15 questions managers should ask when transitioning an employee to their team

When an employee moves to a new team, the incoming manager should ask the previous manager about performance, work preferences, current priorities, team dynamics, feedback, career goals and support needs. These 15 questions help protect continuity, accelerate trust and give the employee a thoughtful start with their new team.

Treat the previous manager’s answers as useful context, then confirm preferences and goals directly with the employee. Internal transfers benefit from the same deliberate planning used in a comprehensive onboarding strategy, with clear ownership, documented priorities and early check-ins.

Encourage managers to ask the questions below before or during the employee’s transition. The conversation should focus on information that helps the employee succeed, while sensitive matters should follow the organization’s established HR processes.

Performance + development questions

Understanding the employee’s strengths and accomplishments helps the incoming manager apply their skills effectively. Identifying development areas also makes it easier to provide relevant support and create a strong foundation for future contributions.

• Performance highlights: What are their key strengths and recent achievements?
• Development areas: Where could additional support, coaching or skill development help them succeed?
• Professional development: Have they expressed interest in specific learning or growth opportunities?

Work style + preferences questions

Knowing the employee’s preferred ways of working and communicating can help the new manager create a productive environment. These preferences should serve as a starting point and be confirmed with the employee as the new working relationship develops.

• Work preferences: Do they have preferred ways of working or communicating, such as written instructions or regular check-ins?
• Motivators: What conditions, responsibilities or forms of recognition help them perform at their best?

Current projects + responsibilities questions

A clear view of the employee’s workload helps protect continuity during the transition. Discuss active projects, deadlines, stakeholders and immediate priorities so responsibilities do not fall through the gaps.

• Current workload: What projects or responsibilities are they currently handling?
• Transition plan: Which tasks, deadlines or stakeholder relationships need immediate attention after the move?

Team dynamics questions

Understanding prior working relationships can help the incoming manager anticipate collaboration needs. The goal is to gather practical context without carrying old assumptions into the employee’s new team experience.

• Team interactions: How do they typically collaborate with teammates and stakeholders?
• Conflict management: How have they approached disagreements or challenging working relationships in the past?

Feedback + communication questions

Adapting to the employee’s feedback and communication preferences can strengthen the new manager relationship. Ask for examples of approaches that have worked, then invite the employee to shape how future conversations should happen.

• Feedback preferences: How do they prefer to receive feedback, such as in the moment, in writing or during scheduled reviews?
• Communication style: Are there communication patterns or preferences that would be helpful to understand?

Career goals + aspirations questions

Understanding the employee’s career goals can help the manager connect assignments and development opportunities to their aspirations. Goals may change during a transition, so the new manager should revisit them directly with the employee.

• Career goals: What short-term and long-term career goals have they shared?
• Growth opportunities: Which experiences, responsibilities or learning opportunities could support those goals?

Wellbeing + support questions

A successful transition includes continuity in the work arrangements and resources that help the employee perform well. Keep this discussion focused on practical support and route sensitive information through the organization’s established HR process.

• Work arrangements: Are there scheduling or work arrangement preferences the employee has agreed can be shared?
• Support needs: Are there established resources, approved arrangements or accessibility supports that should continue, and who should coordinate them?

These questions give the incoming manager a useful starting point for a smooth transition. They also help the employee and manager begin their relationship with clearer expectations, stronger continuity and shared priorities.

After the handoff, schedule regular check-ins to confirm goals, communication preferences and support needs. Organizations can reinforce this practice through a broader manager enablement program that gives managers opportunities to learn, practice and apply effective transition conversations.

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