You have a team member who’s not familiar with the project. How can you get them up to speed quickly?

It is also important from the start to consider what your specific expectations are for their role in the project and align next steps. Also consider the culture and chemistry of the team — as well as personalities and work styles of the project team and stakeholders. What will be necessary to position and support the team member to navigate and/or influence them successfully?

Begin with a welcome meeting to introduce them to the team and provide an overview of project goals. Share concise project documentation, assign a mentor or buddy for guidance, and conduct targeted training sessions on essential tools and processes. Encourage hands-on experience through small tasks, schedule regular check-ins for progress updates, and foster open communication. Share team resources, encourage independent exploration of the codebase, and establish a feedback loop for continuous improvement. This multi-faceted approach combines communication, documentation, and hands-on learning to expedite the onboarding process effectively.

A journey of thousand miles starts with a simple first step. Make sure to understand the current skills and try to assess the gaps to be the best in their role. This assessment will help layout a plan and move forward.

Be available to provide ongoing support and guidance as the team member gets up to speed. Regular check-ins and feedback sessions can help manage any challenges or gaps in their familiarity.

The team leader needs to step in and arrange a quick kick-off to the project for this team member; what are their core skills & competences, where they can be expected to excel and how much responsibility they can take as well as what they need help or guiding with. The project goals, schedule and resources need to be made crystal clear for each and every one in the project team - not to mention making sure that every one involved feels a strong bond & commitment to the project.

To ensure transparency and positive intent, it's crucial to share project specifics openly. However, the foundation lies in defining what success truly entails and confirming mutual understanding. A former leader of mine adhered to the principle of stepping back from the details to see the bigger picture and articulating the essence of success. In coaching, we emphasize that motivation stems from clarity—whether it's about roles, projects, or desired outcomes. Creating a safe mental space for exploration is equally vital, especially for new team members, to foster assimilation and alignment.

Para colocar um novo membro da equipe em velocidade no projeto, é importante seguir algumas etapas fundamentais: Dedique tempo para explicar claramente os objetivos do projeto, incluindo os resultados esperados e as metas a serem alcan?adas. Forne?a exemplos concretos de como o projeto contribui para os objetivos organizacionais mais amplos, se aplicável. Explique como o trabalho do novo membro da equipe se encaixa no contexto geral do projeto. Esclare?a suas responsabilidades específicas, tarefas atribuídas e áreas de foco.

While the specifics of the project are required to be shared with transparency and positive intent, I believe it all starts with clarifying what success really looks like and confirm understanding. One of my earlier leaders used to live by this principle : engage in a conversation to zoom out and see the big picture and articulate what success means. In coaching we reiterate the fact that motivation is a byproduct of clarity - of role, of project, of outcomes. Allowing a safe space for mental exploration is equally essential, especially among the new joiners so ensure 'assimilation' and 'alignment'.

In my experience having a project onboarding pack is crucial to ensure new team members can be brought up to speed. The pack includes 1. project background and business rationale and benefits 2. Project plan 3. Project team and business stakeholders 4. Project objectives and goals 5. Roles and responsibilities 6. Resources

This is an area often overlooked. That is investing in this level of preplanning. Most leaders expect their employee to do most or all of what was described above. This is a problem, but also real life. I would add that the leader should also provide strategic context around the barriers to success, technically and impersonally.

I believe the mentor is a huge contributor to someone's success when jumping into a project that is already in full swing. It's a quick and efficient way to get them up to speed (example: they need to know where the project is now, and what still needs to be accomplished... the concept which stemmed the project in the first place, may not be as relevant to their learning curve as the where we are and where we need to go conversation). A mentor can also help to build confidence, be a safe thought partner for execution strategies, and mitigate concerns before those concerns become an actual problem or stumbling block. Having the right mentor in your corner can make all the difference.

The most effective approach to help them catch up quickly, answer questions, and provide guidance would be to pair them with a team member who is well-versed with the project and possesses strong communication skills.

Find somebody within the group who could act as a mentor or buddy and give directions, answer inquiries or offer assistance whenever necessary.

Es bueno ser el mentor trabajando con el en sesiones quicenales y viendo avances de su mejoria mediante actividades o trabajos asignados

é importante que atribuemos um mentor ou colega de equipe experiente para orientar o novo membro. Esta pessoa pode ajudar a responder perguntas, fornecer orienta??o sobre o projeto e oferecer suporte durante o período de integra??o. Outro ponto que merece aten??o é que este mentor tenha as habilidades necessárias para desenvolvimento e assessment de talentos, em fit com a cultura da empresa e do negócio.

Providing a new team member with a variety of resources is essentially about equipping them with a toolkit for success. It’s like giving them a map, compass, and gear before a journey. This holistic approach ensures they have the knowledge, context, and means to navigate the project landscape effectively, leading to a quicker and more confident start. It’s all about setting them up to be self-sufficient and integrated into the team’s workflow as seamlessly as possible.

Com um plano de treinamento personalizado baseado nas necessidades identificadas do novo membro podemos fornecer recursos necessárias para o desempenho de suas tarefas. Isso pode incluir tutoriais, cursos online, material de referência ou até mesmo sess?es de treinamento prático. é fundamental garantir que ele tenha as habilidades e o conhecimento necessários para contribuir de forma eficaz e na velocidade esperada.

