The most recognized definitions describe it as a strategic process of integrating new hires into the organization, culture, and role, typically lasting 90 days to 12 months – going beyond orientation and seeks to drive retention, engagement, and productivity.
However, the word “onboarding” means many different things, which requires an organization to work cross functionally to create their own definition that matches peoples’ roles and the business. Below are some considerations as you have the conversations within your organization.
There's "company onboarding" (welcome to our culture, here's your badge) and "role onboarding" (here's how you actually do your job). Company onboarding typically happens on Day 1, with some paperwork done before the start date. Role onboarding? That's a different timeline altogether. Be specific about which one you're designing and when each happens.
Is someone onboarded when they can work independently? When they hit their first milestone? When they stop asking basic questions? Get specific about what someone can actually DO when they're proficient. From there, you can figure out what they need to KNOW and create learning that enables the ability to DO.
Depending on your definition of onboarding, how long will it actually take someone to get there? A sales role might need six months to full proficiency. A customer service role might need six weeks. The timeline should match the complexity of what you're asking people to learn and do.
Don't pile tons of information on someone in week one and expect them to retain it. That's not how people learn, and it's not how they succeed. Space things out based on when they'll actually need to use the information.
Make sure the experience has variety, but with good repetition on the things they'll need to do first and foremost. If closing deals is their primary job, they should practice that early and often. If customer problem-solving is key, that gets the most reps.
Pair them with someone they feel comfortable asking basic questions to—whether that's a peer, someone who used to do the job, or a designated buddy. People need permission to not know things without feeling judged.
Some people will be ready to take on more responsibility sooner than others. Give them the ability to accelerate if they have the time, space, and confidence for it. One-size-fits-all timelines don't work for everyone.
In large organizations, make it crystal clear what the person will receive from the formal onboarding program versus what's not covered. Spell out the manager's role and involvement. Without this clarity, things fall through the cracks and managers either over-help or under-help.
Mix self-service learning with colleague interactions, in-person sessions, and virtual components. People learn differently, and variety keeps engagement high. Plus, different types of content work better indifferent formats.
Onboarding is your first real chance to prove to new hires that they made the right choice. Nail it, and you’ll accelerate productivity, build loyalty, and set the tone for a thriving culture. Miss the mark, and you risk confusion, disengagement, and early exits. Great onboarding doesn’t happen by accident. It’s designed, tested, and tuned to fit your people and your business.
At Oxygen, we help organizations turn onboarding into a competitive advantage. Whether you're building from scratch or evolving an outdated system, we’ll help you define what good looks like and bring it to life.
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