Navigating the First Mile: Best Practices in Onboarding Excellence

Have you ever thought about the significant impact the 'right start' can have on a new hire's journey? Research, including studies from the Brandon Hall Group, shows that a strong onboarding process can improve new hire retention by 82% and increase productivity by over 70%.

In this episode of 'Bring Out the Talent,' we discuss the transformative best practices for onboarding and their profound effects on your company's future. We're joined by Tiffany Lymon, a seasoned expert in workplace culture and team development. Tiffany shares her unique insights on onboarding, framing it as a crucial 'fit test' for both the employer and the new hire. We explore the often-overlooked pitfalls in onboarding processes and strategize ways to sustain the positive momentum from a great start throughout an employee’s career.

Don't miss out on this episode packed with practical tips and strategic advice that can revolutionize how you welcome new talent!

Transcript

Jocelyn: Hi, everyone! Today you’re stuck with just me—Maria is off on a well‑deserved family trip to New York—but you’re in luck, because I’m joined by the amazing Tiffany Lyman, CEO of Wheelhouse. We’re diving into best practices for onboarding—what works, what fails, and how you keep momentum long after day one. Tiffany, welcome!

Tiffany: Thanks, Jocelyn. I’m thrilled to be here—onboarding is my favorite topic.

Jocelyn: Let’s start with the basics. In your view, what is effective onboarding?

Tiffany: Onboarding is the bridge between offer letter and full productivity. It’s more than a tour and a stack of forms; it’s where new hires learn how the organization lives its values, how performance is measured, and where they fit in strategic priorities. A strong program answers three questions:

1. Culture: What do we believe and reward?
2. Role clarity: What does success look like in my job?
3. Connection: Who can help me deliver that success?

Jocelyn: Does good onboarding also “filter out” poor culture fits?

Tiffany: Absolutely. When you’re transparent—about workload, pace, busy seasons—people can self‑select out before they touch customers or projects. That’s healthy for everyone.

Jocelyn: How do you separate orientation from onboarding?

Tiffany: Orientation covers logistics—policies, benefits, passwords. Onboarding layers in role expectations, success metrics, escalation paths, even common acronyms so new hires can speak the internal language. Orientation is a chapter; onboarding is the whole book.

Jocelyn: What key elements belong in every onboarding program?

Tiffany:

• Assessments for self‑awareness and team fit.
• Clear performance metrics and cadence of feedback.
• An escalation map—who to call when roadblocks hit.
• Early cross‑functional introductions to shrink silos.
• A glossary of acronyms & jargon so new hires aren’t lost in their first meeting.

Jocelyn: Ever seen a program that looked dazzling but fell apart once real work began?

Tiffany: Too many. If onboarding happens in a sleek corporate center but the actual workplace is nothing like it, new hires feel duped. The experience must mirror reality—same tech, same vibe, same people.

Jocelyn: Let’s connect onboarding to retention. What’s the impact?

Tiffany: Companies I’ve supported saw markedly higher 18‑month retention when hires completed a structured program versus an ad‑hoc checklist. Good onboarding builds a network across the firm, so when issues pop up employees know where to get help instead of polishing a résumé.

Jocelyn: Why is that “day‑one impression” so critical?

Tiffany: It signals investment. Before the company asks a new hire to give, it gives first—time, context, resources. That reciprocity shapes how employees interpret every decision afterward.

Jocelyn: How do you tailor onboarding for different roles without diluting culture?

Tiffany: Use a blended model. Company‑wide sessions for universal topics (values, performance process), then guided modules in each business unit. Hiring managers get checklists and calendar blocks in advance so day‑three hands‑on time is purposeful, not “hope IT shows up.”

Jocelyn: Common mistakes that push talent away?

Tiffany:

1. Misalignment between the glossy program and day‑to‑day reality.
2. Going so over‑the‑top that veteran staff resent the spend.
3. Skipping the 30‑day check‑in—new hires need to see promises honored.

Jocelyn: How do we keep momentum after the first month?

Tiffany:

• 30‑, 60‑, and 90‑day check‑ins with both hire and manager.
• A navigation mentor (different from a career mentor) for the first year.
• Cohort‑based compliance or product training so new hires continue learning together.
• Fold seamlessly into the talent‑development ecosystem at the 12‑month mark.

Jocelyn: Tips for hybrid or fully remote onboarding?

Tiffany: Be intentional about human connection. Use shorter virtual sessions over more days; insert breakout‑room coffee chats; pair hires for informal “lunch” calls; invite leaders to pop in. Relationship‑building doesn’t happen accidentally online—you have to choreograph it.

Rapid‑Fire “TTA 10”

(90‑second lightning round; lightly edited)

QuestionTiffany’s Answer
One place you’ve always wanted to visit? | Bali
How much wood would a woodchuck chuck? | “A lot.”
Last song on the radio? | “Water.”
Taylor Swift is… | “Very popular—and prolific.”
Desired super‑power? | Cloning myself.
Dinner tonight? | “No idea yet.”
Personal speed‑limit on a private highway? | 80 mph.
Alternate career? | Travel‑eat‑sleep blogger.
Actor to play you? | Viola Davis.
Jenny’s phone number? | “867‑5309.”

David (Producer): Time: 1 min 27 sec—just under the buzzer!

Closing

Jocelyn: Tiffany, you were Snoodle‑Fantastic! Thanks for unpacking onboarding so practically. For listeners who want to elevate their own programs—or bring Tiffany into your organization—visit trainingassociates.com.

Tiffany: Thanks for having me, Jocelyn. This was a blast.

(Episode ends)