How can you onboard project team members joining mid-way?
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Onboarding project team members who join mid-way can be challenging, but also rewarding. You want them to feel welcome, informed, and engaged, while also respecting the existing dynamics and processes of the project. How can you achieve this balance and ensure a smooth transition for everyone involved? Here are some tips to help you onboard project team members joining mid-way.
Before you introduce the new team member to the rest of the group, you need to understand their skills, experience, and expectations. You can do this by reviewing their resume, conducting a one-on-one interview, and asking them to complete a skills assessment or a personality test. This will help you determine their strengths, weaknesses, learning style, and communication preferences. You can also ask them about their goals, motivations, and concerns for joining the project.
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Mehrdad Mahdavian
Project Manager at MTN Irancell | DBA | PMP | PBA | PSM
Onboarding mid-project team members: 1. Orient them on project goals and their role. 2. Introduce to the team and resources. 3. Provide necessary training and support. 4. Assign a mentor for guidance. 5. Have regular check-ins for progress and support.
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Essowè ABALO
Management and Technology Consultant | Driving Digital Transformation & Business Growth | Speaker | Coach & Trainer | Author | MBA, PgMP®, DASSM®, PMP®, PRINCE2®, ITIL4® MP, CSM®, PSM®, PSPO®| Let's Connect |
Here are my recommendations: Set Clear Objectives and Expectations: Clearly outline their role, responsibilities, and the project's objectives. This clarity helps them understand what is expected from them and how they can contribute effectively. Incorporate into Communication Channels: Ensure they are added to all relevant communication platforms and understand the preferred methods of communication within the team. Provide Contextual Project Documentation: Share comprehensive project documentation for them to reference, including project plans, previous meeting minutes, and status reports. Encourage Open Communication: Foster an environment where they feel comfortable sharing ideas and asking questions.
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Charles Umeh
I Help next-era leaders connect the dots beyond Work|Millennial|CorporateTrainer|I'nt Author|TEDSpeaker|T.VHost|
One thing I've found useful is to infuse their energy and rub off their new energy on the team especially in cases morale are dampened but what also works is paring them among generations that are ahead of them. For instance new Genz paired with passionate GenY or GenX while "passionate new Gen X" paired with baby boomer. The goal is that they rub off their strengths and cocreate a new version of magic in the workplace
Once you have a clear picture of the new team member's profile, you need to provide them with the essential information they need to get started. This includes the project scope, objectives, deliverables, timeline, budget, risks, stakeholders, and quality standards. You should also explain the project methodology, tools, roles, responsibilities, and reporting structure. You can use a project charter, a project plan, a project dashboard, or a project handbook to communicate this information. Make sure the new team member has access to all the relevant documents, platforms, and resources.
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Olivia Mitchell Russell MA PMP
Principal Owner & Founder @ Exquis Events Management | Management Consultant
In onboarding project team members joining mid-way, I've found success in creating a dynamic "living project plan." This document, akin to a project snapshot, encompasses scope, key players, milestones, and tracks pivotal actions and decisions. Maintaining this document is crucial for keeping everyone on the same page and regular updates ensure its relevance. While tool access is crucial, introducing team members to this central document first offers a cohesive starting point. It provides instant insight into the project's journey, facilitating a smoother integration for new project team members. It's about combining tool access with a strategic orientation, empowering team members to seamlessly join the ongoing project narrative
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Tameka Mullins, PMP®
Agile Digital Content Program/Project Manager | Tech & Pop Culture Creative | Emerging Screenwriter | - Former CW @ Meta (formerly Facebook) + TVC @ Google - Featured in Fast Company
When you provide new project team members with vital information, you're not only helping them, but you're empowering your team as a whole. An informed project team is a powerful one. Time spent now on educating on new members can save time later when you're in the trenches working on project milestones and mitigating risks. Some key things they should know are: •Where to find project artifacts •Who the project stakeholders are •Current company or organizational objectives •Organizational Process Assets (OPAs)
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Nick Lannan PMP
Project Manager at Andelyn Biosciences
One thing that is often overlooked when adding new team members after project initiation is access. Most PMs will immediately ensure new resources see the project schedule, current activities, and what's upcoming as due. However, one thing that can completely derail or stall a new resource's productivity is when they discover they don't have access to critical documents/systems/tools. Some frequently overlooked access items for new resources include: - Login credentials/site access: document repository, workspaces (Jira, MS Planner, etc), and even a corp. email account - Communication groups (email lists, Slack/Teams chat groups, etc.) - Buidling access, do they need access to special spaces/areas and need a badge/badge update?
