Question 1 The onboarding of Huhhs did not appear to be sufficient. Huhhs was given a three weeks of training before being assigned to his rst major task. AccordingI to 1iJanden Ens, successful onboarding begins during the hiring process. Hubbs should have given a detailed overview of the culture and goals of the organization and what would be expected from him upon being hired. Wanden Ens, 2l) Dubois states a successful onboarding process takes three months. Studies have shown that it typically takes about :15 days before a new employee is fully acclimated to their new position. Cavanaugh should have set up meetings with Huhhs to checkin on his progress with understanding policies and procedures and meeting goals. as a manager, it's important to maintain an open do or policy so assure that new hires along with long-term employees feel comfortable asking questions at any time. {Duboig 2010} Huhhs was given three weeks to learn deparhnental methods and procedures however he was not trained on the upgraded product software before being asked to revise the manual. I-Iubbs should have been given an ample amount of time to become familiar with the software and the manual before being asked to revise it. Hubbs should have been set up for success by being allowed to work in his rst project with a team that was familiar with the style of revision that Big Time was accustomed to. Instead it appears he was set up to fail at his first big task. Question 2 As a manager, if a new employee appears to lack specific skills that were presented during the selection process, Heathfleld suggests identifying the weak areas for the employee and then honing an employee's strong areas. If the areas of weakness are vital to their job process, the