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Category: Expertise strategy

Good onboarding: Setting your external workforce up for success

Enabling new consultants to seamlessly integrate into your organisation is critical to their success. To ensure a smooth onboarding process, it is essential to help them get started immediately. This article will guide you through the most critical aspects of getting a consultant to start delivering from day one.

Organising a smooth start for consultants is both easy and a vital part of steering towards success from the launch. If you are prepared and attentive, getting it right takes little effort.

Highly experienced IT consultants are equipped to make an immediate impact and deliver results from day one. Due to their extensive knowledge and expertise, senior consultants can tackle even the most complex challenges that may arise with new clients. 

Most organisations are well equipped to onboarding new people, like yours. So, tap into that resource and get help from your HR department if you need assistance. Onboarding is simple, as you already know. Senior consultants have vast experience, are adaptable and understand their role. Both experienced managers and seasoned consultants know how to succeed with a new project, so getting people on board is straightforward yet important. 


By providing a smooth onboarding process and setting the stage for success, you can efficiently integrate them into your culture and maximise the value they bring to your organisation.

At emagine, we have provided expertise to clients in need through our network of independent consultants for over two decades. Thus, we have gained valuable insights through our experience and are eager to share some tips on onboarding external specialists. By following these best practices, you can help ensure a positive outcome and maximise the value of your investment in external expertise. So, let's dive in! 


Preboarding is crucial

A pre-onboarding phase is an internal, albeit crucial, step in preparing for the success of new external consultants. During this phase, employers can provide the consultants with important information about the company, its culture, and the expectations for their role. 

Preparations include defining the project's scope, communicating expectations, and defining performance metrics. Preboarding is a chapter on its own, and a well-defined project would always make the startup phase less complicated. Take notice of this vital step as a Programme Manager or Project Manager.

If you have the staff, consider asking one colleague or a sociable fellow consultant to act as a work buddy the first week. Also, remember that the account manager at your consulting partner usually will assist and have experience in introducing new consultants, and can quickly spot if you should take special care of something.


  Successful onboarding of an external consultant rests on the ability to get started right away.


Make the first day a breeze

Consultants are eager to make a positive impact from day one, and with the proper support and resources, they can hit the ground running and start creating value for your organisation.

Starting off on the right foot is critical for consultants to thrive in their new roles. While it may seem like a minor logistical issue, avoiding and minimising first-day trouble is incredibly important. 

By streamlining the onboarding process and ensuring that consultants have everything they need from day one, you can help them feel supported and empowered to hit the ground running and make a meaningful contribution to your organisation.

One way to avoid first-day trouble is to ensure new consultants have all the necessary permissions and access to relevant systems. It's also essential to ensure that hardware is set up and all practical matters are in order. By taking care of these details ahead of time, you can help new consultants feel welcomed and enable them to focus on making an impact in their new role.

Outline a clear vision

Whether it is long-term projects or a short-term assignment your consultant is tasked with, it's crucial to share your overall business perspectives and strategies. Providing them with a clear understanding of the big picture will enable them to effectively solve the problems they have been brought on to address. 

By sharing your vision for the future and helping them see how their work fits into the larger organisational strategy, you can motivate them to make a meaningful impact during their time with you. When consultants feel like they are contributing to a bigger picture and are part of something larger than themselves, they are more likely to be engaged and committed to achieving positive outcomes for your business.

a consultants shows her skills in front of colleagues

A positive work environment can foster collaboration and shared purpose, driving success throughout the project.

Hosting a startup meeting with the team on the first day is an excellent way to kick off a new project. This meeting can provide an opportunity to share vital information with the team, introduce team members to one another, and discuss the project in greater detail. 

Setting a positive tone and establishing clear expectations ensures everyone is aligned and working towards the same goals. This can foster collaboration and shared purpose, driving success throughout the project.


Integrate the consultant into the organization

As you know, it is important to introduce new consultants to key stakeholders, team members, and decision-makers within your organisation. While experienced consultants may be accustomed to navigating complex structures, a formal introduction can give them a head start and help them hit the ground running. 

Our clients know this includes more than simply showing the consultant their desk. You can promote a more collaborative and productive work environment by taking the time to introduce new consultants to the people they will be working with and helping them build relationships from the outset. This can lead to better outcomes for everyone involved and set the stage for long-term success.

  Investing in a skilled and experienced consultant can yield significant returns for your organization, but it's important to avoid cutting corners in the early phase.


Having an inclusive mindset throughout the contract can help ensure a successful outcome. One way to achieve this is by providing new consultants with a good sense of your organisational culture and treating them as an integrated part of the team. 

Maintain regular contact between the consultant and the account manager, which will help ensure that all problems will be raised quickly and effectively. Encouraging open communication and collaboration can foster a sense of belonging and create a positive work environment for everyone involved. This can lead to better outcomes and a strengthened partnership between your organisation and the consultant.

In other words, good onboarding goes beyond the first couple of days. An expert consultant's skills, commitment and experience will provide a much higher return on investment if you avoid cutting corners in the early phase. By making these initial investments, you can set the stage for a successful partnership and achieve better outcomes over the long term.

Your checklist:

Preboarding – have the essential documents ready

Assign a work buddy (optional)

Get security permissions, key and access to relevant systems

Organize tickets to the canteen, parking or other necessary or social services

Call for a startup meeting with colleagues – meet and greet

Share the vision and project goals

Set clear expectations for the consultant's delivery

Introduce and integrate with the team

Encourage open communication

Follow-up meeting after the first week

Good onboarding can be effortless with the right partner.

Contact our local departments for further information and schedule a free assessment.