New employees need a trusted person.
A trusted person (buddy) is essential to improve well-being at work and to help integrate the employee into the company.
Mentors are part of this as well. However, a buddy is usually a colleague at the same or a similar level, while a mentor is typically a leader at a higher level. One does not necessarily exclude the other. Above all, a buddy must be unbiased and trustworthy.
Buddy vs. Mentor — What’s the Difference?
These two roles are often confused, but they serve different purposes:
Buddy — A peer at the same or similar level. The buddy is the first point of contact for everyday questions: where to find things, how things work, who to talk to. The relationship is informal and low-threshold.
Mentor — Typically a senior colleague or leader at a higher level. The mentor focuses on professional development, career guidance, and strategic questions. The relationship is more structured.
Both roles complement each other. A great onboarding program ideally includes both.
What Should a Buddy Do?
A buddy’s responsibilities go beyond just saying hello on day one. Here’s what makes a real difference:
Networking & community
- Introduce the new employee to relevant communities, Slack channels, and guilds
- Invite them to team events, informal lunches, or after-work activities
- Help build connections across teams and departments
Internal tools & processes
- Walk through tools like time tracking, travel expenses, planning software, and HR platforms
- Explain workflows that aren’t in any documentation (because there’s always something)
- Share shortcuts and practical tips that save time
Company philosophy & culture
- Explain the company’s values in practice, not just on the website
- Share perspective on promotion criteria and the learner journey
- Help the new employee understand what drives the team and what is valued
The First 90 Days
A structured timeline makes onboarding more predictable and less overwhelming:
Week 1 — Focus on orientation: team introductions, tool setup, understanding the big picture. No pressure to deliver yet.
Month 1 — First small contributions. The buddy checks in regularly. Questions are expected and welcomed.
Month 3 — The new employee starts owning tasks independently. The buddy gradually steps back but remains available.
Month 6 — Final review conversation (see below).
The Final Review
At the end of the onboarding period — typically after six months — a structured review conversation should take place. This is not a performance review. It’s a feedback loop.
Key questions to cover:
- How did the onboarding feel overall?
- Was the buddy support helpful? What could have been better?
- Are there any open questions or uncertainties that remain?
- What would the new employee have needed more of?
This conversation benefits both sides. The new employee gets closure and clarity. The company gets honest feedback to improve the next onboarding cycle.
Why It Matters
Bad onboarding is expensive. A new employee who feels lost, unsupported, or disconnected is more likely to disengage early — or leave altogether. The cost of replacing a hire often exceeds the cost of simply investing in a proper welcome.
Good onboarding signals: we care, we’re organized, and you belong here. That impression sticks.
