My response would be to answer the question when they ask it, then wait for a calmer time and ask the process questions if you need to (or better yet, ask the junior employee's manager first):
* "Hey, it feels like we've been through X a few times now. I'd rather you ask if it's not clear, but is there something that isn't clicking for you in my explanation?"
* "I was a little surprised when you asked me about X, because that's something that we usually cover in first-week or first-month onboarding. Was it not covered then? Is there something unclear in the documentation from then?"
I feel ya. I've been there. But now what I do instead is sit down with them and have them work up a document with screenshots (if necessary). We then go back through the process using the document as a guide to fix any mistakes.
Bonus: Everyone can use the document.
I would rather spend time 9 times, or 10 times, and make sure the person understands it. However, if the solution is screenshot from 1st attempt itself, I am sorry by the time we get to the 9th version, I am at my limit both with the junior and the manager.
Imagine thinking a company is going to fire potentially high value senior engineers for getting frustrated with junior engineers. Do the seniors need to chill? Sure. Fired? Come'on.
Pretending that underperformance is OK doesn’t help people - it’s the kind of thing that leads to them being put on PIP “out of the blue”.
I will be honest if on month 9 someone asks me how to stick some code onto the integration test platform for the 10th time I am going to make a snarky comment.
Similarly, if on month 6 someone asked me how to log time or make a jira ticket I would probably be of the opinion that we are pretty far along for that kind of basic workflow not to be known.
There are limits to how long a new employee gets to be useless at everything - so without knowing which process we are talking about I would probably hold off on that firing button