Sometimes talented individuals will join an organization with the potential to be successful and still fail.  One of the contributing factors to potential failure is either the lack of or a weak onboarding process.  Weak onboard processes are typically the result of leaders assuming new members understand the culture, the processes and systems and the knowledge base required to be successful.  A strong onboard process will identify the knowledge base, the skills, the strengths and the attributes necessary of high levels of top performers.  The onboard process further outlines what information needs to be disseminated to the new candidate in addition to the expectations of the new candidate. 

For example, on Day 1 of the new relationship what do we want the candidate to know about?  On Day 2 what are the expectations relating to performance and what information will be disseminated?  What are the expectations of performance on Day 3 and what information will be disseminated?

The onboarding process could in general last from 30 to 90 days and sometimes more. The length of the onboard process is typically driven by the length of the learning curve.  Another element of the onboard process is the daily, weekly and monthly observations of the new hire's absorption of knowledge, behavior and results produced. 

A strong onboard process will support an accelerated learning curve as well as expedited results.  A weak onboard process will support an extended learning curve in addition to a prolonged period of time before results are achieved.