these are so cool - solutions to the generically bad experiences that i reckon many new starters go through. generally you're left alone to find out what you can, after passively sitting through several death by powerpoint presentations about the company, culture and fire exits.
two points:
1.) i think your above suggestions require a reasonable level of formality (although they seem informal themselves) in getting them implemented. i think that organisations need to reflect on 'who they are' instead of worrying about corporate (and usually false) image. they can then provide a range of opportunities (as you show above) for people.
2.) i don't think any induction can be perfect, since we all have different needs (and mindsets when starting) that can't be tailored to en-masse (although your coaching suggestions takes care of that to some degree). obviously depends also on what level you're coming in at (induction vs. deduction).

can think of lots of bad induction experiences, but only one or two good ones. one of the best starts i had was with a charity organisation. there were some prickly encounters , of course (i call them controllers), but it went something like:
- I could choose the group to operate in
- the group combined field work, and some theory - mostly reflective. so after each field session, we would 'storm' and think about our own performance and articulate next steps
- the group leader (who was really coaching us individually too), allowed us to explore possibilities, make our own judgement and then guided us to decisions that worked within the organisation's policy - these went wrong sometimes
- allowed us a platform to talk about our experiences in a wider group setting

If i could summarise a good onboarding philosophy, it might be: treat people like people, not products. I don't mean that in a glib, marketing way, i mean that just being friendly and anticipating SOME needs of the newbie would go a heck of a long way.