What's your approach to providing new hires with regular check-ins and feedback during their first few months on the job? What's one effective method?

Question

Effective onboarding is crucial for new hires' success and integration. This article presents expert-backed strategies for regular check-ins and feedback during the onboarding process. Discover practical approaches to foster open communication, set clear goals, and ensure a smooth transition for new team members.

Gianluca Ferruggia · Answer

We see the first 90 days as a two-way pilot, not just a period of onboarding. The goal is not only to assess if they're the right fit for us but also to assess if we are the right fit for them. One of the things we do differently is something we call a "reverse feedback loop."
Here is how it works: during the first few months, the new hires not only get feedback on their performance but they also give feedback every two weeks in a very structured but low-pressure way. We ask them: "What feels clear? What feels confusing? What's surprising you? Where do you feel stuck, even if it is small?" We are not just looking for compliments; we genuinely want to know where the gaps are while they are still fresh enough to notice.
Then, managers take that feedback and update onboarding documents, modify expectations, or pair the new employee with someone who has a more similar style or pace. It helps to foster a sense of ownership for everyone involved. And, because feedback is a two-way street, the new employee is likely to feel more secure speaking up when something doesn't make sense or they need help.
We also have our regular one-on-one and performance and engagement check-ins, but the two-way feedback format has been the most transformational. It has created a discussion about feedback instead of a scoreboard.
What is the outcome? Reduced misunderstandings at the beginning, faster ramp-up, and an enhanced level of trust in the early days. New hires do not feel judged and feel part of shaping the team from day one. It changes the way a new employee will engage with the team from the start.

Alex Schepis · Answer

When a new hire joins Lightspeed Electrical, I don't just throw them on-site and hope they figure it out. That's how mistakes happen. That's how reputations get damaged. Instead, I ensure we conduct weekly walk-and-talks, face-to-face, at the job site. Not over email. Not some formal sit-down. Real-time feedback while the tools are in their hands.
We review the work they've done that week—what was solid, what needs tightening up, and most importantly, why. Whether it's trenching technique, meter installations, or dealing with Ausgrid inspections, they hear from me directly. I don't sugarcoat it, but I never tear someone down either. The goal is to make them better, not bitter.
I've also got the senior technicians watching—not as babysitters, but as mentors. If something goes awry, we pull them aside immediately. No one waits two weeks to be told they messed something up. We address it on the spot, and we move forward.
That consistent, honest check-in rhythm? It reduces mistakes, builds confidence quickly, and shows them we actually care about their growth. The end result? Faster ramp-up, stronger team, and no weak links dragging the brand down. One key takeaway? Feedback should be lived, not scheduled. That's how you build real skill on the ground.

Kritika Kanodia · Answer

At eStoryTellers, my approach with new hires is structured yet human. I schedule weekly check-ins for the first two months, then shift to bi-weekly meetings. However, it's not just about tasks.
One method that works well is a simple "3-2-1" feedback format during our check-ins. They share:
3 wins from the week.
2 challenges they faced.
1 thing they need support with.
This approach keeps conversations focused, productive, and honest. It's helped me catch misalignments early, celebrate small wins, and build trust. New hires feel heard and supported, not micromanaged.

Parker McInnis · Answer

I believe in providing structured, hands-on feedback opportunities during the onboarding process. One method that has proven particularly effective is implementing a "scrimmage week" where new team members participate in role-playing exercises that simulate real client interactions from initial calls through negotiations. This approach allows me to provide immediate, actionable feedback in a controlled environment while giving new hires practical experience with our processes. We've seen this method reduce the typical ramp-up period from six weeks to just four weeks, helping new employees become productive team members more quickly.

Dave Lavinsky · Answer

My approach to providing new hires with regular check-ins and feedback is to establish a structured, yet supportive process from the start. I set up weekly one-on-one meetings during their first few months to assess how they're settling in, clarify any concerns, and provide constructive feedback. This helps create a consistent dialogue and ensures they don't feel isolated or uncertain about expectations.
One effective method I use is the "Start, Stop, Continue" feedback framework. In these check-ins, I encourage the new hire to share what's working well ("Continue"), what they feel they should improve on ("Stop"), and areas where they need more support or guidance ("Start"). This method is simple, direct, and focused on action. It helps new hires understand their strengths, where to improve, and how they can better align with the team's goals, all while feeling supported in their growth.

Blaz Korosec · Answer

We make it a habit to check in regularly with new team members during their first few months. We understand that starting a new job can sometimes feel overwhelming and confusing. So, we always do our best to ensure no one feels lost or left out and that everyone is heard and seen. At the start, we meet once a week just to talk about how things are going and if they have any feedback or concerns. Once they're settled in and more comfortable, we spread it out to every couple of weeks. These chats are relaxed and more about listening. We want to know what's going well and what's confusing them, so we know how to support them.
Also, one thing that really helps us is having a shared document where they can write down questions or thoughts between meetings. It keeps the communication open and gives them a place to share things they might forget to mention. This small step makes a big difference. It helps them feel heard and supported, which builds trust along the way. It's a simple way to show that we care for them and value them and their growth in the company.

Seth Newman · Answer

I believe in establishing a structured approach to new hire check-ins during their first few months, with regularly scheduled one-on-one meetings that have clear agendas shared in advance. These meetings provide a consistent touchpoint where both parties know what to expect and can prepare accordingly. One particularly effective method I've found is creating a safe space for honest feedback by offering both formal check-ins and informal conversations, allowing new team members to share concerns they might not bring up in larger settings. I make sure to prepare new hires by highlighting key discussion topics before our meetings, which encourages more meaningful conversations about their progress, challenges, and questions. This structured yet flexible approach helps new team members feel supported while ensuring they receive the guidance needed during their critical onboarding period.

David Quintero · Answer

We believe in supporting new team members through a structured "culture buddy" program that provides consistent touchpoints outside of the traditional manager relationship. Each new hire is paired with a colleague from a different department who meets with them virtually during their first week and continues weekly check-ins throughout their first month. This approach creates a safe space for questions and feedback while helping new employees build connections across the organization. The program has proven particularly effective at accelerating integration and creating a sense of belonging from day one.

Ender Korkmaz · Answer

In the first few months of onboarding, we focus on keeping things simple and straightforward. One method we use is assigning a dedicated onboarding buddy. This builds trust from the start and helps new hires feel supported. Instead of waiting for monthly reviews, we schedule quick weekly check-ins. These short talks help catch confusion early and allow us to adjust quickly when needed.
We also encourage new hires to set one or two small goals each week. We follow up together and work on things that do not work. This makes feedback feel easy and natural for the new hires. It keeps everyone on the same page and helps the employee grow faster with more confidence and clarity.

Effective Onboarding: Regular Check-ins & Feedback for New Hires

Effective Onboarding: Regular Check-ins & Feedback for New Hires

Implement a Two-Way Feedback Loop

Conduct Weekly On-Site Walk-and-Talks

Use 3-2-1 Format for Focused Check-Ins

Simulate Client Interactions During Scrimmage Week

Apply Start Stop Continue Feedback Framework

Create Open Communication with Shared Documents

Prepare Agendas for Structured One-on-One Meetings

Pair New Hires with Cross-Departmental Buddies

Set Weekly Goals with Dedicated Onboarding Buddy

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