share. If these don’t exist, you should do your best to explain the group expectations around communication, collaboration, accountability, and how they can contribute to a positive team environment. Getting them acclimated will help new team members build trust, navigate expectations, and integrate successfully into the organization.

Goals and Development

As you get to know your new report, you should set the stage for their continuous development. To start, you want to be clear that you are invested in their success and are there to support them. This is also a good time to create a positive feedback environment by letting them know you welcome all feedback (positive and constructive). Beyond soliciting feedback, you also want to create a safe setting. This could entail explaining that mistakes are an inevitable part of learning a new role, and that the expectation is not perfection, but openness, learning quickly, and communicating early if something isn't going according to plan.

Within the first 30-60 days, they should have short and long term goals. and within the first quarter, they should have a draft development plan. Their development plan will likely evolve quite a bit in the first year, but it’s helpful to create a routine with them of discussing and revising the plan several times a year. Within the first 30 days, it is also helpful to ensure roles are defined clearly within the team they are operating. They should be clear on their scope, what responsibilities they own and which are shared with others, and how decisions are made when ownership overlaps. You may benefit from working through GRPI (Goals, Roles, Processes, Interpersonal) with your new report and associated team.

Though the first month or two will require extra time and effort on your part to onboard your new report, you will find that creating that foundation of trust, level setting with them, and merging your two styles will prevent unnecessary confusion and conflict in the future.