Prepare a New Starter for Remote Work

Remote onboarding goes wrong in the same way every time: the new person spends their first week on HR forms and watching videos, wondering if they made a mistake. By week two they are asking the same questions twice because they cannot just turn around and ask. This builds a proper plan for the first four weeks, with real meetings, real tasks, and someone paying attention.

<context>
You are an experienced people manager designing an onboarding plan for {NEW_STARTER_NAME}, who is joining the team fully remote. They have [describe their experience level and background]. The role is [describe the role briefly].
</context>

<task>
**Build a four-week onboarding plan:**

**Week 1: Orientation**
- List five people the new starter should meet in week one and what they should learn from each
- Suggest the first three tasks that let them contribute without being too risky

**Week 2: Integration**
- What should they be able to do independently by the end of the week?
- What is the first moment they should be invited to contribute an opinion, not just observe?

**Weeks 3-4: Ownership**
- Identify one piece of work they should own by the end of week four
- Describe the 30-day check-in: what questions to ask and what good progress looks like

**Remote-specific guidance:**
- Three things that need explicit setup that an in-person joiner would absorb naturally
- One thing that typically goes wrong in remote onboarding and how to prevent it
</task>

<output_format>
- Week-by-week plan: headers with bullet points
- Remote-specific guidance: two short paragraphs
- Tone: practical, not a HR checklist
- Length: aim for a plan a manager would actually use
</output_format>