Create a 90-day onboarding plan for a new hire.
The situation:
- Role and level: {{e.g. senior backend engineer, first sales hire, mid-level designer}}
- Team context: {{team size, who they report to, who they will work with most}}
- What this role owns once ramped: {{the 2-3 core responsibilities}}
- Why we hired now: {{the problem or gap this person closes}}
- Constraints: {{e.g. remote-first, manager travels often, busy season starts month 2}}
Build the plan in three phases, and for each phase give:
- **The theme** in one sentence, from the new hire's perspective.
- **Concrete outcomes** they should have produced by the end of the phase. Outcomes, not activities: "shipped a small change through our full review process" tells them something, "learn the codebase" does not.
- **The people to have met**, and what each conversation is for.
- **The check-in questions** the manager should ask at the phase boundary, including one designed to surface what is confusing or broken about our own onboarding.
Then add:
## The first-week schedule
Day by day, specific enough to follow, loose enough to breathe. Include real work by day 3; a week of pure reading signals that nothing is expected of them.
## What we owe them
The access, docs, intros, and decisions the company must have ready, with a deadline for each. Onboarding plans usually fail on this side, not the new hire's side.
## The 90-day conversation
How the manager frames the end-of-ramp review: what was the bar, did they clear it, and what changes in their scope now.
Calibrate the pace to the level: a senior hire should be uncomfortable with how early they own something real, a junior hire should not be.onboardingmanagementhiring