When Corporate Counsel Beth Marty joined Identity Digital, she was greeted with a unique document, titled “Beth Integration.”
“‘Beth Integration’ was a collaborative document that set clear expectations as to which areas of the business that I would own right away, areas of shared responsibility, avenues for growth, suggested meetings with internal experts and stakeholders, and parts of the org and industry I should learn first,” Marty explained. “The thoughtfulness behind my onboarding made it successful.”
Great onboarding is more than just a way to get up to speed in a new role — it sets the tone for a new hire’s experience at a company.
By providing new employees with a structured onboarding plan, like the "Beth Integration" document at Identity Digital, companies can establish a sense of direction and clarity. This plan should include well-defined responsibilities, areas for immediate focus and opportunities for growth, ensuring that new hires understand both their immediate role and long-term potential within the company.
Another essential element is fostering connections with colleagues and stakeholders early on. Introducing new employees to key team members, internal experts and mentors can help them build a network of support, making it easier to seek guidance and integrate into the company culture. Marty found that regular check-ins and informal meetings during the onboarding process facilitated these connections and ensured she felt valued and included from the start.
Marty shared more with Built In Seattle about her experience gearing up at Identity Digital and becoming a fully integrated part of the team.
Identity Digital provides digital identity solutions, including domain names and related services, to help businesses and individuals establish and manage their online presence.
Describe your experience with the onboarding process at your company.
My first 90 days, I felt that doors were open to me at Identity Digital. As in-house counsel at a global organization, knowing who to talk to and how to best communicate key information is vital. By suggesting which folks I should meet with and then by helping to set up and participate in many of those meetings, my team helped me grow my internal network far faster than I would have on my own.
“My team helped me grow my internal network far faster than I would have on my own.”
In addition, we also have thrice weekly team meetings where I could pose questions and engage in team discussions, as well as standing one-on-ones with each member of the legal team for informal talks. During the in-between-times, the team stayed connected through Slack and quick huddle convos. Because all team members engaged, I saw the value of an especially strong team feedback loop.
What about your onboarding experience made it so effective?
Having the whole team partake in my onboarding was a first for me. That is to say, beyond the welcome lunch or initial excitement of someone new — me — the team remained engaged and invested in my training and encouraged me to problem solve. This consistency allowed me to be more effective more quickly.
