30 Claude Prompts for Employee Onboarding

You are a senior HR coordinator preparing materials for an incoming employee. <context> A new hire has accepted the offer and starts in two weeks, and needs a welcome packet sent before day one covering the practical basics so their first morning isn't spent asking logistics questions. </context> <inputs> - New hire name, role, and start date: [NEW HIRE/ROLE/START DATE] - Company mission statement or one-line description: [COMPANY DESCRIPTION] - Practical first-day logistics (arrival time, location or video link, dress code, who greets them): [LOGISTICS] - Names and roles of the manager and immediate team: [MANAGER/TEAM] </inputs> <task> Write a welcome packet with a warm opening paragraph, a Day One Logistics section covering everything in the logistics input, a Meet Your Team section with a one-line description of each teammate, and a short What to Expect This Week paragraph. </task> <constraints> - Opening paragraph must be under 100 words and personalized with the new hire's name and role. - Day One Logistics must cover every item provided, no omissions, formatted as a bulleted checklist. - Do not promise specific onboarding activities that weren't provided in the inputs. </constraints> <format> A formatted welcome document with headed sections: Welcome, Day One Logistics, Meet Your Team, What to Expect This Week. </format>

You are a senior HR coordinator managing candidate-to-employee transition communication. <context> Between offer acceptance and the start date, new hires often go quiet on the company and can develop doubts. A short pre-boarding email sequence keeps them engaged and informed. </context> <inputs> - Time between offer acceptance and start date: [TIME GAP] - Paperwork or tasks the new hire must complete before day one (forms, equipment address, background check): [PRE-START TASKS] - Company culture highlight to share (a recent win, a value in action): [CULTURE HIGHLIGHT] - Sender name and title (usually HR or the hiring manager): [SENDER] </inputs> <task> Write a three-email sequence: Email 1 (sent right after offer acceptance) confirms excitement and lists immediate action items, Email 2 (sent midway through the gap) shares the culture highlight and answers a commonly asked question, Email 3 (sent the week before start) confirms final logistics and sets expectations for day one. </task> <constraints> - Email 1 must list every item from Pre-Start Tasks as a checklist with a deadline relative to the start date. - Email 2 must not repeat logistics already covered in Email 1. - Each email stays under 150 words. </constraints> <format> Three labeled emails (Email 1, Email 2, Email 3), each with a suggested send timing, subject line, and body. </format>

You are a senior HR coordinator drafting a personal welcome letter on behalf of a hiring manager. <context> The hiring manager wants a personal welcome letter waiting for the new hire on day one, separate from the standard HR welcome packet, to set a warm tone from their direct manager specifically. </context> <inputs> - New hire name and role: [NEW HIRE/ROLE] - Manager's name: [MANAGER NAME] - Why this person was hired (specific strength or reason from the interview process): [WHY HIRED] - What the manager is most looking forward to about them joining: [WHAT MANAGER IS EXCITED ABOUT] </inputs> <task> Write a short, personal letter from the manager to the new hire that references the specific reason they were hired, states one thing the manager is genuinely looking forward to, and closes with an invitation to reach out directly with any questions. </task> <constraints> - Keep it under 150 words, this is a personal note, not a policy document. - Must reference the specific Why Hired detail, not a generic welcome to the team statement. - Tone should read as written by a person, not HR boilerplate, avoid corporate phrasing. </constraints> <format> A short personal letter, greeting to sign-off, ready to print or send as a standalone email from the manager. </format>

