How to Set Up New Researchers for Success
One of the most common questions I get asked is: “How can I set myself—or the researcher I hire—up for success when starting a new position?”
Having worked as an independent design and user researcher for over a decade and coached countless UX professionals through similar transitions, I’ve seen patterns emerge. Some approaches consistently lead to smooth onboarding and successful outcomes, while others create unnecessary hurdles.
This guide was designed for a client, a hiring manager. I've repurposed it to address this frequently asked question and help both researchers and hiring managers create a productive and positive onboarding experience. Enjoy!
Assumptions for Success
This guide assumes three critical factors:
You are the RIGHT HIRE for what the organization needs RIGHT NOW.
The work you are hired to do is the work you EXCEL at doing.
The timing, compensation, and other mechanics for all parties is a MATCH.
If those three elements are in place, the rest is about creating an environment where both the researcher and the organization can thrive.
1. Assign a Research Buddy
Assign the new researcher a buddy—someone who isn’t their hiring manager. This should be a fellow researcher, if at all possible, who understands the team dynamics, processes, tools, and culture.
Why: A buddy offers an accessible outlet for questions and guidance about compliance, expectations, politics, and unique procedures.
How: Schedule a 15-minute weekly sync for the first few months. These informal check-ins help build internal connections and smooth the acclimation process.
Better yet, arrange a meet-and-greet for the new researcher with everyone on the research team. Spread these meetings out over the first two months to avoid overwhelming them.
2. Identify and Validate the First Project
Before the researcher starts, identify a viable first project.
Ensure it’s viable: The project should be important, achievable, and appropriately scoped for the researcher’s skills and roadmap timeline.
Validate with stakeholders: Confirm the project’s relevance and feasibility with stakeholders before the researcher’s first day to avoid surprises.
3. Provide Access to Resources, Tools and Stakeholders
Set the researcher up with everything they need to hit the ground running:
Background Materials: Compile and share past and related studies, personas, journey maps, user data, product roadmaps, design principles, and stakeholder expectations.
Tools and Platforms: Provide a list of the tool stack, details on what is used, and when, if approvals are required to utilize, and who to contact to request access if these aren't provisioned on day one. Consider your recruitment, survey and analysis, and collaboration tools as well as video conferencing platforms and internal systems or dashboards relevant to the role.
Access Credentials: Ensure they have credentials or invites to email, project management tools, and file-sharing systems including your research repository, if applicable.
Team Directory and Org Chart: Share a directory of key contacts and an overview of team structures to help them identify stakeholders and collaborators.
Pro Tip: Create a quick onboarding guide with the most critical tools and resources hyperlinked.
Why it matters: Without access to the right materials, tools, and stakeholders, researchers will struggle to create an informed research plan, engage fully with their work, and collaborate as expected.
4. Support the Kickoff Process
Hiring managers, or senior peers, consider joining the researcher’s first kickoff meeting with stakeholders to ensure alignment.
Educate stakeholders: Help stakeholders understand research constraints, methodologies, and realistic expectations. See #2 above.
Advocate for the researcher: If stakeholders propose overly broad, unanswerable, or ill-suited questions, support the researcher as they refine the scope. See #2 above.
5. Provide Feedback and Assume Best Intentions
Acclimating to a new organization can be very challenging. #truthbomb. Regular check-ins and open communication can make all the difference.
Ask for feedback: “How’s it going from your perspective? Is there anything I can do to help?”
Be patient: Expect some bumps along the way as the researcher adjusts to new cultures, priorities, and processes.
Assume good intentions: Most people don’t come to work to fail. If issues arise, explore whether the root cause is unclear expectations, misaligned projects, or insufficient onboarding.
6. Celebrate Wins and Effort
Recognize the researcher’s early successes and efforts:
Celebrate helpful insights: If their work delivers valuable, actionable insights, etc. acknowledge it as a win for EVERYONE involved.
Encourage resourcefulness: If they seek support from other teams or tools, view it as a sign of dedication rather than a weakness.
7. Address Concerns Thoughtfully
If significant performance concerns emerge, provide clear, actionable feedback in writing.
However, remember that most issues stem from unclear expectations or misaligned projects rather than a lack of effort or skill.
A Two-Way Street
Onboarding is a shared responsibility.
Organizations must create an environment that allows researchers to do their best work, while researchers must proactively engage and adapt to their new roles.
By setting researchers up for success and offering support when needed, you’ll foster a relationship that benefits everyone involved.
This process isn’t just about avoiding failure; it’s about building trust, creating alignment, and ensuring mutual success from day one. Whether you’re hiring or being hired, I hope these steps will help you navigate the complexities of starting fresh.
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