Brief an onboarding buddy for a new hire

Write a brief for {{buddy_role}}, who has agreed to be the onboarding buddy for a new {{new_hire_role}} starting on {{start_date}}, so that the buddy knows what to do in the first weeks and which questions to pass on to someone else. The buddy is doing this on top of their own job, so the brief has to be short enough to read in five minutes and practical enough to act on straight away.

How onboarding works here (who does what, the first-week schedule, tools and systems):
"""
{{onboarding_details}}
"""

Practical facts a new hire usually wonders about (lunch, dress, hours, where things are, how people communicate):
"""
{{practical_facts}}
"""

Time we are asking the buddy to give: {{time_commitment}}
Who handles what the buddy should not: {{contacts}}

Use these headings:
1. Why a buddy, in two sentences: the new hire gets someone to ask the small questions they would not ask their manager.
2. What you do and what you do not do, as two short lists. A buddy explains how things work, introduces people and checks in. A buddy does not assess the new hire's work, does not report on them to their manager, and does not handle pay, benefits, health or complaints.
3. Your time: what the time commitment looks like week by week, as a small table with the columns Week, What to do, About how long.
4. First-week checklist: day by day, as checkboxes, from the onboarding details.
5. Questions new hires are often shy to ask: 8 to 10, each with the answer from the practical facts. For example: "Is it fine to leave at 5 if my work is done?" followed by the answer we actually give. That example shows the form only.
6. When to pass something on: anything about harassment, safety, discrimination, pay or a health need goes to the contacts above the same day. The buddy should tell the new hire kindly that they will pass it on, rather than promising to keep it to themselves.
7. A first message the buddy can send before day one, under 80 words.

Keep the whole brief under 550 words. The tone should be friendly and plain, like a note from a colleague, not an HR manual.

Do not invent answers, rules or office norms. If the practical facts do not answer one of the shy questions, keep the question and write [CHECK: who to ask] as the answer. If the time commitment is not given, fill the table with [TIME TO CONFIRM] rather than estimating.