You are a senior HR coordinator working with IT to prepare for a new hire's start. <context> Every new hire needs accounts, equipment, and access provisioned before day one, and a missed item (like a laptop not shipped in time) creates a bad first impression. </context> <inputs> - Role and department: [ROLE/DEPARTMENT] - Standard equipment for this role (laptop, monitor, phone, etc.): [EQUIPMENT] - Software and systems access needed (email, Slack, CRM, VPN, etc.): [SYSTEMS ACCESS] - Start date and whether the hire is remote or in-office: [START DATE/LOCATION] </inputs> <task> Build a setup checklist assigning each item an owner (IT, HR, or manager), a deadline relative to the start date, and a status column, split into two sections: Equipment and Systems Access. </task> <constraints> - Every equipment item needing shipping (for remote hires) must have a deadline at least 5 business days before the start date. - Every systems access item must have an explicit owner, never left blank. - Flag any item whose deadline has already passed relative to the stated start date as [OVERDUE]. </constraints> <format> A table: Item, Category (Equipment or Access), Owner, Deadline, Status. </format>

You are a senior HR coordinator condensing company policy for new employees. <context> The full employee handbook is long and new hires rarely read it cover to cover in the first week, but there are policies they genuinely need to know immediately (time off requests, expense process, code of conduct basics). </context> <inputs> - Full handbook section titles: [HANDBOOK SECTIONS] - The 5 to 8 policies most relevant in week one (e.g. time off request process, expense submission, remote work policy): [WEEK ONE POLICIES] - Company-specific terminology a new hire should learn (internal tool names, acronyms): [TERMINOLOGY] </inputs> <task> Write a condensed one-page summary covering only the Week One Policies in plain language with one action step per policy (e.g. how to actually request time off), plus a short glossary of the provided terminology. </task> <constraints> - Do not summarize handbook sections outside the stated Week One Policies list, this is intentionally not comprehensive. - Each policy summary must end with a concrete action step, not just a description of the rule. - Glossary entries limited to one sentence each. </constraints> <format> A one-page document: Week One Policies (each with a one-line summary and action step) followed by a Glossary section. </format>

You are a senior HR coordinator building a new hire's first-week schedule. <context> A new hire's first week needs a structured, hour-by-hour schedule so their calendar isn't empty (leaving them idle) or overloaded with meetings before they know anyone. </context> <inputs> - Start date and role: [START DATE/ROLE] - Required sessions to include (IT setup, HR orientation, team intro, manager one-on-one): [REQUIRED SESSIONS] - Team members available for intro meetings: [TEAM MEMBERS] - Any company-wide events happening this week (all-hands, socials): [COMPANY EVENTS] </inputs> <task> Build a Monday-through-Friday schedule blocking the required sessions, team intro meetings (20 to 30 minutes each), unstructured work or reading time, and any company-wide events, ensuring day one is lighter than the rest of the week. </task> <constraints> - Day one must include no more than 4 hours of scheduled meetings, leaving room for IT setup and paperwork. - Never schedule more than 5 hours of meetings in any single day of the week. - Every team intro meeting must name the specific team member, not a placeholder. </constraints> <format> A day-by-day schedule table: Day, Time, Activity, With Whom. </format>

You are a senior HR coordinator tracking new hire compliance paperwork. <context> Every new hire has a set of required forms and documents to complete in their first days, and HR needs a tracker to confirm nothing is missing before payroll or benefits deadlines. </context> <inputs> - Required forms and documents (e.g. tax withholding form, direct deposit, ID verification, benefits enrollment): [REQUIRED FORMS] - Deadline for each relative to the start date: [DEADLINES] - New hire's start date: [START DATE] - Current completion status if known: [CURRENT STATUS] </inputs> <task> Build a paperwork tracker listing each form, its actual due date (calculated from the start date and stated deadline offset), current status, and who is responsible for following up if it's incomplete. </task> <constraints> - Calculate the actual due date explicitly, don't just restate the offset. - Every incomplete item must have a named follow-up owner, typically HR, never left blank. - Sort by due date, soonest first. </constraints> <format> A table: Form/Document, Due Date, Status, Follow-Up Owner. </format>

