Onboarding conversation questions for managers

Choose a few questions for the conversation and leave time for the answers. Use these prompts to agree what happens next.

The manager normally leads the discussion about the role and expectations. HR can help with the organisation's information and support arrangements. Colleagues can join where their knowledge is relevant, but a large group does not need to attend every introductory conversation.

The person leading it should understand the work and be able to arrange follow-up. Tell the employee what the meeting is for so they can bring questions. Choose an informal tone while keeping the purpose clear.

Ask which parts of their previous work are most relevant to the new role. You might ask, 'What have you worked on that you would like us to understand?' or 'Which skills are you hoping to use here?' Give them space to explain rather than repeating questions only to recheck the recruitment decision.

Introduce yourself as well. Explain what you do, how you work with the team and how the employee can contact you. Personal interests can help people get acquainted, but let the employee choose what they are comfortable sharing.

Ask what they expect from the role and what they would like to learn. Explain the team's priorities and discuss what a useful first period at work will involve. Questions such as 'What do you need more context on?' and 'Which part of the role would you like help practising?' make support easier to discuss.

Agree a next step where an answer reveals a gap. That might be an introduction, a training conversation or time to read relevant information. Use the onboarding goals article to turn those expectations into practical actions.

Ask how the employee prefers to collaborate and what has worked well in earlier teams. Explain the communication channels, meeting habits and working arrangements they will encounter here. Invite questions about routines that may be familiar to existing colleagues but new to them.

Discuss who can help with everyday questions and who owns decisions about the role. The onboarding buddy guide can support the first relationship; the manager remains responsible for expectations and work priorities.

Bring the questions that would help you start the work. You could ask: “Which task should I focus on first?” “Who can help me practise it?” “Where is the current guidance?” and “What should I do when two requests compete for my time?”

Ask how to raise a question between meetings and when you will review the first agreed actions together. If an answer is still unknown, agree who will find it and when you will hear back.

In this fictional example, a new implementation colleague at a financial data aggregator has received a handover note but does not know which parts they should prepare. The manager asks: “Which part needs more context?” The employee asks: “Who should review my first draft before I share it?”

They agree that the colleague will prepare a draft using the team’s approved example, a named implementation colleague will review it, and the manager will check progress at their next conversation. Any unanswered question goes to the responsible owner. Operational decisions and system access follow the company’s own approval arrangements.

Record the question, agreed action, owner and follow-up date. See onboarding for financial data aggregators for a related employee-journey example. The scenario is an illustration, not a customer result.

A team introduction can include a simple optional icebreaker. People could share a favourite book or hobby, say their name and a fact they choose, or bring a photo connected to an interest. 'Two truths and a lie' is another optional group activity.

Choose an activity that fits the people and setting. Give people room to participate without requiring private information or a performance. A short conversation can do the job when a game would feel awkward or take attention away from the welcome.

Start the next conversation with questions left open last time. Ask what has been answered, what is still blocking work and whether the employee has had a chance to use the guidance. Keep one shared action record that both people can revisit.

Fictional follow-up record: “Who reviews my first draft?” Owner: the manager. Next action: confirm the reviewing colleague. Review date: the next agreed check-in. Status: awaiting confirmation. Close it after the employee has the reviewer’s name and knows how to reach them.

Ask what the employee still wants to know. Check that they understand whom to contact for practical issues and where the next conversation fits. Do not fill the whole meeting with a prepared question list.

Record the actions both people agreed. Put preparation work in the employee onboarding checklist template and schedule the next manager conversation. Use that meeting to review open actions and any questions that appeared while trying the work.