With new starters joining the company, I thought it appropriate for us to think again about making a success of the process and remind ourselves what success looks like. As you know, no one has a greater impact on the success of new employees than the managers who hire them. Why? Because more than anyone else you understand what your team needs to accomplish and what it takes, skills, resources, connections, support and clarity, for them to become fully effective [1][2]. Consequently, you have the biggest stake in onboarding them effectively.
A systematic approach to onboarding brings new employees up to speed faster, meaning they are more quickly and efficiently able to contribute to achieving our business goals [1][3]. Effective onboarding also reduces failure rates, improves role clarity, increases engagement and strengthens long‑term retention [2][3]. I appreciate that this is easy for me to say but harder for you to achieve when you have deadlines to meet.
The earlier you start supporting your new team members the better. Research suggests that the period between someone accepting an offer and starting in the new role is a valuable opportunity to begin socialisation, reduce uncertainty and establish realistic expectations [4]. We should look into how we might improve what we currently do in this space. Are there any resources we can share with candidates that could better prepare them? Even once new team members have started, I am sure there are ways we can help them get up to speed faster.
Of course, we should ensure that we continue to take care of the onboarding basics, such as providing the right documentation, compliance training, workspace, support and technology to do the job and feel valued [1]. For example, I have often thought we should always provide people with new equipment when they start, underlining how valuable they are to us. Should we be performing a more formal welcome package? Many companies competing for talent do this very well and it contributes to employees’ early perceptions of organisational support [5].
Obviously, the devil is in the detail when integrating new hires and I thought it appropriate to share some reminders:
Demonstrate an understanding of their challenges
Onboarding is tough. Why? Because new hires are unfamiliar with the business, do not yet understand how things really work here, lack established relationships and must adapt to a new culture [1][2]. This pressure is the same for both new recruits and seasoned professionals alike, so do not be complacent when taking on salty dogs.
It may be some time since you were yourselves a newbie, but I am sure you will remember how much there was to learn and how vulnerable that can make you feel. Keep your eyes open for signs of discomfort, even when new starters seem outwardly confident. Confidence issues are even more likely when people are facing significant change, like moving from academia or facing a substantial change in their commute or lifestyle. We know, for example, that medical writers often suffer culture shock when they transition from the lab. Some might respond by playing it safe and sticking too closely to what they already know; others overcompensate, behaving like they know the answer to everything rather than asking questions.
It is important for us to reassure new recruits that learning is more important than performing perfectly during those early days. Psychological safety, the sense that it is acceptable to ask questions, admit uncertainty and learn openly, is particularly important at this stage [6]. Guide me in how you want me to support your candidates. How can I best encourage our new team members to grow into their roles?
Learning
The faster a new team member learns about the organisation and their role, the sooner they will be able to contribute to our business goals [1][3]. Focus on these key areas to accelerate the learning process:
- Technical: insight into the fundamentals of the business, such as products, customers, technologies and systems.
- Cultural: the attitudes, behavioural norms and values that contribute to the unique character of our organisation.
- Process: company SOPs, document templates and the use of previous examples to inform delivery.
- Political: understanding how decisions are made, how influence works and figuring out whose support they will need most.
We should be thinking continually about how we can help our new employees grow. This means not only personally providing the best available information as early as possible but also thinking about who else in the team is best placed to share important lessons. Mentors help, but how can we better employ available resources? Research suggests that peer support and access to informal networks accelerate adjustment and confidence [7]. While newbies are in this learning mode, i.e. not yet fully at the coalface, what additional training might we provide before they are overtaken by deliverables?
Locking them into the team
While our new hires will eventually work independently, it is more likely they will be part of a team for some time. The sooner they build effective working relationships with their peers, the better, and there is much a manager can do to make this happen [7]. The starting point is to make sure the team understands why the person has been hired and the role they will play. It is also important that we formally introduce new employees, to everyone, as soon as possible, making it clear that teams are expected to help their new colleagues adjust to their role.
A small initial investment of time and effort in connecting the new person with the team will pay long‑term productivity and performance dividends [2]. It might also create opportunities for our existing crew to grow a little, the best way to learn is often to teach. It might even help you identify your next team leader if you find people who excel in this role.
Connect them with key stakeholders
There are other people not in the new person’s immediate team who will be critical to not only their learning but also their success on the job. Even though we are a small company, it may not be obvious who those people are, why they are important or how best to connect with them. Social network research consistently shows that access to knowledgeable and well‑connected colleagues accelerates integration and effectiveness [7].