You are a senior HR coordinator planning a new hire's first day in the office. <context> A new hire is starting in person and needs a structured office tour and introduction plan so they meet the right people and learn the physical layout without someone improvising it on the spot. </context> <inputs> - Office layout highlights (key areas: kitchen, restrooms, meeting rooms, their desk, emergency exits): [OFFICE LAYOUT] - Key people to introduce them to beyond their immediate team (reception, facilities, IT desk): [KEY PEOPLE] - Who is leading the tour: [TOUR GUIDE] - Any building-specific logistics (badge access, parking, entry process): [BUILDING LOGISTICS] </inputs> <task> Build a tour route in a logical physical order covering every listed area, with a one-line introduction script for each key person the new hire will meet, and a separate section covering the building logistics. </task> <constraints> - Tour route must be in a sensible walking order, not just a random list of areas. - Every key person needs a one-line context note (their role and how the new hire will interact with them), not just a name. - Building logistics section must be a standalone checklist the new hire can reference later without redoing the tour. </constraints> <format> Two sections: Tour Route (ordered list with area and note) and Building Logistics (checklist). </format>

You are a senior HR coordinator supporting hiring managers through onboarding. <context> Managers often forget onboarding responsibilities in the busy first weeks of a new hire's tenure, so a dedicated manager checklist keeps them accountable for their part separate from HR's. </context> <inputs> - New hire start date and role: [START DATE/ROLE] - Manager-owned onboarding tasks (e.g. schedule 1:1s, assign a buddy, set 30-day goals, introduce to stakeholders): [MANAGER TASKS] - Manager's typical schedule constraints (e.g. travels frequently, back-to-back Mondays): [MANAGER CONSTRAINTS] </inputs> <task> Build a checklist of manager-owned tasks mapped to specific days or weeks in the first month, working around the stated schedule constraints, with a checkbox format and a due date for each. </task> <constraints> - Every task needs an explicit due date, not just a vague this month timeframe. - Adjust task timing to route around the stated manager constraints, don't schedule a task on a day the manager said they're unavailable. - Include at least one task in week one, one in week two, and one by day 30. </constraints> <format> A checklist table: Task, Due Date, Done (checkbox column). </format>

You are a senior HR coordinator planning cross-functional introductions for a new hire. <context> Beyond their immediate team, a new hire benefits from short introductions to people in adjacent functions they'll work with, and these need to be scheduled deliberately or they never happen. </context> <inputs> - New hire's role and who they'll collaborate with cross-functionally: [ROLE/COLLABORATORS] - List of specific people in adjacent teams to introduce, with role: [ADJACENT CONTACTS] - Timeframe to complete all introductions (e.g. within the first month): [TIMEFRAME] </inputs> <task> Build a schedule spacing out one or two 20-minute intro meetings per week across the stated timeframe, each with a one-line purpose tailored to how that person's function intersects with the new hire's role. </task> <constraints> - No more than 2 cross-functional intros per week, this supplements the main first-week schedule, it doesn't replace it. - Every meeting purpose must reference the actual overlap between the two roles, not a generic get to know each other note. - All listed contacts must be scheduled within the stated timeframe, none dropped. </constraints> <format> A table: Week, Contact, Their Role, Purpose of Meeting. </format>

You are a senior HR business partner supporting a sales enablement team. <context> A new account executive needs a ramp plan focused specifically on deal cycle fluency, since generic sales onboarding doesn't cover the nuances of this company's specific sales motion. </context> <inputs> - Average deal cycle length and typical deal size: [DEAL CYCLE/SIZE] - Sales methodology used (e.g. MEDDIC, Sandler, a custom playbook): [METHODOLOGY] - Number of shadowed calls expected before running solo: [SHADOW REQUIREMENT] - First accounts or territory they'll own: [FIRST ACCOUNTS] </inputs> <task> Build a ramp plan mapping weeks to milestones: shadowing calls, first co-run call, first solo call, and first deal moved through each stage of the methodology, ending with an estimate of when their first deal could realistically close based on the stated deal cycle length. </task> <constraints> - Shadowing milestones must total the exact stated shadow requirement number, not an approximation. - The first-deal-close estimate must be calculated by adding the stated deal cycle length to the first solo call week, show the arithmetic implicitly through the timeline. - Reference the specific methodology by name at the relevant milestone, not generic sales process language. </constraints> <format> A week-by-week table: Week, Milestone, Methodology Stage Focus. </format>

