When a new employee is hired to replace one who is departing, the transition of responsibility is a critical element of the onboarding process. Ideally, they’ll be able to shadow their predecessor and train with them for a week or two, but more often than not, that isn’t possible. If hiring managers and leaders aren’t intentional about this aspect of onboarding, the new hire can quickly become overwhelmed, or at worst, set up for failure. To avoid that, it’s important to manage expectations. Even with the best onboarding processes under ideal conditions, there will still be a learning curve and an acclimation period. Create a framework that involves a 30-, 60-, and 90-day outline that lays out goals and benchmarks for the new hire. Also consider, if possible, assigning them an informal onboarding mentor—a peer who can help guide them through their responsibilities as well as someone they can ask about the more informal, subtle nuances of the organizational culture.