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We are all familiar with this deeply rewarding moment: A client shares the news that they’ve received a job offer. After months (possibly even a year) of applications, networking, interviews and uncertainty, they’ve landed the role. We encourage them to celebrate. We celebrate.
But what happens after the offer?
Onboarding shouldn’t be something that just happens to clients
When people think about onboarding, they often think about what their new employer will provide: orientation sessions, introductions, technology setup, policies and perhaps a schedule of meetings. These are important, but they represent only part of the transition.
What about the employee’s role in shaping their own onboarding experience?
Many people arrive on their first day ready to absorb whatever the organization has planned. They wait to learn about expectations, discover how their new leader operates and figure out how things get done. But they don’t have to wait. They can begin thinking about what they need to learn, who they want to connect with, what questions they should ask and how they can set themselves up for success.
Your clients have done this before
Here’s something worth remembering: For many clients, this won’t be their first job. They’ve started new roles before. They’ve experienced different leaders, teams, organizational cultures and onboarding approaches. Some experiences were positive. Others may have left them feeling overwhelmed, unsupported or uncertain about expectations. All those experiences are teaching moments and offer valuable information.
Rather than immediately discussing what their new employer might provide, consider inviting clients to reflect on what they’ve learned about themselves.
For example:
- Think back to a time when you started a new job and felt supported. What made that experience successful?
- What do you wish you’d asked or clarified earlier in the first few months of a previous role?
- What helps you feel confident and productive when you’re learning something new?
- What would you do differently this time?
These questions help clients recognize that they already have knowledge they can draw on. They’re not starting from scratch.
Help clients think beyond the first day
A new role brings plenty of questions. What does success look like? What are the immediate priorities? Who are the key people to build relationships with? How are decisions made? How does the team communicate? Rather than leaving clients to figure these things out as they go, you can encourage them to identify what they want to understand during their first 30, 60 and 90 days.
This doesn’t mean creating a rigid plan before they know the organization. Instead, it’s about helping them arrive with curiosity, intention and a willingness to ask questions. Their plan will evolve as they learn more about the role, the people and the organization’s priorities. The important thing is that they’re taking an active role in their transition rather than simply accepting whatever comes their way.
Don’t overlook the human side of starting over
There’s another part of onboarding that deserves attention: how people work best. Every client brings preferences, strengths, boundaries and experiences that influence how they contribute. Some appreciate regular check-ins with their leader. Others prefer greater independence once expectations are clear. Some process information through conversation, while others appreciate time to reflect before responding.
And then there are the boundaries people want to establish around availability, workload and personal commitments. Starting a new role can feel like an opportunity to make a great impression by saying “yes” to everything. But what happens when those early habits become ongoing expectations?
You can help clients consider what they might want to communicate about their working style, what they need from their leader and how to establish healthy practices from the beginning. The goal isn’t to arrive with a list of demands. It’s to begin building an effective working relationship through thoughtful conversations.
Extend the career conversation beyond the offer
Accepting an offer is an important milestone, but it’s also the beginning of another transition. Even a brief coaching conversation before a client starts their new role can help them move forward with greater confidence and intention. You can help clients identify the questions they want to ask, the relationships they want to build and the lessons from previous experiences they want to carry forward.
The next time a client tells you they’ve accepted a job offer, celebrate their success. Then consider asking one more question:
“Congratulations! Now, how are you going to set yourself up for success?”
That conversation might be just as valuable as the ones that helped them land the job.