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The next step is to introduce the new team member to the rest of the project team and the organizational culture. You can do this by organizing a formal or informal welcome meeting, where you can share the new team member's background, skills, and role, and invite the existing team members to introduce themselves and share their expectations and feedback. You can also involve the new team member in some team-building activities, such as icebreakers, games, or social events, to help them bond with their colleagues and learn about the team norms, values, and behaviors.
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Joshua Hammons
Project Manager | Organizational Development Pro | Problem Solver | Culture & Diversity Champion | '25 MBA Candidate | Husband | Pet Parent | Chris Nolan’s #1 Fan | Air Force Veteran
Having a team building session first could be better than throwing the new PM into the team. Having some natural ice breakers in a setting that puts everyone on even footing can be a great option.
Another way to help the new team member feel supported and integrated is to assign them a mentor or a buddy. A mentor is someone who can guide, coach, and advise the new team member on their professional development, performance, and career goals. A buddy is someone who can assist, orient, and befriend the new team member on their daily tasks, challenges, and questions. You can choose a mentor or a buddy from the existing project team or from another department, depending on the new team member's needs and preferences.
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Joshua Hammons
Project Manager | Organizational Development Pro | Problem Solver | Culture & Diversity Champion | '25 MBA Candidate | Husband | Pet Parent | Chris Nolan’s #1 Fan | Air Force Veteran
A mentor is an absolute must. OJT is everything for a PM, as every organization diverges a bit from the PMBOK and learning the nuances is easy when you have a mentor.
Finally, you need to give the new team member some meaningful and manageable tasks that will allow them to contribute to the project and demonstrate their value. You can do this by setting clear and realistic expectations, defining the scope and deliverables of each task, providing regular feedback and recognition, and monitoring their progress and performance. You should also encourage the new team member to ask for help, share their ideas, and collaborate with their peers. You can use a project management software, a task management tool, or a feedback system to facilitate this process.
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Joshua Hammons
Project Manager | Organizational Development Pro | Problem Solver | Culture & Diversity Champion | '25 MBA Candidate | Husband | Pet Parent | Chris Nolan’s #1 Fan | Air Force Veteran
Ensure that a constant feedback loop is established. Nothing is worse for a new team member than to have to guess if they are meeting expectations.
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Rahul Pai
Experienced Professional | Project Management | People Management | Process Improvement | Technical Leadership | MBA (Information Management) | Certified Professional Scrum Master
On boarding project team members midway through project is not unusual if project is long & complex. While it may be little unsettling for existing team combination, it is often not so difficult in the long run. Very much as the Tuckman's ladder mentions, stages of forming, storming & norming are revisited each time the team combination changes via members joining in or existing members leaving. While the latter does not impact much with comfort levels of the team, it does contribute to work load distribution issue & related delays due to missing skills & commitment. One way to ease new member on boarding is that teams must be informed beforehand about skills, behaviors, hobbies & personal traits of new member joining them & vice versa.
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Shubham Paliwal
Project Manager at Design Brewery | Certified Professional Scrum Master
Onboarding project team members joining mid-way requires a clear introduction to project objectives, roles, and responsibilities. Provide access to project documentation, past meeting notes, and team introductions. Assign a mentor or point of contact to guide them and ensure they feel integrated and informed.
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Saad S.
Digital Project Manager | Agile Project Manager | MS(PM)
Form a baseline pitch for the project brief that is concise yet comprehensive for convenient onboarding. All deliverables and resources should be available and pinned to the project communication channel, so they don't have to spend time looking all over for resources. Slack is one of the best all-around options for agile projects. Let them blend with the project team and give them time and space to comprehend the project scenario. Last but not least, be available to answer any queries they or any team member may have.