A team lead&#8217;s introduction

A team lead’s introduction

On the first day of work, the manager gives an oral lecture, explaining to the person where he got to and how he will work, and then the employee is led “manually”, on the responsibility of the manager and his intuition.

This is the easiest way to onboard.

What problems solves the team lead’s introduction

As with onboarding in general

Unit managers:
- New employees are long coming to the “production capacity”
- Onboarding new employees takes a lot of energy
- Separation of units
The knowledge manager:
- We need to develop a culture of knowledge sharing.
- We need to correct errors in the knowledge base.

== Onboarding tools and examples of their implementation:

Report by Alexander Afenov Theory and practice of knowledge sharing in Lamoda Experience with using different tools knowledge management Improve the quality of adaptation of new employees.
Report by Gleb Deikalo Welcome aboard: Bringing new developers into the team, with a clear description of an onboarding checklist and an example document.

An important criterion for the success of onboarding is *full-time*Depending on your business, you can be normal for both onboarding in six months and onboarding for two days: for more complex, research and under-studied professions and positions, it will be longer, for linear low-skilled ones - it should be much smaller.

To determine the "full power" can, as a rule, the head empirically, and he can formulate formal criteria (for example: the employee independently solves a class of problems, or some frequent task begins to take less than N time, or some formal indicator reaches a certain value).

How to start the introduction of lectures from the team

In the report The Young Fighter Course for Managers It tells how to ensure a good flow of candidates when hiring IT managers, what are the most typical problems in the behavior of candidates for the position of IT manager.

In order to be well onboard “in manual mode”, you most likely need to gain some personal experience and, perhaps, communicate with colleagues in the shop and immerse yourself in the situation in the hiring market.

Pay attention to the report. Onboarding of new employees and building a knowledge baseMaxim Telecom’s case on involving a beginner in the communication environment and team expectations, familiarization with the processes at the interview stage (task story, demo day, story about problems) is described there.

Scaling success

This approach is likely impossible or terribly costly for a large organization.