Purpose – This study reviews recent publications on the informal, experience-based transfer of tacit knowledge within onboarding processes, focusing on the mechanisms, conditions, and barriers influencing this process. It also aims to identify research gaps that require further investigation. Design/methodology/approach – A systematic literature review (SLR) was conducted using the PRISMA method. A total of 865 publications identified in Scopus and Web of Science were filtered to English-language journal articles published between 2016 and 2025. After screening titles and abstracts, 53 articles were reviewed in detail, of which 46 were found relevant. Findings – The reviewed studies emphasise that tacit knowledge transfer enhances individual and organizational performance, supports commitment, and reduces knowledge loss and turnover. While many papers discuss tacit knowledge transfer in various industries and contexts, only a limited number directly address onboarding among knowledge workers. Research limitations/implications – The study does not distinguish between organizational size, sector, or job function, despite potential contextual differences in tacit knowledge transfer. Moreover, while the search used major international databases, the limited number of relevant studies indicates the value of extending future searches to additional sources. Originality/value – This study highlights tacit knowledge as a key factor in individual and organizational performance and points to onboarding as a critical yet underexplored setting for its transfer. By synthesising recent findings, it underscores the need for further research on onboarding-related tacit knowledge transfer.