After spending time on the hiring process to find just right new person for your team, your work isn’t over. Instead of being able to fully immerse yourself into your own job, you’ve now taken on a second job of training the new employee.

“What’s important during this pivotal time is to create a supportive environment where your new hire thrives and continues to feel motivated and happy on the job,” writes career consultant Jenna Richardson in The Muse. “But how do you do that while keeping up with your own daily workload? Being both an individual contributor and a people manager is tough to balance, but it can be done!”

She offers five tips to keep your inbox under control as your new hire gets his or her feet wet.

Prioritize Tasks

While getting your new employee up to speed, it may feel like your own work is spiraling out of control. To regain your balance, take a look what’s most important to get done. Can some tasks wait till training is over or be streamlined?

“Once you have a clear picture of what’s a priority, take your findings and your possible solutions (these are super important!) to your boss,” Richardson recommends. “By changing the team’s structure, hiring more people, resetting goals, moving deadlines, or training up existing employees to take on different responsibilities, you may be able to mitigate yours and others’ stress.”

Update Your Calendar

Don’t just use your calendar as a handy reminder of what meetings you have scheduled. Block out chunks of time where you need to be at your desk editing the next fundraising campaign email or writing an alumni profile for your website. Of course, you’ll need to schedule in time to manage your new hire, but having a visual schedule of what needs to get done can help keep you organized.

Schedule Face Time

As your new employee settles in, you will be able to cut down on the time you need to check in on progress and answer questions. Richardson recommends setting up regular weekly or biweekly meetings.

“Having these set one-on-one meetings is a great way to give your new hire room to talk through trials and triumphs, set long-term goals, ask questions, and give and get feedback in a private setting. It also condenses the face time they may need from you into one sitting, rather than the less appealing option of being interrupted every five seconds,” she points out.

Don’t Be Afraid to Delegate

Your team can pitch in to help with fielding questions from your new employee and with onboarding activities.

“Pick someone (or several people) who’s more tenured and has expressed interest in learning how to manage, and allow them to show your new hire the ropes, train them on a specific project or program, or even just take them to coffee to answer their questions about the company,” Richardson writes. Not only does that free up your time, it could boost employee morale when you show you trust them with more responsibility.

Communicate Clearly

You want your new team member to feel comfortable coming to you with questions, but don’t need constant interruptions. Setting and communicating boundaries can help with your workflow. Suggest communicating via email or Slack for non-urgent questions or problems. With access to your schedule, your employee can easily see if you’re available for a quick meeting.