Q: What do you feel is the most important factor in onboarding your new employees?
Katherine Bastow, SPHR/SCP
VP of People Operations
REDW Advisors & CPAs
Sector: Financial Services
The most important part of welcoming a new team member is thoughtful planning — ideally, well before their first day. At REDW, we know that being Better Together starts with early coordination: sharing arrival news, getting the team ready, and ensuring technology and tools are set up. When those basics are in place, new team members feel included right away.
Strong onboarding is the result of clear communication between recruiting and onboarding teams and a solid plan for the first two weeks. From there, it’s all about people. Engaging and flexible presenters make orientation interactive and help connect new hires to the REDW story. We encourage everyone to Dream Big by exploring growth opportunities and making meaningful connections. Integrity Counts, so we keep our word and deliver on promises — not just during onboarding, but throughout the entire experience. Regular check-ins throughout the first year make sure every team member feels supported and empowered for long-term success. At REDW, we believe in building a culture where everyone can shine, because we’re truly Better Together.
Katherine Bastow, SPHR/SCP, is vice president of People Operations at REDW Advisors & CPAs, a team of more than 300 professionals serving the audit, tax, cybersecurity, business and financial needs of a wide range of clients. She leads the strategic direction of the firm as it relates to culture, talent acquisition and retention, total rewards and benefits, professional development/learning, health and wellness, and overall engagement/satisfaction.
Emily Ganem
President
Ganem Companies
Sector: Construction
At Ganem Companies, we hire and onboard through our core values because the way our team experiences the company is just as important as the experience we deliver to our clients. The Ganem Difference isn’t limited to project outcomes or client relationships; it applies equally to how we support, prepare and invest in our people.
That alignment begins before joining the team. Our hiring process includes a culture call and values-based assessment that helps us understand how a candidate thinks, collaborates and solves problems. It ensures we are bringing in people who thrive under high standards, accountability and shared goals.
Onboarding begins with intention and care. From day one, we focus on connection, alignment and confidence. We introduce new hires to the team and build time for them to meet each department, so they gain a 360-degree understanding of how the business operates and where their role fits.
When onboarding is aligned with our core values of quality, accountability and collaboration, it builds trust early and creates a foundation for long-term engagement and desired growth.
Emily Ganem, president of Ganem Companies, leads the Phoenix-based construction firm with a people-first approach and commitment to high-quality project delivery. A key driver of growth, performance, and long-term strategy, she previously strengthened internal operations as executive vice president while expanding market reach. She remains dedicated to developing strong teams, mentoring emerging leaders, and fostering a culture of accountability, collaboration, and continuous improvement.
Carrie Olson
Director of Global Talent Acquisition
Benchmark Electronics
Sector: Manufacturing and Engineering
Onboarding is one of the most critical, and often underestimated, stages of the employee lifecycle. While every new hire technically experiences onboarding, the quality of that experience largely determines whether an employee becomes an engaged contributor or an early exit. Effective onboarding goes beyond paperwork and orientation sessions, it is about clarity, connection and continuity.
A structured onboarding process helps employees understand their role, how success is measured, and how their work connects to the broader organization. Just as important, it provides time and space for relationship-building. When managers are engaged, colleagues are supportive and expectations are clearly aligned, employees feel grounded and confident much earlier in their tenure.
One of the most common drivers of early turnover is a gap between how a role is described and the reality of the job. Thoughtful onboarding helps close that gap by reinforcing expectations through real conversations, tools and cross-functional exposure. Culture plays a central role in this process; It influences how people collaborate, solve problems and feel about coming to work each day, especially for younger generations who prioritize purpose and belonging.
In talent acquisition, culture is a magnet. It shapes both the story you tell and the experience candidates have throughout the entire onboarding (and beyond!) journey.
Carrie Olson is the director of Global Talent Acquisition at Benchmark Electronics, where she focuses on building scalable, people-centered hiring and onboarding strategies across a global organization. With a background in workforce planning and employer branding, she partners closely with business leaders to align talent strategy with culture, purpose and long-term growth while creating meaningful experiences for candidates and new hires alike.
Karen Sampson
Director of Human Resources
Harrah’s Ak-Chin Casino
Sector: Hospitality
Successful onboarding starts with presence, clarity and follow-through. I believe one of the most important factors in welcoming a new employee is for the hiring manager to be present on their first day. That immediate connection helps set the tone, reinforces belonging, and shows the new hire they are valued from day one. From there, setting clear expectations and walking employees through the onboarding process removes uncertainty and builds confidence. It’s equally important to do what you say you will do. Consistency builds trust early and establishes credibility.
At Harrah’s Ak-Chin Casino, we also prioritize building genuine connections. Taking the time to get to know new team members and pairing them with a buddy helps them feel supported while becoming familiar with other team members, leadership and the property as a whole. Just as critical are the nuances that can easily be overlooked: understanding when payday is, where to punch in, where the team member dining room is located, and how departments connect. Addressing both the big picture and the small details ensures new employees feel informed, welcomed and prepared, setting them up for long-term success and engagement.
Karen Sampson is the director of Human Resources for Harrah’s Ak-Chin Casino, where she leads talent strategy, employee relations and workforce development initiatives. With extensive experience in HR leadership, she focuses on building inclusive workplace cultures, strengthening employee engagement, and supporting organizational growth through effective people practices and strategic partnerships within the gaming and hospitality industry across the region and beyond.
Matt Wild
Chief Operating Officer
Jet OUT
Sector: Private Aviation Services
Strong onboarding outcomes require real investments and a company culture that goes beyond a slide deck or list of values. At Jet OUT, onboarding is a multi-month journey that builds confidence through clear expectations and consistent support. We commit time, leadership attention and financial resources so every new teammate, from pilot to dispatch and everyone in between, can contribute effectively. Clear expectations are set early, so people can operate with confidence. This includes the understanding that work-life balance isn’t just a perk, it’s a part of who we are.
Operating a local‑national model with regional bases, our onboarding respects the local context each person brings and focuses on alignment, not uniformity. Over time, team members absorb organizational knowledge, adapt to evolving standards and form meaningful connections within their teams.
New employees don’t just learn a job; they learn how to move work forward with clarity, contribute with a safety-focused and service-driven approach, and find real purpose in what they do.
Matt Wild is the COO of Jet OUT, a leading provider of private aviation services with bases in Scottsdale, Milwaukee, Fort Lauderdale and Dallas-Fort Worth. Wild brings a diverse background in engineering, marketing and leadership to his role as COO, helping guide Jet OUT’s growth with vision and integrity.
