New Starter Onboarding

Why onboarding matters

The first few weeks determine whether someone stays or leaves. A chaotic first day, unclear expectations, and feeling lost all predict early turnover. And early turnover is expensive — you've already spent time and money recruiting, interviewing, and processing the hire.

Retention — Structured onboarding dramatically reduces early leaving. When new starters feel welcomed, informed, and progressively more confident, they commit. When they feel abandoned, confused, or overwhelmed, they look for something else.

Productivity — A new starter with a clear training plan reaches competence faster than one who's told to "just watch and pick it up." Every day without structure is a day of slow, uncertain learning.

Confidence — New employees who know what's expected of them and can see their own progress feel capable. Those who are thrown in without guidance feel anxious — and anxious people don't perform well or stay long.

Cost — Replacing someone who leaves in the first month costs recruitment fees, interview time, training hours, and the disruption of doing it all again. Good onboarding is far cheaper than re-hiring.

How the programmes work

Each onboarding template provides a five-day structured programme designed for the specific role. The common structure includes:

Day-by-day training plan — Each day has clear objectives and training topics. Day one focuses on orientation, safety, and making the new starter feel welcome. Subsequent days build skills progressively, with complexity increasing as confidence grows.

Training topics with guidance — Each topic includes why it matters, how to deliver the training, and tips for customising it to your workplace. Trainers know what to cover and how to cover it effectively.

Assessment questions — Conversational check-in questions at the end of each day that confirm understanding without formal testing. These catch gaps early, when they're easy to address.

Success indicators — Observable behavioural markers that show whether the new starter is on track. "Can set up their station without prompting" is a success indicator. "Understands station setup" is not — it's unmeasurable.

Trainer notes — Space to document each day's progress, concerns, and areas needing extra attention. When different people deliver training across the week, these notes ensure continuity.

Before they start

Good onboarding begins before day one.

Send a welcome video — A quick message from their manager and the team. It's personal and sets the tone. The new starter arrives already feeling like part of the team.

Share essential info — Start date, time, who to ask for, what to wear, where to park. Remove all the anxiety of "what if I get it wrong?"

Provide key policies — Health and safety, uniform policy, house rules. Let them read before day one so they arrive informed, not overwhelmed.

The first week and beyond

Day one: Welcome, don't overwhelm — Have someone ready to greet them. Give them a buddy — one person they can ask "stupid questions" without feeling embarrassed. Start with a tour. Day one is about feeling welcome, not cramming in every procedure.

Days two to four: Progressive skill building — Each day introduces new skills that build on the previous day. Training moves from observation to supervised practice to supported independence. Daily check-ins confirm understanding and catch gaps.

Day five: Consolidation and review — The new starter demonstrates what they've learned. Trainer and new starter review the week together, identify any areas that need more support, and set expectations for the coming weeks.

First month — Review progress regularly. Are they on track? Where do they need more support? Get their feedback — what worked, what was confusing? Use this to improve onboarding for the next person.

Using Pilla for onboarding

Create onboarding programmes as work templates in Pilla. Each day's training becomes a structured work item with checklists, assessment questions, and trainer notes. Trainers complete each day's template as they deliver the training, creating a timestamped record of what was covered and how the new starter progressed. Link training videos to onboarding elements so new starters can review what they've learned — a safety video alongside the corresponding training day reinforces the learning.

Below are the roles we currently cover, with more being added regularly. Each programme provides a five-day structured plan tailored to that specific role.

Kitchen

Kitchen onboarding builds from orientation and safety through to independent station work. Each programme is calibrated to the seniority and skill requirements of the role.

Front of House

Front-of-house onboarding combines product knowledge with service technique. Programmes build confidence through progressive responsibility rather than sink-or-swim.

Bar

Bar onboarding balances drink knowledge with service skills and operational procedures. Programmes include hands-on practice from day one.

Management

Management onboarding focuses on systems, relationships, and operational understanding before expecting independent decision-making. Even experienced managers need time to learn your specific operation.

Hotel

Hotel onboarding introduces new starters to the property, the team, and the service standards that define your guest experience. Programmes reflect the specific technical and interpersonal demands of each role.

Events & Catering

Events and catering onboarding prepares new starters for varied environments and changing requirements. Programmes emphasise adaptability alongside core skills.

Common mistakes

No plan — "Just shadow Sarah for a few days" is not onboarding. It's hoping Sarah is free, consistent, and a good teacher. New starters need a documented programme, not improvisation.

Overwhelming day one — Cramming every policy, every system, and every procedure into the first day guarantees the new starter remembers none of it. Day one should be about welcome and orientation.

No buddy — New starters need one person they can go to with questions they're embarrassed to ask. Without a designated buddy, they either ask no one or ask everyone — both are bad.

No daily check-ins — A five-minute conversation at the end of each day catches misunderstandings early. Without check-ins, gaps in understanding compound until the new starter feels lost and gives up.

Assuming competence without assessment — "They said they've done this before" is not the same as knowing they can do it in your workplace, with your systems, to your standards. Verify, don't assume.

Different trainers with no handover — If Monday's trainer doesn't tell Tuesday's trainer what was covered and what needs reinforcement, the new starter gets inconsistent training and repeated content. Trainer notes solve this.

Connecting to ongoing development

Onboarding is the beginning of development, not the end. Once the first week is complete, structured one-to-ones and performance reviews continue the conversation about progress, goals, and support needs. The habits established during onboarding — regular check-ins, documented feedback, clear expectations — set the pattern for ongoing management.