You are a senior HR business partner supporting an engineering onboarding program. <context> A new software engineer needs a ramp plan focused on codebase fluency and deployment confidence, distinct from a generic 30-60-90 plan, since engineering ramp depends heavily on the specific system architecture. </context> <inputs> - System or service they'll primarily work on: [SYSTEM/SERVICE] - Local dev environment setup steps: [SETUP STEPS] - Code review and deployment process specifics: [REVIEW/DEPLOY PROCESS] - A designated onboarding buddy or mentor: [BUDDY NAME] </inputs> <task> Build a ramp plan with milestones for environment setup completion, first read-only codebase walkthrough with the buddy, first merged pull request, first solo deploy, and first on-call or support rotation if applicable, each with an estimated week. </task> <constraints> - Environment setup milestone must reference the specific stated setup steps, confirming each is complete before moving to the next milestone. - First merged pull request must happen no later than week 3. - Every milestone involving review needs the buddy explicitly named as the reviewer or guide. </constraints> <format> A table: Week, Milestone, Support Person, Definition of Done. </format>

You are a senior HR business partner supporting a customer support team's onboarding. <context> A new customer support rep needs a ramp plan that builds from shadowing to independently handling tickets, calibrated to the team's actual ticket volume and complexity tiers. </context> <inputs> - Support channels covered (chat, email, phone): [CHANNELS] - Ticket complexity tiers (e.g. Tier 1 basic, Tier 2 technical, Tier 3 escalations): [TIERS] - Target tickets per day once fully ramped: [TARGET VOLUME] - Knowledge base or macros they'll rely on: [KNOWLEDGE BASE] </inputs> <task> Build a ramp plan starting with shadowing, moving to supervised Tier 1 tickets, then independent Tier 1 with QA review, then introducing Tier 2, reaching the stated target daily volume by a specific week. </task> <constraints> - Do not introduce Tier 2 tickets until independent Tier 1 handling is achieved, sequence must be strict. - State the specific week the target daily volume is expected to be reached, calculated as a gradual ramp, not a sudden jump. - Every phase must reference using the knowledge base or macros, not working from memory. </constraints> <format> A table: Week, Ticket Tier, Support Level (Shadow, Supervised, Independent), Target Volume That Week. </format>

You are a senior HR business partner supporting a marketing team's onboarding. <context> A new marketing coordinator needs a ramp plan that builds channel and tool fluency before handing them ownership of a campaign, since campaign work touches many systems at once. </context> <inputs> - Channels they'll manage (email, social, paid, content): [CHANNELS] - Marketing tools and platforms used (e.g. email platform, CMS, analytics dashboard): [TOOLS] - First campaign or project they'll own: [FIRST PROJECT] - Brand guidelines or style resources available: [BRAND RESOURCES] </inputs> <task> Build a ramp plan moving from tool access and brand guideline review, to assisting on an existing campaign, to independently owning the stated first project, with a specific week for each stage. </task> <constraints> - Brand guideline review must be completed before any content drafting milestone. - The independent ownership milestone must name the specific first project, not a generic own a campaign statement. - Each tool listed must appear in at least one milestone, confirming hands-on use, not just access being granted. </constraints> <format> A table: Week, Stage, Milestone, Tools Used. </format>

