Onboarding in the lab is more than paperwork and a quick safety lecture. It’s about helping new hires feel safe, confident, and prepared to contribute without disrupting ongoing work. The following dos and don’ts for effective onboarding offer a roadmap that lab managers can adapt for their teams.
Dos
1. Start with safety training
Safety must be the first priority. Beyond the standard PPE reminders, new hires need hands-on practice so safe behaviors become muscle memory. Don’t assume prior experience means they’ve been taught correctly. Kelly Sullivan, PhD, global director of operations and labs at CIC Labs, notes that people can develop bad safety habits in other roles where they were permissible, and training them out of those habits can be difficult.
2. Use a structured “see, do, review” model
When onboarding new staff, Sullivan recommends:
- First, have them read the SOPs
- Next, have them observe the processes
- Then, observe them execute the processes, and
- Finally, allow them to perform independently
This shadowing process ensures that each step is reinforced before a new hire is on their own.
3. Set clear 30-, 60-, and 90-day milestones
Break onboarding into stages. The first month should be pure observation. By 60 days, new hires can contribute. At 90 days, they should be giving back more than they take in training resources. By setting these expectations with new hires, you provide them with clarity and can track their progress more objectively.
4. Define a “minimum viable onboarding package”
When onboarding, Sullivan says every new hire should receive four essentials: safety training, workflow/SOP knowledge, equipment training, and data security and compliance. Adding a simple “who to go to for what” roadmap can help prevent them from feeling isolated, she adds.
5. Integrate operational training
Onboarding isn’t only about bench work. Teach preventive maintenance, how to use ticketing systems to report issues, and the basics of supply chain logistics. New scientists need to understand that smooth lab ops are as critical as experiments. “Lab ops is kind of that invisible hand that makes sure the scientist can just sit down and focus on their work,” Sullivan says.
6. Use milestones and tests to assess progress
Practical skills tests reveal habits and attention to detail, helping guide future onboarding. A pipette calibration check or SOP-writing exercise can show how carefully a new hire follows instructions.
“Sometimes it’s easier to train a behavior than it is to correct bad behavior.” — Kelly Sullivan
7. Encourage questions and create psychological safety
Having no questions during onboarding doesn’t necessarily indicate understanding. Encourage questions at every step, even if they seem obvious. A culture that welcomes curiosity prevents costly mistakes.
Don’ts
1. Let new hires change processes too early
Observation comes first. Jumping in with suggestions before understanding the reasoning behind processes can be disruptive and demoralizing for the team. “Sometimes [you have to tell new hires] a process is done a certain way because you have tried it the other way and there’s not a better way,” Sullivan says.
2. Assume experience equals good habits
“I prefer to hire a scientist with no experience than someone with experience sometimes. Bad habits stay,” says Sullivan. Prior lab work can mean ingrained shortcuts or unsafe practices. It’s often easier to train someone with no experience than to retrain someone with bad habits.
3. Discourage curiosity
If trainees fear judgment, they’ll keep quiet even when confused. Managers must show that no question is too small or too simple. “I’ve noticed people being less willing to ask questions. . .you have to constantly try to pull questions out of people as you’re training,” Sullivan advises.
4. Overload new hires on day one
Avoid cramming too much information or training into the first day—it can overwhelm new hires and reduce retention. Prioritize essentials and pace the rest.
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5. Ignore early red flags
If a problem or misunderstanding appears, address it promptly before it grows into a pattern. Early intervention prevents rework and frustration.
6. Neglect regular check-ins
Frequent, informal feedback sessions help reinforce learning and show support. Skipping them can make new hires feel adrift.
In conclusion
A strong onboarding program is built on structure, consistency, and openness. By focusing on safety, gradual responsibility, operational awareness, and psychological safety, lab managers can help new hires transition from observers to confident contributors.
-Note: This article was created with the assistance of generative AI.
