Great onboarding isn’t a checklist; it’s a shared commitment between the organization and the new hire that sets the stage for long-term success. At an AFP Member Meet-Up, finance professionals and career development experts shared their best onboarding advice for managers and new hires.

The conversation built on the ideas from AFP's Onboarding Guide for Early Career Finance, covering everything from making a strong first impression to navigating remote starts, maintaining culture through rapid growth and the subtle differences in onboarding at various career stages. Here are nine nuggets of wisdom unearthed from the meet-up conversation.

Offered throughout the year, AFP Member Meet-Ups provide opportunities to hear real-time feedback on relevant topics from treasury and finance peers. See upcoming virtual meet-ups.

TIP #1: Use the four Cs to build a comprehensive onboarding experience.

The value of a standardized, comprehensive onboarding experience cannot be overstated. Over 25 years after the fact, Rosemary Linden, President of Momentum CFO, still remembers the onboarding process from her first job out of college.

“Arthur Andersen was one of the world’s largest accounting and consulting firms, yet their onboarding experience provided us with something rare — deep peer bonding and early cultural integration. It had a long-term impact on my career; I still draw on lessons from that experience,” said Linden.

What made the onboarding experience so successful were the “four Cs”:

1. Context: company background, mission, values and standards
2. Content: technical and job-specific training
3. Culture: professional norms and ways of working
4. Connections: a chance to form relationships with peers and future mentors

TIP #2: Maintain culture through organizational growth and change.

As companies grow, onboarding inevitably changes. What works for a small, close-knit team is difficult to replicate for thousands of employees across multiple locations. Processes become more standardized, logistics more complex — and culture can get lost in the shuffle.

Making culture a part of onboarding is non-negotiable. This means:

• Preserving the company’s identity in training content and day-one experiences.
• Hiring for cultural fit as well as skills, ensuring new hires align with the company’s values and ways of working.
• Creating intentional touchpoints for connection, such as mentorship programs, welcome events or hands-on orientation sessions.

Drew Perius, Associate Director of Employer Relations with Indiana University Kelley School of Business, experienced this firsthand at Carvana: “When I started, we flew every single person to headquarters for an immersive onboarding. As Carvana grew from 900 to more than 30,000 employees, we couldn’t do that anymore. Adjustments had to be made, but we kept one constant: a real focus on culture. We knew it was what made us different, and we made sure new hires could still feel that from day one.”

TIP #3: Follow a 30/60/90-day plan.

The first 90 days in a new role are foundational to a person’s long-term success. Setting milestones at 30, 60 and 90 days lays out a roadmap for what the new hire is expected to achieve and provides check-in points with their manager to ensure they’re on track. Have a look-back and look-ahead meeting at each inflection point:

• 30 days: Complete orientation, get acclimated to the company, the team, the role and the people you’ll be working with
• 60 days: Begin independent work, understand expectations, start to apply your knowledge to the role
• 90 days: Demonstrate proficiency, meet performance goals

TIP #4: Shift your feedback approach from critic to coach.

Feedback can be one of the most powerful tools in onboarding — with the right mindset. Early-career hires often see feedback as criticism, and many managers underestimate the importance of preparation and tone. Shifting the perspective from “correction” to “coaching” transforms the conversation.

“Kobe Bryant didn’t just wake up great at basketball,” said Perius. “He had coaches breaking down game film, pointing out what could be better and pushing him to improve.”

The panel shared three best practices for coaching new hires:

• Managers need to prepare for feedback sessions. “If you go into a meeting with an employee unprepared, it will go off the rails,” said Perius. “That person likely will feel attacked. Managers need to go into those meetings exceptionally prepared, and with the mindset of: ‘I want to help this person get better,’ and you want to help them because you care.”
• Frame feedback as investment in growth, not criticism. “You are the coach. The conversation isn't just what they did wrong, and the boss is mad. It's ‘I see there's potential for something far greater, so I'm going to invest my time,’” said Perius.
• New hires should demonstrate they can implement feedback. “It’s important for employees to come to the table with the understanding that their manager wants to help them improve,” said JaVona Mott, Treasury Operations Specialist, Republic Finance. “Then, show your manager that you're taking that feedback and you're actually implementing it.”

TIP #5: Great managers go the extra mile.  

Great managers don’t just onboard — they coach, connect and champion their people from day one. Use the following best practices to build a sense of support and belonging.

