Before day one
☐ The role has three to five clear outcomes.
☐ “Good
performance” is described through observable examples.
☐ A
named manager owns the onboarding experience.
☐ Essential
access, tools and information are ready.
During the first week
☐ The employee understands who the role serves and why it
matters.
☐ Priorities for the first 30 days are written
down.
☐ Decision boundaries are clear: decide alone,
consult first or escalate.
☐ The employee knows where
reliable information lives.
☐ Check-ins are scheduled
before the calendar becomes busy.
During the first 30 days
☐ The manager gives feedback on specific work, not only general
encouragement.
☐ The employee practises routine decisions
with decreasing supervision.
☐ Questions are captured and
used to improve the onboarding material.
☐ Problems are
raised early without blame.
☐ The employee can explain the
role's priorities in their own words.
At the 30-day review
☐ What can the employee now own independently?
☐ Where is
confidence still lower than competence?
☐ Which expectation
remains unclear?
☐ What information or tool is still
missing?
☐ What will independent performance look like by
day 60 or 90?