You are a senior HR business partner assessing onboarding readiness. <context> Before finalizing a new hire's ramp plan, their manager wants to identify where the hire's existing skills already meet the role's needs and where the ramp plan needs to spend more time. </context> <inputs> - Role's required skills and proficiency levels: [REQUIRED SKILLS] - New hire's resume or interview-assessed skill levels: [ASSESSED SKILLS] - Role's most business-critical skill (the one that most affects early performance): [CRITICAL SKILL] </inputs> <task> Build a gap assessment table comparing each required skill's needed proficiency to the new hire's assessed level, calculating a gap size (None, Small, Moderate, Large), and recommending whether the ramp plan should allocate extra time to that skill. </task> <constraints> - The critical skill must be called out separately at the top regardless of its gap size, since it disproportionately affects early performance. - Any skill with a Large gap must get an explicit ramp-time recommendation (e.g. add a specific milestone or resource), not just a flag. - Do not recommend extra time for skills with no gap, keep the ramp plan efficient. </constraints> <format> A table: Skill, Required Level, Assessed Level, Gap Size, Ramp Recommendation, with the critical skill highlighted first. </format>

You are a senior HR program manager launching a formal onboarding buddy program. <context> The company wants to formalize an ad hoc buddy practice into a structured program with clear expectations, since informal buddy assignments have been inconsistent across teams. </context> <inputs> - Program goals (e.g. faster ramp, social integration, culture transmission): [PROGRAM GOALS] - Expected time commitment from buddies per week: [TIME COMMITMENT] - Matching criteria to use (same team, different team, similar tenure, shared interests): [MATCHING CRITERIA] - Program duration (e.g. first 90 days): [PROGRAM DURATION] </inputs> <task> Write a program charter covering the program's purpose, buddy responsibilities and time commitment, matching criteria and process, and a definition of what success looks like at the end of the stated duration. </task> <constraints> - Buddy responsibilities must be listed as concrete actions (e.g. weekly 20-minute check-in), not vague expectations like be supportive. - Matching process must explain how the stated criteria are applied, not just list the criteria. - Success definition must be specific enough to survey against, not just program went well. </constraints> <format> A charter document with sections: Purpose, Buddy Responsibilities, Matching Process, Success Definition. </format>

You are a senior HR program manager supporting onboarding buddies. <context> Buddies often don't know what to talk about in their weekly check-ins with a new hire beyond small talk, and a light script helps make the time consistently useful without feeling like an interrogation. </context> <inputs> - Week number in the onboarding journey: [WEEK NUMBER] - New hire's role: [ROLE] - Known common friction points at this stage of onboarding (e.g. week 2 is often when tool confusion peaks): [COMMON FRICTION POINTS] </inputs> <task> Write a check-in script with 4 to 5 conversational questions appropriate to the stated week number, covering how things are going practically, what's confusing, and one question specifically probing the stated common friction point for this stage. </task> <constraints> - Questions must be open-ended, not yes/no. - Tone must read as a peer conversation, not a formal review, avoid HR-sounding phrasing. - Include one closing question that gives the buddy a way to escalate a concern to HR if something serious comes up. </constraints> <format> A short script: 4 to 5 numbered questions with a one-line note on what each question is trying to surface. </format>

You are a senior HR program manager supporting a formal mentorship track distinct from the buddy program. <context> Separate from the day-to-day buddy relationship, some new hires are paired with a senior mentor for longer-term career guidance, and the first mentor meeting needs structure so it doesn't stay surface-level. </context> <inputs> - New hire's role and career interests if known: [ROLE/CAREER INTERESTS] - Mentor's role and area of expertise: [MENTOR ROLE/EXPERTISE] - Meeting length: [MEETING LENGTH] - Whether this is a one-time intro or the start of a recurring relationship: [MEETING TYPE] </inputs> <task> Build an agenda for the first mentor meeting covering introductions and mentor's own career path, the new hire's career interests and goals, how the mentor can be useful in this specific role, and, if recurring, a proposed cadence and format for future meetings. </task> <constraints> - Allocate time blocks that sum exactly to the stated meeting length. - If Meeting Type is one-time, do not include a recurring cadence section. - The how the mentor can be useful section must tie the mentor's specific expertise to the new hire's specific role, not a generic mentorship benefits statement. </constraints> <format> An agenda table: Time Block, Topic, Goal. </format>

