When three engineers started the same week at Workhuman and received completely different first-day experiences—one without laptop access until day three—it became clear we needed a formal onboarding program. Managers were uncertain what to cover, and new hires were floundering without structure. This inconsistency was slowing productivity and creating frustration across the Engineering organization.
I began by interviewing recent hires and their managers to identify the most critical pain points, then designed a pilot 30-day onboarding experience starting with our Engineering team. Partnering closely with department heads, I identified role-specific competencies and built a first-week curriculum that addressed the most common gaps new hires mentioned—like understanding our product architecture and learning how teams collaborated. The program provided structure, clarity, and a consistent experience for every new engineer.
The results were immediate and measurable. Time-to-first-commit for engineers dropped from six weeks to three, and our 90-day new hire survey scores jumped from 3.2 to 4.6 out of 5. Managers reported spending 50% less time answering basic questions, freeing them to focus on higher-value coaching and development. Our VP of Engineering became a vocal champion, telling the exec team the program cut his time spent on new hire logistics in half. A senior designer who joined mid-scale said it was the first company where she felt fully productive by week three instead of floundering for months. What started as a reactive fix became a scalable onboarding machine that transformed the new hire experience.