On a regular basis, allow free questioning by the member as well check-ins to address any worries or misunderstandings. Encourage them to ask questions freely

Dotar a los nuevos miembros del equipo con los recursos adecuados transforma su potencial en éxito tangible. El potenciarlo, capacitarlo y brindarle los recursos necesarios, en mi experiencia personal liderando equipos puedo afirmar que esto permite aportar soluciones innovadoras que tienen un impacto significativo en el logro de objetivos. Por esp, esta experiencia reforzó mi convicción: proveer acceso a conocimientos y conexiones no solo acelera la integración, sino que también enriquece al equipo con nuevas perspectivas. Invertir en recursos te asegura sembrar para una cosecha de exito en tu equipo.

The real MVP. They're coming into a new project but don't just hand them /all/ the project documentation, templates, etc. and ask them to somehow tease out what is actually valuable to them. Remember: this project is already in motion. Yes, they will need access to whatever they might need but first ask them specifically what they think they need. This approach assumes that you're bringing in talent - if it's a complete newbler and you're just trying to throw bodies at the project, the approach might have to be more... 'educational' and will likely require a mentor (see above) to help them digest what they're receiving. It's great - really great - to say "give them everything they need" but the only way to know is to ask, not just give.

"Clear is kind, unclear is unkind." (Brene Brown) Having clear expectations for any of your work, should be every leader's goal for their team. We can all recall those teachers, professors, and bosses who would walk away from a conversation with you and you had no idea if you were just praised or reprimanded! No one, wants to report to that type of leadership, where the expectations are as clear as mud. Clear is kind, it sets the stage for the deliverables, the expectations, and the timelines. This is how you set your team up for success.

It's crucial to set clear deadlines, quality standards, and performance indicators for their tasks. Expectations should be communicated explicitly and documented either in a written agreement or task list.

Share with the new team member the project plan, as well as the roles and responsibilities of each member. They need to be clear on where they sit within the big picture of the team. Be clear with them on: - their role and responsibilities - their specific goals - who they should consult and inform - who is accountable for the work - what does the final outcome look like (is there a specific way the company has on presenting the work) - what are the deadlines - who will be line managing them and what the frequency of 1:1 meetings will be - what resources there are to support getting the work done Also check in with the new member about how they like to work, how they like to be led and what can the team do to get the best from them.

Offer training sessions on these kinds of gifts courses that are specific on tools, technology or process related to this project.

à medida que o novo membro ganha confian?a e familiaridade com o projeto, encoraje-o a assumir tarefas e responsabilidades de forma aut?noma. Isso ajudará no desenvolvimento de suas habilidades e no fortalecimento de sua contribui??o para o projeto. Para que este passo seja bem sucedido, etapas anteriores podem contemplar um PMO com tarefas e prazos acompanhados pela lideran?a e mentoria, até que o membro sinta-se seguro para seguir em outros momentos do projeto com maior nível de autonomia e independência.

Set up regular short feedback sessions: ask for their feeling, their achievements and their needs. Allow time to speak before giving feedback. Reinforce the positive aspects and successes. For improvements areas, be specific and give feedback with relevant and timely observations. Share their successes: make noise and let other colleagues and hierarchy know about it.

Have regular meetings with this person to ensure the situation is under control or evolving in the right direction. Check on this person regularly to show support and be able to answer questions when needed.

Splitting tasks into achievable bits and arranging them according to their importance so that they may be completed depending on deadlines will help direct your staff members’ efforts well

Talk with this person on a regular basis about the project and check on their progress. Answering any questions they may have is helpful.

Avoir un feedback permet de corriger ou d’accélérer la dynamique. Si au golf je change de quelques millimètres mon point d’impact avec la balle, la trajectoire de cette dernière va être totalement différente ! Le feedback permet d’orienter dans la bonne direction. Et surtout il faut le faire le plus vite possible avant de devoir déconstruire et possiblement frustrer certaines personnes. C’est pour cette raison qu’il faut surtout donner des feedbacks réguliers au début, et ensuite on peut espacer les feedbacks. En tout cas, il faut les garder, car faire des feedbacks permet également de mesurer ?? On ne peut pas gérer ce qui n’est pas mesuré !

Quickly get a team member up to speed on a project by providing a comprehensive project overview, including goals, timelines, and key deliverables. Offer access to project documentation and resources, encouraging them to review relevant materials. Schedule a one-on-one meeting to address any questions, clarify expectations, and outline their specific role in the project. Pair them with an experienced team member for guidance and support, and encourage open communication throughout the onboarding process. Regular check-ins and a collaborative approach will expedite their understanding and integration into the project.

It's really important to create an open environment where they feel comfortable asking questions and seeking clarification. This fosters a culture of transparency and collaboration, ultimately enhancing productivity and fostering innovation. Encouraging open communication channels ensures that everyone's perspectives are valued and that any potential misunderstandings are promptly addressed.

Relationships are everything so it’s important for the team to start building them immediately with the new person. Have each team member set up a meeting with the new person to talk about what they do, how they do it and also how they like to work. Have a set agenda for each person to go through to ensure a consistent set of information is received. If this is done after the new team member has been given their role and responsibilities, it will give them a better opportunity to ask specific questions to make the most of the meetings. This will also bring the team up to speed with what the new person will be doing and their understanding of the role in these early stages.

Crear una agenda dónde pueda pasar un tiempo determinado con cada líder de cada parte del proyecto. Allí, pueda ver de primera mano el proceso, las habilidades desarrolladas por cada persona, y las herramientas que utiliza. Esto suele ayudar no solo para que tenga una visión más completa sino para que pueda saber dónde puede ser más eficiente en el proyecto. Además ayuda también a conocer de quién aprender qué, para acabar teniendo más y/o mejores herramientas profesionales.