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A new joiner's first months set the pace for everything that follows: how quickly they settle in, how soon they start performing, and how clearly they understand what to do next. Giving them that clarity is the manager's job, and it is a challenging one, because knowing exactly how to guide someone through an unfamiliar first year, step by step, is no easy task.
Our client had written the plan to help their managers do precisely that. The catch was how a manager could get hold of it. The only way then was to sit through a classroom training session while a trainer talked them through it.
We turned that one-off session into a guided experience that managers can complete on their own and return to whenever they need to.
A whole year of guidance locked into one training session
The materials set out everything a manager needed to bring a new joiner from offer letter to first anniversary: pre-boarding, the first day, and the critical first month broken down week by week, then the longer arc through performance development dialogues, leadership essentials, mobility and goal-setting across months two to twelve.
The challenge was how a manager could access it. The content was dense, and the only way to deliver it was through an instructor-led training session, with each new manager scheduled into a room and walked through the toolkit by a trainer. That delivery model was strained in the following key areas.
The roadmap was already a journey
When we mapped the content, a route emerged. The twelve months read as a series of milestones, each with its terrain and its own risk of going wrong. The first month was steep and detailed, broken into weekly checkpoints. The later months were about pace, altitude and holding momentum toward the new joiner's first anniversary.
We rebuilt the toolkit around that route and chose a metaphor strong enough to carry the whole roadmap and hold a manager's attention on their own: a mountain expedition.
The framing is set in the opening narrative, where a new joiner's first year is cast as the climb of a novice mountaineer, an experience that is demanding but full of rewards, with the manager as the guide who has a rich source of experiences that will benefit the team member in many ways.
one climb, six stages
We shaped the roadmap into an expedition with six stages to conquer, with each leg of the climb mapped to a real milestone in the new joiner's first year:
A manager moves through the whole expedition in one sitting, and the structure teaches while they climb. Altitude signals progression. Terrain signals difficulty, so a manager feels that the first month is the steep part. The summit gives the year a destination. And because the climb lives on a persistent map, a manager can drop back into any stage later to retrieve a single point without booking another session.
a guide a manager can follow alone
Each stage is rendered as its environment in one consistent illustration system: forest foothills, alpine ridges, a cliff-edge camp, a night scene around the fire, and the final snow-covered summit.
The art is fully custom and carries the client's brand colours, so the experience feels unmistakably theirs. A scripted voice narration plays the role the trainer used to, guiding the manager up the mountain and carrying the teaching without putting a presenter on screen or needing a session in the diary.
The interactions turn a dense read into something a manager can navigate and revisit:
The result is a guide a manager picks up once, completes with intent, and comes back to whenever the next milestone arrives.
The redesign was built to achieve three measurable goals:
It reaches every manager without a trainer. Guidance that once required a scheduled training session for each manager is now available to all of them, the same way every time, when they need it.
It gets completed and revisited. A guided, engaging experience invites managers to finish it and return to it as a reference.
It lifts the outcome that pays for everything else. Managers who find the right guidance at the right moment onboard better, and better-onboarded joiners reach productivity sooner and stay longer.
The transition went well beyond moving a deck online. We re-architected how a year of responsibility reaches managers, based on one insight: the roadmap was always a journey, so we let the managers take it.
That is the difference between commissioning production and commissioning learning design. Production makes your slides look better. Learning design changes whether your managers can onboard people well, without anyone having to be in the room.
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