Module 3/4 28 min
Roles, buddies and measuring impact
Step 1 / 4·Who is responsible for what
0/4 steps done
Learning objectives — after this module you will:
- Draw clear lines between HR, the direct manager and the buddy
- Design a buddy/mentor program for new hires
- Choose onboarding metrics and know how to collect feedback
Learn ~7 min
Who is responsible for what
Avoid 'everyone assumed someone else had it'.
The number one cause of onboarding failure isn't missing documents — it's UNCLEAR OWNERSHIP. HR assumes the manager handles the job side; the manager assumes HR handles integration; the new hire falls into the gap between them.
A simple split: HR designs and runs the SYSTEM; the DIRECT MANAGER owns the new hire's success; the BUDDY provides day-to-day help with everything that isn't written down.
The role matrix
| Role | Responsible for | NOT their job |
|---|---|---|
| HR / L&D | Program design, materials, schedule, measurement, nudges | Doing the manager's day-to-day technical coaching |
| Direct manager | Expectations, 30/60/90 goals, feedback, removing blockers | Outsourcing it all to HR |
| Buddy / Mentor | 'Silly' questions, unwritten rules, introductions, company | Evaluating the new hire's performance |
| The team | Welcoming, sharing context, collaborating | Treating the new hire as 'HR's business' |
Key takeaway: HR builds the system, the manager owns the outcome, the buddy walks alongside — split roles clearly so nobody falls through the gap.