One simple way we can facilitate these connections is to make a list of names, including brief notes on each, and then make introductions explaining why it is important that they connect. Schedule a date shortly after the introduction to check in with the stakeholders and make sure that their network is taking shape.
Give direction
Employees should not be expected or permitted to work on a project before you can set clear expectations. Timely guidance helps them answer these key questions:
- What do I need to do? Define goals, timeframes and the measures that will be used to evaluate progress.
- How should I go about doing it? Be specific about what strategies they should use to accomplish their goals, including what activities they should and should not prioritise.
- Why should I feel motivated to accomplish it? Provide a vision for what the organisation is striving to accomplish so that new starters can see the part they play in achieving it.
I think this relates to our whole briefing process, something else we should regularly revisit. Even when expectations are discussed during the recruiting process, you clearly need to have a more in‑depth conversation as soon as new team members start. This way you can ensure that they are not coming in with misconceptions about their role and what they need to do to become effective team members [1].
Help them achieve early wins
Early wins are a powerful way for incoming employees to build confidence and credibility [8]. New starters often want to prove they can do it all and can fall into the trap of trying to take on too much too soon, thereby spreading themselves too thin. As a manager, your job is to keep your team focused on which work to prioritise and point to ways they can make rapid progress in achieving their goals.
Part of this involves teaching them how to score wins in ways that are consistent with the organisation’s culture. You need to make sure your team achieves their early wins in the right way. We also have established reward structures that recognise the contribution of team members, let us use them more frequently and more imaginatively.
Coach for success
When you are serious about on-boarding you do not just provide intensive early support and then leave new hires to sink or swim. It takes time for new employees to become fully integrated, able to operate autonomously and productively [1][3]. It is therefore important for us to continue to coach, teach and direct, knowing exactly when to take the stabilisers off. This can be as simple as scheduling regular “how are things going?” check‑ins and feedback sessions. Frequent feedback and role clarification are consistently associated with stronger newcomer adjustment [3].
Find the happy
It is important for managers to sustain the enthusiasm and energy that often accompany taking on a new role. We have all done their job in earlier lives. We should help them find the good bits, not just what was good for you but also what might be good for them, which may well be different. Research on engagement and meaningful work suggests that employees are more likely to remain committed when they can see personal growth, purpose and opportunities for contribution [5].
Intervene if you see anyone struggling, a good manager will be looking for the signs. Get feedback from other team members. Consider how you might deploy administration and support colleagues in reconnaissance mode. Do not imagine that giving people time to adjust to early issues with peer relationships or cultural fit will automatically resolve those issues. Negative dynamics can easily become self‑reinforcing and harder to reverse over time [6].
Finally, remember that it is a common mistake to treat new people too gently. We hire highly intelligent people, and they need to be stretched and challenged to maintain their interest. We have seen repeatedly how talented people rise to challenges and create top‑flight solutions. Do not let your gentle hearts stop them from reaching their full potential. As we grow, the more we can apply these principles, the better it will serve us all. We should keep in mind that effective onboarding is also about long‑term retention and organisational commitment [1][3]. Let us make joining the company an experience long remembered.
References
- Bauer TN, Erdogan B. Organizational socialization: The effective onboarding of new employees. In: Zedeck S, editor. APA Handbook of Industrial and Organizational Psychology. Vol. 3. Washington, DC: American Psychological Association; 2011. p. 51‑64.
- Klein HJ, Polin B, Leigh Sutton K. Specific onboarding practices for the socialization of new employees. Int J Sel Assess. 2015;23(3):263‑83.
- Bauer TN, Bodner T, Erdogan B, Truxillo DM, Tucker JS. Newcomer adjustment during organizational socialization: A meta‑analytic review of antecedents, outcomes, and methods. J Appl Psychol. 2007;92(3):707‑21.
- Wanous JP, Reichers AE, Malik SD. Organizational socialization and group development: Toward an integrative perspective. Acad Manage Rev. 1984;9(4):670‑83.
- Saks AM, Gruman JA. Getting newcomers engaged: The role of socialization tactics. J Manag Dev. 2011;30(4):383‑402.
- Edmondson AC. Psychological safety and learning behavior in work teams. Adm Sci Q. 1999;44(2):350‑83.
- Korte R, Lin S. Getting on board: Organizational socialization and the contribution of social capital. Hum Relat. 2013;66(3):407‑28.
- Watkins MD. The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter. Boston: Harvard Business Review Press; 2013.