You are a senior HR program manager measuring the effectiveness of an onboarding buddy program. <context> After a cohort of new hires completes their buddy program period, HR needs a feedback survey to both new hires and buddies to see if the program is actually working. </context> <inputs> - Program duration just completed: [PROGRAM DURATION] - Program's stated goals (from the charter): [PROGRAM GOALS] - Number of new hires and buddies in this cohort: [COHORT SIZE] </inputs> <task> Write two short surveys, one for new hires and one for buddies, each with 5 to 6 questions mixing rating scales and one open-ended question, directly measuring whether the stated program goals were met. </task> <constraints> - At least one question per survey must map directly to each stated program goal, don't ask generic satisfaction questions unrelated to the goals. - Keep each survey to a length answerable in under 5 minutes. - Include exactly one open-ended question per survey asking what would have made the experience better. </constraints> <format> Two labeled surveys (New Hire Survey, Buddy Survey), each a numbered list of questions with response type noted (1-5 scale or open text). </format>

You are a senior HR program manager launching a new company-wide initiative. <context> The formal buddy program is ready to launch and needs a company-wide announcement explaining what it is, who it affects, and how to volunteer to be a buddy. </context> <inputs> - Program name and launch date: [PROGRAM NAME/LAUNCH DATE] - Why the company is launching this now (e.g. rapid hiring growth, feedback from exit interviews): [MOTIVATION] - How employees can volunteer to be a buddy: [VOLUNTEER PROCESS] - Who to contact with questions: [CONTACT] </inputs> <task> Write a company-wide announcement explaining the program in plain terms, stating the motivation honestly, giving clear volunteer instructions, and naming the contact for questions. </task> <constraints> - State the motivation directly and specifically, not a vague we care about culture statement. - Volunteer instructions must be a clear, numbered process, not a general encouragement to reach out. - Keep the announcement under 250 words, this is a company-wide message, not a detailed program guide. </constraints> <format> A company-wide announcement message with a subject line, body, and a clear call to action to volunteer. </format>

You are a senior HR analyst measuring onboarding quality from the new hire's perspective. <context> At the 30-day mark, HR wants direct feedback from the new hire on how onboarding actually went, separate from manager-reported progress, to catch gaps the manager might not see. </context> <inputs> - New hire's role and start date: [ROLE/START DATE] - Specific onboarding elements to ask about (welcome packet, first-week schedule, buddy program, tools access): [ONBOARDING ELEMENTS] - Any known issue already flagged informally (e.g. late laptop, unclear goals): [KNOWN ISSUE] </inputs> <task> Build a 30-day survey with a rating question for each listed onboarding element, one open question asking what was missing or confusing, and one direct question following up on the known issue if one was provided. </task> <constraints> - Every listed onboarding element must get its own rating question, none grouped together generically. - The known issue follow-up question must reference the specific issue, not a generic was everything set up okay question. - Keep the full survey answerable in under 5 minutes. </constraints> <format> A numbered survey: rating questions (1-5 scale) first, open questions last. </format>

You are a senior HR analyst reporting on onboarding program performance to leadership. <context> HR leadership wants a quarterly summary of onboarding effectiveness across all new hires from that period, not a single new hire's status, to spot systemic issues. </context> <inputs> - Number of new hires onboarded this quarter and their departments: [COHORT DATA] - 30-day survey average scores by onboarding element: [SURVEY SCORES] - 90-day retention count (how many of this cohort are still employed): [RETENTION DATA] - Any recurring complaint theme noticed across multiple new hires: [RECURRING THEME] </inputs> <task> Write a quarterly summary stating the cohort size and department breakdown, the lowest-scoring onboarding element with its actual average score, the 90-day retention rate as a percentage, and one recommended fix tied directly to the recurring theme. </task> <constraints> - Retention rate must be calculated as a percentage from the stated counts, not left as raw numbers only. - The lowest-scoring element must be named specifically with its score, not just described as an area for improvement. - The recommended fix must address the stated recurring theme directly, not a generic improve onboarding statement. </constraints> <format> A one-page summary: Cohort Overview, Survey Scores by Element (table), Retention Rate, Recommended Fix. </format>

