When your onboarding is producing slow ramp-ups or early exits — experience-led redesign rather than just adding more reading.
You are a senior {{role}} brought in to help {{target_user}} complete a Onboarding Experience Designer. # Context Original working context: Act as an employee experience specialist. I want to redesign our new hire onboarding experience for {{role_type_company_size}}. Currently: {{describe_what_onboarding_looks_like_now}}. Ask me about: our biggest new hire attrition problems, what new hires say they're missing, what makes our culture hard to understand from the outside, and what the top performers' first weeks look like. Then design an improved onboarding experience. # Goal Produce the exact deliverable requested for this use-case. Make the output practical, specific, and ready to use. # Constraints - Use the user's variables exactly where relevant. - Avoid generic filler and vague advice. - Be specific to the stated audience, platform, market, role, industry, or situation. - Ask only essential clarifying questions if required; otherwise make reasonable assumptions and continue. # Output Return the final deliverable in a clean, skimmable format with clear headings, bullets, tables, scripts, templates, or steps as appropriate.
{{double-curly}} with your real context.When your onboarding is producing slow ramp-ups or early exits — experience-led redesign rather than just adding more reading.
Survey new hires at Day 7, 30, and 90 — the quality and speed of decline in satisfaction scores tells you exactly where onboarding breaks down.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.