• Tailor training to the actual role. Build onboarding around the first real deliverables, systems and decisions of this job (e.g., monthly forecast or close checklist) rather than generic company overviews.
• Take an active role in teaching. When managers help create and deliver onboarding content, it increases buy-in and connection.
• Leverage peer mentorship. Pair newcomers with experienced colleagues, and use structured programs (e.g., a training program for first-time managers) to smooth transitions.
• Be patient while employees learn. Give people time to connect the dots and build confidence. “One of the most helpful things a manager has shown me is patience,” said Mott.
• Set clear and defined expectations upfront. Clarity on outcomes, timelines and quality prevents misalignment.
• Keep the door open. Maintain psychological safety for “small” questions and quick check-ins.
• Provide consistent feedback and encouragement. Timely, concrete input — paired with recognition — accelerates growth.

TIP #6: New hires need to show they’re ready to learn, contribute and connect.  

The first weeks in a new role set the tone for how colleagues and leaders perceive you. By engaging with best practices, you can quickly build trust and establish yourself as a valued member of the team.

Best practices for new hires:

• Be teachable and adaptable. Managers look for people who are teachable, willing to learn and adapt to the team and company culture.
• Show curiosity and initiative. Ask questions and volunteer for tasks. “Even if the task isn't strictly part of your role, that willingness to step in shows that you're invested in the success of the team as a whole,” said Mott.
• Engage with the company culture. Attend meetings and company gatherings and network outside your team. “Build relationships early,” said Mott. “It creates a sense of connection, and it shows that you're engaged and want to be active within that company.”
• Be open to feedback. Don’t take it personally. Apply your managers’ feedback. “This shows growth and a willingness to improve,” said Mott. “Being easy to work with is just as important as being skilled at your job.”
• Find a mentor. Someone to help you navigate the company, guide your development, and whom you can ask the tough questions you might not feel comfortable bringing up with your manager.
• Track your progress. Create a “brag file” of all your wins and lessons learned. This is useful for performance reviews.

TIP #7: New hires need to be proactive in small companies or one-off onboardings.

In many smaller organizations, you might be the only person starting — and the training may simply be a quick walk-through of your tasks before you’re expected to dive in. It’s an approach that can work, but more often than not, it leaves knowledge gaps, as new hires may never learn the “why” behind processes or receive help navigating the organization.

“In smaller organizations, you might have direct access to executives, and things tend to be less formal,” said Mott. “That’s a real advantage you can use to learn faster and build relationships early,” but the informality may mean some items are overlooked.

To thrive in this environment:

• Be proactive, curious and adaptable — take charge of your own learning.
• Ask for the reasoning behind processes so you understand context, not just steps.
• Leverage your access to leaders for mentorship, insight and visibility.
• Pay it forward by ensuring future hires get both the “what” and the “why” when it’s your turn to onboard them.

TIP #8: Mid-career and senior onboarding is about positioning yourself to lead.

The higher you rise in your career, the less likely you are to receive step-by-step guidance. In senior roles, onboarding is less about mastering tasks and more about positioning yourself to lead. You’re expected to integrate quickly, assess the landscape and start making an impact with minimal handholding.

Success at this stage depends on skills such as:

• Self-directed integration: Take initiative in learning the business, building your network and identifying priorities without waiting for a formal plan.
• Political awareness: Understand the unspoken dynamics, identify “landmines,” and learn to triangulate perspectives before making decisions.
• Influence over individual contribution: Your results often come through others, making relationships and trust more important than hands-on “doing.”

TIP #9: Remote and hybrid onboarding requires an intentional approach.

Onboarding from behind a screen requires more planning and intentionality. Without hallway conversations or impromptu desk drop-ins, building relationships and absorbing culture takes extra effort.

“Culture can just happen, but then you're left with whatever happens,” said Bryan Lapidus, AFP’s Director, FP&A Practice. “The companies that do this well don’t just let culture happen — they design it. They attract the right people, keep the ones who strengthen it and create an environment that’s better for everyone.”

To make remote or hybrid onboarding work:

• Be deliberate about connection: Schedule regular one-on-ones, attend virtual team events and seek out informal conversations.
• Use video calls for “side-by-side” learning: Screen sharing and co-working sessions can replicate the feel of sitting next to a colleague.
• Prioritize in-person time when possible: Even one day a week in the office can speed up integration and relationship-building.
• Create intentional culture-building moments: Employers can host all-hands gatherings, send welcome packages or small gifts, and design team-building activities to bridge the virtual gap.

Some final bits of wisdom …

• Ask questions early: Take advantage of the “honeymoon period” where all questions are accepted.
• Form relationships, which are key to enjoyment and long-term success.
• Be patient with yourself: You’re not expected to know everything; Impress people with questions, attentiveness and learning.
• Market yourself inside and outside the company (LinkedIn, networking).
• Say yes and be open to opportunities you didn’t plan for.

Get a shared playbook for helping early career hires in FP&A and treasury transition smoothly, build confidence, and deliver impact. Fill out the form below to download AFP's Onboarding Guide for Early Career Finance.

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