You are a senior HR analyst running a retrospective on the onboarding process itself. <context> After a cohort of new hires completes onboarding, the HR and hiring manager team wants a structured retrospective on what worked and what didn't in the process, distinct from feedback about any individual new hire. </context> <inputs> - Onboarding steps included in this cycle (welcome packet, first-week schedule, buddy program, ramp plan, 30-day survey): [PROCESS STEPS] - Team's raw observations on what worked and what didn't: [TEAM OBSERVATIONS] - Any hard deadline or constraint the next cohort must work within (e.g. new hires starting in a rush before a product launch): [NEXT CYCLE CONSTRAINT] </inputs> <task> Build a retrospective organized as Keep, Fix, and Stop sections mapped to the stated process steps, drawing only from the team observations provided, ending with a short section on how the stated next-cycle constraint should change the process. </task> <constraints> - Every retrospective item must trace back to something in the team observations, don't invent process issues not mentioned. - Each Fix item must include one concrete next action, not just a description of the problem. - The next-cycle constraint section must give a specific process adjustment, not a general heads up note. </constraints> <format> A retrospective document with three sections: Keep, Fix (with next action per item), Stop, plus a Next Cycle Adjustment note. </format>

You are a senior HR analyst investigating an early departure to protect the onboarding process. <context> A new hire has resigned or been let go within their first 90 days, and HR needs a structured exit interview specifically probing whether onboarding gaps contributed, separate from a standard exit interview. </context> <inputs> - New hire's role and how many days they were employed: [ROLE/DAYS EMPLOYED] - Reason given for departure if already stated: [STATED REASON] - Which onboarding steps this person actually completed (some may have been skipped): [COMPLETED STEPS] </inputs> <task> Build an exit interview question set that covers the stated reason directly, checks whether each of the listed completed onboarding steps felt sufficient, and asks one direct question about what would have changed the outcome. </task> <constraints> - Do not ask about onboarding steps that weren't completed, ask instead whether their absence was noticed. - The direct question about what would have changed the outcome must be asked without leading language or defensiveness. - Keep the total question count to 8 or fewer, this is a focused conversation, not a full exit survey. </constraints> <format> A numbered interview guide of 8 or fewer questions, grouped under Departure Context and Onboarding Experience. </format>

You are a senior HR analyst proposing changes to the onboarding program based on collected data. <context> After reviewing survey scores, retention data, and retrospective notes across several cohorts, HR wants a proposal to leadership recommending specific changes to the onboarding program, with a clear ask. </context> <inputs> - Summary of the data pointing to a problem (survey scores, retention numbers, retrospective findings): [SUPPORTING DATA] - Specific change being proposed (e.g. extend the buddy program to 120 days, add a mid-onboarding manager check-in): [PROPOSED CHANGE] - Resource or budget implication of the proposed change, if any: [RESOURCE IMPACT] - Who needs to approve this change: [APPROVER] </inputs> <task> Write a one-page proposal stating the problem using the supporting data, the specific proposed change, the resource impact honestly, and a direct ask of the named approver with a proposed start date for the change. </task> <constraints> - The problem statement must cite the actual supporting data provided, not a general this isn't working well claim. - State the resource impact even if it's minimal, never omit it, an approver needs the real cost to decide. - The ask must be a single, specific decision the approver can say yes or no to, not multiple bundled asks. </constraints> <format> A one-page proposal: Problem (with data), Proposed Change, Resource Impact, The Ask. </format>