According to Gallup, in 2024, “42% of employees who voluntarily left their organization in the past year report that their manager or organization could have done something to prevent them from leaving their job.” If hiring is about finding the right people, onboarding is about keeping them. A thoughtful onboarding experience isn’t just completing paperwork and setting up workstations; it’s the bridge between “you’re hired” and “I belong here.”
Done well, onboarding builds confidence, reduces turnover, and turns day-one jitters into year-one loyalty. Given how difficult it can be to find great talent, it is vital to provide a great onboarding experience, from pre-boarding all the way to the one-year mark.
Before Day One: Setting the Stage
- The relationship starts the moment the selected candidate signs the offer, not when
- they show up for orientation. A few small touches here go a long way to avoid the “black
- hole” that normally exists during the notice period, prior to their first day.
- Send equipment and confirm system logins work before day one
- Share a welcome message from the team leader (bonus points if the whole team also follows in welcoming the incoming coworker)
- Provide a “culture starter pack” with values, history, lay of the land, and even typical company jargon
- Don’t underestimate the excitement of being celebrated; a little company swag or a well-crafted announcement on LinkedIn goes a long way
The First Week: Building Comfort
The first week is about creating clarity in the role and connection with the team and organization.
- Kick off with a warm orientation, provided by the team leader or another “culture champion” who can provide a positive experience
- Make space for introductions, both formal (e.g. team meetings) and casual (e.g. quick lunch or coffee)
- Give clear, achievable goals for the week, such as completing training modules or shadowing another team member for the afternoon
- End the week with a check-in to resolve any confusion, and to provide clarity going into the following week
The First 30 Days: Learning & Small Wins
This is the stage where the new hire begins to take it all in. Employees are learning products, processes, and people and feel they are starting to contribute.
- Encourage further job shadowing and knowledge sharing, potentially with multiple members of the team to provide balance
- Set them up with a “first win” project, focused on a meaningful (but manageable) take they can take ownership in completing
- Begin discussing performance expectations for the first year, and even future career paths, to help the employee see themselves in the role and organization on a long-term basis
The First 60 Days: Taking the Wheel
By the two-month mark, the training wheels should start coming off.
- Transition from a focus on observation to clear ownership
- Support them with targeted training and development, taking their learning to a higher level
- Expand their network by encouraging cross-team collaboration, exposing them to other departments and contacts who may be needed to complete more complex assignments
- Schedule a formal 60-day alignment meeting to make sure the team leader and the employee are on the same page about performance thus far, and any adjustments needed moving forward
The First 90 Days: Independent Impact
At 90 days, a new hire should be operating confidently in their role. While there is more to learn, especially related to nuanced issues that will inevitably arise, they should demonstrate more self-assurance.
- They’re executing their role independently, with little guidance throughout the day
- Take the time for structured feedback for a 90-day review, celebrate the strengths they have demonstrated, highlight growth areas from here.
- Discuss what the “success” looks like for the remainder of their first year in the role, reviewing longer-term goals and planning cycles so they see where they fit in the bigger picture
The First Six Months: Belonging & Growth
At six months, people should be moving beyond “new hire” feeling and solidly operate as an integrated member of the team.
- Encourage them to drive initiatives and contribute ideas, especially in team meetings and projects
- Dig further into career conversations, discuss what’s next for their development, understand their personal career goals, and talk through a plan for how they get there
- Invite them into cultural contributions like planning committees or mentoring subsequent new hires
The One-Year Mark: Celebrate & Reset
Making it through year one is a really big deal, and a great chance to reset the employee’s journey. Once a team member reaches their first year, they are much more likely to remain with the company for the next several years, so it is important to get this milestone right.
- Host a one-year review that’s forward-looking, not just reflective, and discuss ways they can continue to contribute and thrive
- Discuss future goals, compensation growth opportunities, and their long-term fit
- Recognition is retention fuel, so ensure you celebrate the milestone in a meaningful way, such as a note from the CEO or some other type of gift or gesture
Final Word
Clearly, onboarding isn’t just a checklist to complete. Done well, it’s a year-long journey of helping someone feel seen, supported, and set up for success.
If you’re serious about strengthening your retention, start today by reviewing and improving your onboarding approach!
Next month, we will continue our focus on onboarding with a focus on bringing new executives into the organization and supporting new management promotions. Stay tuned!
T.J. Crosby is CEO of Concrete Careers and President of EBS Consulting. As a seasoned talent leader, he has experience establishing and scaling recruiting, HR, and overall company operations, and is passionate about fostering a strong team culture and attracting the best talent. For the past 15 years, T.J. has held various HR leadership roles across startup, private-equity backed turnaround, and Fortune 500 organizations. Recently, T.J. was Chief Human Resources at Sylvan Road and prior to that, Head of Talent Experience at FirstKey Homes, where he implemented critical talent initiatives which enabled the organization to effectively scale from under 250 employees to over 1,000. T.J. holds a BS in Business Management from Jacksonville State University and an MBA from Auburn University. When not at work, he enjoys spending time with his wife, Valerie, and his two young children.