handling paperwork (contracts and direct deposit information) and assigning a peer mentor who acts as a point of contact. McDevitt sends her hires a welcome document via email before their start date, then has the printed package waiting on their desk. “It covers everything, including key company information, practical details like washroom codes, attire expectations and a two- week roadmap of meetings and activities so they never feel lost or uncertain about what comes next. We include the key clients we work with and a calendar year view of the projects,” she says. The Early Weeks Job shadowing starts almost immediately on Tedesco’s team, and tasks are assigned specifically to teach with a safety net. For example, Tedesco recently asked one of her new hires to work on a quote. “I sent her what the client requested and a few previous quotes. When she was finished, I made some changes, then told her to compare my final document with hers so she could see my thought process and vision. It was a good learning experience for her before going to the client.” McDevitt makes a point of bringing new team members to as many meetings as possible so they can familiarize themselves with not only the work they do, but the way in which they conduct themselves. In fact, she has her team add meetings directly into her new employees’ schedules during the first couple of weeks. “It’s a simple but intentional practice that gives the new hire real visibility into areas of our business. It creates natural touchpoints for connection and it signals that they aren’t just being onboarded by one person—the whole team is invested in their success,” she says. “That sense of collective ownership matters enormously. When colleagues take an active role in welcoming someone, it accelerates that feeling of belonging, and belonging is what turns a new hire into a committed, engaged team member.” She agrees that while managers set the tone, it’s the day- to-day interactions with colleagues that shape a When you’re the new hire How to take ownership of your onboarding experience: Make a good first impression. Arrive early, be responsive, take notes, show initiative and ask questions. Prioritize relationships. Introduce yourself, learn the names of your colleagues, accept invitations for coffee or lunch and learn the company’s roster of clients. Be a sponge. Ask questions and pay attention to how team members collaborate and communicate. Ask for continuous feedback. Clarify expectations, give progress updates and show you’re eager to learn. new hire’s experience in the early weeks. “That’s another reason why we try to incorporate fun things like morning coffee breaks and a welcome lunch—these are casual opportunities to get to know each other.” Where Learning Meets Belonging Whether in-office, hybrid or remote, training, building relationships and ensuring a new hire understands company culture happens in unison—and the nuances of balancing the three is something McDevitt has learned after many years in business. “If I could go back and tell myself one thing, it would be to stop worrying about the paperwork and focus on the people. I was so focused on getting the process of onboarding right that I underestimated the interpersonal side,” she says. So, while she’s quick to give new team members the information and structure they need up front, she says she trusts the environment her team has built to do a lot of the teaching. “If we’re doing our jobs right as a team, a new hire should be able to look around in those first weeks and see exactly who we are and what we stand for.” “ When colleagues take an active role in welcoming someone, it accelerates that feeling of belonging, and belonging is what turns a new hire into a committed, engaged team member.” Fall 2026 | Ignitemag.ca | 29
