LA-BORA!gov Welcoming Model

Part 1 – Introduction

Remember: everything starts with trust. When the organization helps new public servants feel welcome during onboarding, it creates conditions for good relationships. A foundation of trust forms that improves employee engagement, removes barriers to collaboration, and increases productivity.

“It is a comprehensive process to integrate a newcomer into the organization. It involves assimilating the culture, building relationships, and acquiring the tools and knowledge needed to become a productive member.” — Amber Hyatt

Why does it matter?

• 20% of staff movement happens within the first 45 days.
• 40% of adults report feeling lonely. This sense of isolation is amplified for new hires and can increase their chances of leaving a job.
• 83% of top-performing organizations began onboarding before the new hire’s first day at work. Source: Harvard Business Review, 2018.

Keep in mind: focus on people.

Recall your own first days on the job across your career. Were you welcomed? Did you receive essential information clearly and directly? Did you have someone as a reference to ask questions, get tips, or talk with? How could your experience have been better?

A survey by the Human Capital Institute (HCI) and Kronos found that 60% of employers said their main goal for onboarding is to integrate employees into the culture — yet people and culture account for less than 30% of program focus. Source: Kronos.

Part 2 – LA-BORA!gov’s Experience (by Gabriela Brasil)

Take what we have done best and adapt the welcoming process to fit your area. This notion is inspired by the book Steal Like an Artist by Austin Kleon.

Plan the welcome

If you truly intend to welcome new team members, you must plan it with your team. At LA-BORA!gov we assign leadership for this activity, list the most important topics on a board, and the team organizes itself. Everyone participates and takes responsibility for the welcome. The leader sets an overall deadline and monitors progress. After all, receiving a new team member well requires planning.

Questions to guide planning: What knowledge helps the newcomer start their activities with greater ease? What formal rules and team agreements must be organized and communicated?

Inform about the new team member

Regardless of team size, everyone needs to know when someone new joins the area. At LA-BORA!gov the team is engaged from the recruitment stage. Sometimes existing team members may feel threatened that a newcomer could take over responsibilities. It is a good idea to clarify the new hire’s role and how their work will interact with ongoing efforts.

Onboarding starts before day one. According to the New Hire Momentum report (Kronos, 2018), one essential practice is to begin onboarding as soon as the candidate accepts the offer. At that time, the new hire can be informed about the company's onboarding program and receive initial instructions. In some cases, organizations provide access to onboarding platforms and company presentation materials before the official start date. It is also helpful to describe a preview of the reception so the new team member knows what to expect on the first day and feels less anxious. Source: Kronos.

Welcome email

An empathetic welcome message helps the newcomer feel a sense of belonging. It can be sent before the start date or on the first day. Including some guidelines about what the beginning will look like can reduce anxiety. A phone call, voice message, or short video can strengthen ties, especially for remote work.

Example of an email sent by LA-BORA!gov

Subject: Welcome to LA-BORA!gov — Documents for secondment and floating team

Hi [NAME],
Congratulations — you have been selected to join the LA-BORA!gov core team!
We are VERY happy to have you on our team!
To arrange your arrival and start the paperwork, we need the following documents:
- Authorization from your DAS 5 supervisor or higher (I saw you have already sent the release; please check if you meet the criteria);
- Personal identification document;
- Resume (if you can resend it, not necessarily in the Talent Bank format, that would be great).
Because the secondment process usually takes a few months and we are eager for you to join our team, you can start getting familiar with our dynamics and adapt to the new role by joining the floating team starting on 28/10. 
What do you think? We will run the onboarding and you'll understand everything, don't worry!
If you have any questions, contact us.
Welcome aboard!
See you soon,
LA-BORA!gov

Communication channels

Add the new team member to the WhatsApp group, request institutional email, include them in chats, and give access to shared documents. Do not leave anyone out. Organize the key information that helps the newcomer start calmly: formal rules, team agreements, and where to find resources.

Show who we are

To help the newcomer situate themselves, clearly present the area’s mission, vision, and values, as well as its position in the organizational chart. Share the history of the area — why it exists, where it is, and where it wants to go. This can be done in a concise, well-structured meeting with supporting materials.

Show where we are

Provide an overview of current work. Offer a one-minute pitch of active projects — a short, direct, and impactful verbal presentation to spark genuine interest. At LA-BORA!gov we keep a Miro board with ongoing projects, one-off activities, and recurring tasks. This visualization makes it easy to see what we do and who is responsible.

Our tracking table includes columns for: 1) Priority level: effort × impact; 2) Deadline; 3) Deliverable; 4) How: useful details; 5) Who: team + co-lead + leader.

Align expectations

It is essential to clarify what is expected of the new team member and what that person expects and aspires to do. Balancing dreams and needs requires open dialogue and trust.

1:1 Mentoring

We use the "one-on-one" technique to create a circular exchange model: team members meet weekly in pairs. This practice encourages people to move beyond formal titles (leader vs. subordinate) and meet as people. It is a time to share frustrations, exchange ideas, and ask for advice. Team members update each other on projects, reducing the number of full-team meetings and information asymmetry. The most important outcome is strengthening trust, empathy, and bonds.

At LA-BORA, Luana (our general coordinator) mentors the core team, and the core team mentors the floating team. Mentoring pairs between core and floating teams are updated periodically.

Team agreements

Instead of assuming everyone knows the social rules at work, create explicit agreements. Clear communication prevents rework, unsafe acts, and conflicts. Examples of agreements include: how, where, and how often to record deliveries; remote, hybrid, or in-person work arrangements; whether fixed in-person days are required; how convocations are announced and with what notice; regular meeting days; standard background images for video calls; designated communication channels; and expected response times.

About the team

Introduce team members. Icebreaker activities can help with integration.

Start practicing

Put your welcoming process into practice. Learn by doing. Don't wait for a perfect plan or for the team to feel 100% ready. "Done is better than perfect." — George S. Patton

Share and scale

Were you inspired? Tell us if our experience helped you implement welcoming practices. Share the idea and let’s improve the experience of public servants together.