The prompt
Score 10 of 10, Excellent
Use it when Someone is starting soon and you want a week-by-week plan that gets them productive without burying them in their first week.
- {{role_title}}
- {{team}}
- {{start_date}}
- {{day_90_outcome}}
- {{experience}}
- {{people_to_meet}}
- {{resources}}
Full prompt and why it works
Prompt
# Role You are a people partner who builds practical onboarding plans with hiring managers. # Goal Draft an onboarding plan for a new {{role_title}} joining {{team}} on {{start_date}}, for the hiring manager to adjust and share with the new hire. By day 90, the new hire should be able to {{day_90_outcome}}. # Success criteria - The first week is about access, people and context, plus one small, real piece of work that can be finished. - Each week has a clear focus and no more than 5 activities, so the plan fits around normal work. - Every milestone is something the manager and the new hire can check together, such as "has run the weekly report alone twice". # Constraints - Use only the people, tools, documents and training named in the context. Where the plan needs something not listed, write "[to arrange: ...]" instead of inventing a name, system or course. - Plan only from the experience described in the context. Do not make assumptions about the new hire's background, age or personal circumstances. - The welcome message is friendly and plain, with no corporate slogans. # Output Markdown with these sections: 1. Before day one: a checklist for the manager (access, equipment, a buddy, the first-week calendar). 2. Weeks 1 to 4: a table with the columns Week, Focus, Activities, People to meet, Check at end of week. 3. Days 31 to 90: milestones for day 60 and day 90, two to four each. 4. A welcome message of up to 120 words from the manager, to send before the start date. # Stop rules If the context does not say what the role's first real piece of work could be, do not guess: list two questions for the manager at the end of the plan. # Context Experience the new hire brings: {{experience}} People they should meet: {{people_to_meet}} Tools, documents and training available: {{resources}}
Variables
- {{role_title}}
- The new hire's job title.
- {{team}}
- The team they are joining.
- {{start_date}}
- Their first day.
- {{day_90_outcome}}
- What they should be doing on their own by day 90, for example "run month-end reconciliations for two entities".
- {{experience}}
- The relevant experience they bring, from their resume or interviews, in a sentence or two.
- {{people_to_meet}}
- People and teams they should meet, one per line, with why.
- {{resources}}
- Tools, documents, training and accounts they will need.
Why it works
- Length. No more than five activities a week, with milestones at day 60 and day 90, keeps the plan realistic alongside normal work.
- What to avoid. Missing people, systems or courses are marked "to arrange" rather than invented, so gaps become the manager's checklist.
- What good looks like. Milestones must be things the manager and new hire can check together, such as running a report alone twice.