5 Questions to Ask Every New Hire at the End of Week One
The first week on the job isn’t just about logins, lanyards, and icebreakers. It’s a critical window for setting expectations, solidifying culture, and—if you’re paying attention—getting unfiltered feedback that can strengthen your entire training program.
That’s why the new hire check-in at the end of Week One is make-or-break. Get it right, and you’ll catch confusion before it calcifies, build trust fast, and refine your onboarding process in real time. Get it wrong—or worse, skip it—and you risk losing momentum, morale, or even the new hire altogether.
A casual “How are things going?” might seem like a good place to start—and it is. But it won’t get you the gold. Most new hires want to impress, not confess. To break past the polite nods and surface-level answers, you need questions that are direct, unexpected, and a little bit brave.
Here are five new hire check-in questions that do just that—plus tips on what to listen for and how to follow up.
1. What’s one thing that surprised you this week—good or bad?
Why it matters:
This question cuts through “fine” and surfaces what’s memorable. Surprise is a powerful emotional cue—it tells you what stood out, what felt off, or what exceeded expectations.
What to listen for:
“I didn’t expect everyone to be so helpful” → great sign for team culture.
“I thought training would be more hands-on” → a cue to review your pacing or delivery style.
Follow-up tip:
Dig deeper: “Tell me more about that. What were you expecting?” Even a half-baked answer here can reveal misalignments in how your program is positioned vs. experienced.
2. What do you wish we had spent more time on?
Why it matters:
This uncovers gaps before they turn into performance problems. New hires often won’t say “I’m confused,” but they will tell you what they wish they had more of.
What to listen for:
If multiple hires mention the same topic—product knowledge, system navigation, objection handling—you’ve got a training content blind spot.
Follow-up tip:
Don’t get defensive. Instead, ask: “How would you have liked to cover that—more demos, practice time, job shadowing?” Their learning preferences are just as important as the content itself.
3. If your friend asked, ‘How’s the training?’—what would you say?
Why it matters:
This question invites honesty by reframing the audience. People tend to be more candid when thinking about peers, not managers.
What to listen for:
Tone and word choice matter. “It’s intense, but solid” is very different from “It’s kind of all over the place.” If they’re sugarcoating for you, this question makes it harder.
Follow-up tip:
Probe without pressure: “Interesting—what parts feel strong, and where are you still unsure?” You’ll get more nuance than a Likert scale ever will.
4. What’s one thing you still don’t feel confident doing on your own?
Why it matters:
Confidence gaps often hide behind good attitudes. This question flushes out the stuff people are afraid to admit they’re struggling with.
What to listen for:
Watch for tasks that are mission-critical (e.g., handling live calls, navigating systems, responding to objections). Those need urgent coaching attention before go-live.
Follow-up tip:
Affirm their honesty, then connect the dots: “Thanks for flagging that—let’s make sure your next coaching session focuses there.” A little tailored support goes a long way in Week Two.
5. What does “doing a great job” look like to you here?
Why it matters:
This gauges whether your performance standards are sinking in—or if your new hire is still operating with assumptions from their last role.
What to listen for:
If they focus only on speed or hitting numbers, they might be missing key values like empathy, quality, or team collaboration. If they say “I’m not sure yet,” that’s your cue to clarify.
Follow-up tip:
Reinforce what great actually means at your center, and tie it back to specific behaviors. Bonus: This sets the stage for your first performance check-in.
Final Thought
Great trainers don’t just teach; they listen. A strong new hire check-in question isn’t about checking a box. It’s about creating a feedback loop that sharpens your program, boosts your people, and keeps top talent sticking around long after the first week.
So yes, ask “How’s it going?”
Then go deeper.
Hard Truth: According to Gallup, only 12% of employees strongly agree their organization does a great job onboarding. That’s a problem and an opportunity.
Tactical Download: Your Week One Check-In Cheat Sheet
Use this 5-question script in your next 1:1.
Post it on your wall. Share it with your fellow trainers. Forward it to your boss with a subject line like: “Why our Week One check-in needs an upgrade.”
Download the checklist PDF:
Here’s what’s inside:
- The 5 bold questions
- What to listen for
- Follow-up coaching prompts
- A quick audit to spot patterns across new hires
You’ll walk into your next check-in prepared—and walk out with insights that actually move the needle.
Want more insights like this?
Subscribe to WizeCamel’s newsletter—the #1 resource for contact center trainers—for the latest in AI-powered training, team performance strategies, and real-world tips for building a stronger, smarter contact center, starting with new hire check-in questions.
TL;DR
Great onboarding starts with better questions.
The first week is a critical window for spotting confusion, building trust, and collecting feedback that actually improves your training. This 5-question Week One Check-In script helps you break past polite answers and surface what really matters—before small gaps turn into big problems.
Use the script + follow-up tips to turn your next 1:1 into real insight.
I’ve spent 20+ years helping call centers turn agent performance into their competitive edge — from building global customer success orgs at NICE to scaling revenue at Balto. Along the way, I’ve led sales, marketing, support, and customer success teams that move fast and deliver results.
I’m passionate about helping agents, leaders, and companies deliver better customer experiences. Always happy to connect with fellow builders, operators, and call center rebels.
