In a recent LinkedIn post, Idris Akinlabi , PHRi™ MCIB highlights a critical, often overlooked, aspect of employee integration: the profound impact of the very first person who trains a new hire. Akinlabi argues that this individual can shape a career trajectory far more significantly than the manager who made the hiring decision.
Akinlabi elaborates on this point, emphasizing the distinct role of the trainer. While a manager sets goals, it is the trainer who imparts the practical, unwritten rules of the workplace. As Idris Akinlabi , PHRi™ MCIB puts it:
“Your manager gives you targets. This person teaches you how work actually gets done: which mistakes can cost you, who really makes decisions, how to communicate with senior people, what “urgent” actually means, what nobody bothered putting in the handbook, and the small things that separate people who struggle for six months from people who become trusted in six weeks.”
The Hidden Curriculum of Onboarding
The core of Akinlabi’s argument centers on the concept of a “hidden curriculum” that new employees must navigate. This informal knowledge transfer, facilitated by the initial trainer, can drastically accelerate a new hire’s integration and effectiveness. Idris Akinlabi , PHRi™ MCIB suggests that a good trainer acts as a conduit for invaluable “shortcuts” learned over years of experience.
Conversely, Akinlabi warns of the detrimental effects of a trainer who views the new hire as competition. In such scenarios, the new employee might “spend months looking incompetent while doing your best,” as information is deliberately withheld.
Underestimating the Onboarding Investment
This leads Akinlabi to a broader critique of corporate onboarding practices. Companies, in Akinlabi’s view, often underestimate the strategic importance and potential ROI of effective onboarding. Significant resources are invested in recruitment, from salary negotiations to benefits and equipment, yet the crucial initial training period can be delegated to individuals who are ill-equipped or unmotivated.
Idris Akinlabi , PHRi™ MCIB points out the potential for this oversight to undermine the entire hiring process:
“You can spend thousands recruiting a great employee, negotiate the salary, buy equipment and benefits, then hand their first few weeks to someone who doesn’t know how to teach, doesn’t want them there or is too overwhelmed to help.”
The implication is clear: a poorly managed initial training phase can squander the investment made in acquiring top talent.
The Trainer as an Operating System Transfer Agent
Akinlabi elevates the role of the initial trainer beyond mere orientation. According to Idris Akinlabi , PHRi™ MCIB, these individuals are effectively transferring the company’s “operating system.” This encompasses not just procedural knowledge but also the cultural nuances and decision-making frameworks that govern day-to-day operations.
“THE PERSON TRAINING A NEW HIRE ISN’T JUST “SHOWING THEM AROUND.” THEY’RE TRANSFERRING THE COMPANY’S OPERATING SYSTEM.”
The post concludes with a reflective question posed to the reader, prompting them to consider their own career experiences and whether their first trainer was an advantage or a disadvantage. This encourages a personal connection to the broader organizational implications discussed by Akinlabi.
Ultimately, Idris Akinlabi , PHRi™ MCIB’s insights serve as a compelling call for businesses to re-evaluate and enhance their onboarding processes, recognizing the pivotal role of the initial trainer in setting new employees up for long-term success.
📝 About This Content
This article is based on insights shared by Idris Akinlabi , PHRi™ MCIB on LinkedIn.
📅 Originally posted on September 12, 2026 | View original post on LinkedIn →