A First 30 Day Onboarding Plan for a Philippines Hire

Week one: orient around one queue

Start with the work, not the company history. Pick one recurring queue with a stable volume and a visible output. Show the new hire five finished examples, one unfinished example, and one example that went wrong.

Explain who receives the output and what evidence proves acceptance. Give them read access first and a narrow practice lane second. By the end of the week they should be able to describe the request types, the tools, the owner of each exception, and the point where they must stop.

Week two: shadow and reverse-shadow

During shadowing, the new hire watches real work and writes down every decision they do not understand. The list becomes the training agenda. During reverse-shadowing, they do the work while an experienced reviewer watches the same screen and checks the source, the note, and the customer message.

Correct one thing at a time. Do not bury feedback in a long review document.

The goal is a repeatable path, not perfect speed. Keep a daily done list so the new hire can see progress that is not measured only by ticket count.

Week three: own the lane with a review gate

Hand over the queue with a named reviewer and a sample rule. For example, review every item for the first two days, then a random half, then a risk-weighted sample. The reviewer checks accuracy, evidence, authority, and the customer-facing message.

Failed items return with a reason code, not just a correction. Track how often the new hire asks for information that should be in the brief. Repeated questions usually indicate a missing source or an unclear rule, not a weak hire.

Week four: test the edge cases

Run a small set of adverse cases: missing information, an angry customer, a request outside the lane, a system outage, and a conflict between two owners. Ask the new hire to state the next action and the stop condition before acting. Then review the record.

The purpose is to make the authority line concrete. A person who can explain when to stop is safer than one who has memorized every routine step but freezes at the first exception.

Close the month with an evidence review

Meet with the new hire, the reviewer, and the business owner. Review the first month's sample, the error pattern, the questions that recurred, and the tasks that still need supervision. Decide what moves into the standard lane, what stays gated, and what must be redesigned.

Set the next review date. Do not declare the hire fully productive because the calendar says thirty days have passed. Declare the lane ready because the evidence shows it.