INTRODUCTION 
People are a design firm's most important asset. This fact cannot be overstated. Firms invest a significant amount of time and energy in new hires. However, they often fail to invest the time in setting this new hire up for success. Onboarding is not simply the first day of work, filling out paperwork, taking a quick tour, or meeting a handful of team members. In well‑run organizations, onboarding is a carefully designed, strategic, and human‑centered experience that begins the moment a decision is made to hire a new employee. It continues after a candidate says "yes" to an offer, well into the new employee's first 90 days, and often beyond. Effective onboarding strengthens culture, accelerates productivity, increases engagement, and significantly improves retention. 
 
In this guide, we examine the principles, structure, tools, and behaviors necessary to create an intentional and organizationally aligned onboarding experience. Drawing on best practices, industry research, and real-world examples, this guide offers a concise, step-by-step roadmap for developing an onboarding program that welcomes and empowers new employees to achieve long-term success. 
 
SECTION 1 – THE PURPOSE AND IMPACT OF ONBOARDING 
Onboarding serves several distinct but interconnected purposes. It welcomes new hires into the organization's culture, helps them understand the mission and expectations, and provides the tools and information needed to perform effectively. But truly strategic onboarding goes much further. It establishes psychological safety, facilitates connection, and builds confidence. When implemented well, onboarding reduces the time it takes for a new hire to contribute independently while cultivating deeper engagement and loyalty. When the process is done well, it has a significant impact on long-term employment with the firm. A turnover rate higher than average has a very adverse effect on the long-term growth of the firm.  
 
Research consistently shows that employees decide within the first six months whether they intend to stay with an organization. A structured onboarding process dramatically improves this likelihood. High‑performing organizations recognize onboarding as a critical business function rather than an administrative checklist. They design it with intention, put resources behind it, and continuously iterate based on employee feedback and performance outcomes. 

SECTION 2 – SETTING THE STAGE BEFORE DAY ONE 
The onboarding experience begins long before the new hire walks through the door. Pre-boarding is the period between the acceptance of an offer and the employee's official start date. This period often contains anxiety, uncertainty, and anticipation for the prospective employee. A structured pre-boarding process helps eliminate uncertainty and replace it with clarity, enthusiasm, and a sense of belonging. These efforts go a long way to bringing on a happy, confident new hire.  
 
Best Practices for Pre-Boarding Include: 
• Sending a warm, personalized welcome message.   
• Providing a physical and/or digital welcome packet that includes the first‑week agenda, org chart, team bios, FAQs, and technology setup instructions.  
• Preparing IT equipment early and confirming shipping details for remote employees.  
• Informing internal teams of the upcoming arrival and coordinating introductions.   
• Assigning a peer buddy or mentor who will greet the new hire and serve as a go‑to resource. A peer buddy or mentor is not to be chosen lightly.   
 
Pre-boarding is an opportunity to reinforce your company's values and demonstrate that you are prepared, organized, and eager to support the employee's success. It also reduces cognitive overload during the first days by addressing logistical tasks ahead of time. 
 
SECTION 3 – DESIGNING THE FIRST DAY EXPERIENCE 
The first day sets the emotional tone for the entire employment relationship. It should feel structured, welcoming, and thoughtfully crafted. Employees should leave their first day feeling excited, supported, and confident that they made the right decision. This requires planning, not improvisation. 
 
Elements of an Effective Day One Include: 
• A personal greeting from the manager or team   
• A comfortable, ready‑to‑use workspace   
• A clear printed or digital schedule to reduce uncertainty   
• A welcome kit or personalized gift that reinforces belonging   
• A team lunch or informal meet‑and‑greet   
• Light, meaningful work that helps the employee feel productive without pressure   
 
The manager plays a central role in shaping a positive Day One experience. A thoughtful manager ensures that introductions happen, technology is functional, and the employee has the space to absorb information at a manageable pace. 
 
SECTION 4 – STRUCTURING THE FIRST 90 DAYS: A PROVEN FRAMEWORK 
A 30/60/90‑day structure is the most widely adopted framework for onboarding because it offers clarity, focus, and progression. It transforms the overwhelming experience of a new role into manageable, intentional phases. 
 
First 30 Days: Learning and Orientation 
During the first month, the focus is on helping the employee understand the organization, its people, its systems, and its expectations. This period encompasses training, observing workflows, understanding the company culture, and establishing relationships. Managers should hold weekly check-ins to clarify expectations, address questions, and provide timely feedback. 
 
Days 31-60: Contribution and Integration  
As the employee gains confidence, the next month focuses on meaningful contributions. They begin taking ownership of tasks, collaborating more deeply with team members, and applying what they have learned. Feedback becomes more specific, goal‑oriented, and connected to performance. 
 
Day 61-90: Autonomy and Alignment   
By the final third of the onboarding period, employees should be functioning with increasing independence. Managers shift from hands‑on guidance to partnership, offering support as needed while encouraging initiative and problem‑solving. A formal 90‑day review meeting solidifies expectations, progress, and goals for the next quarter. 
 
SECTION 5 – ONBOARDING DO'S AND DON'TS   
Effective onboarding requires intentional behavior and awareness of what helps and harms the experience.