Insights

Hiring the right person is only half the battle. The work doesn't stop when a candidate signs their contract. A successful onboarding process can accelerate time to productivity, improve engagement and significantly increase the likelihood of long-term retention. Yet many businesses invest heavily in attracting talent and comparatively little in preparing for their arrival. 

Momentum remains important after an offer is accepted. Excitement is often highest at this point but can quickly fade during a lengthy notice period if communication drops off.

Consistent, thoughtful engagement helps reinforce that they've made the right decision and reduces the risk of second thoughts or counteroffers. 

• What information can you share with them that will give them a headstart in the new role? 

• Can you meet them informally for a coffee?  

• Can you invite them to team social events and start integrating them into the business before day one? 

We occasionally hear from candidates who haven't received even basic information about their first day. First impressions matter, and a lack of communication can quickly undermine confidence in their decision to join. 

A detailed plan for first few weeks in the role should be planned in advance of their start. This should be communicated with your new starter before their first day to help them feel prepared for what is to come.  

This plan should include the key stakeholders they need to meet - diarise these meetings in advance. Which colleagues are best to have short informal meetings with, perhaps over coffee or lunch? Plan the essential training for the first few weeks around internal systems, products etc.  

Prioritise what needs to be done in person and what can be done remotely if the new starter is in a hybrid role. Build free time into the plan – don’t overload the first few weeks. Allow time for information to be digested.  

We would encourage clients to think beyond the first days and plan the first 90 days. A successful onboarding process is not an event, it's a structured transition into the role. 

Around ten years ago, we placed a candidate into a large corporate organisation. Within hours of joining, they discovered that the role they had accepted differed significantly from the opportunity that had been presented during the recruitment process. Their onboarding experience was also poorly coordinated. There was no formal induction, duplicate administrative tasks, missing IT access, delayed equipment and little evidence that their arrival had been planned for. The disconnect between expectation and reality created such a poor first impression that the candidate resigned after just two days. It remains one of the strongest examples I've seen of how quickly a great hire can be lost despite a successful recruitment process. 

Before your new starter joins, ensure there is complete alignment on the role, expectations and success measures. What should success look like after 30, 60 and 90 days? A lack of clarity early on often leads to frustration on both sides. The most successful onboarding programmes create clear objectives and provide regular feedback throughout the first few months. 

Your search partner should remain actively involved throughout the notice period and during the first few months of employment. They can act as an independent sounding board, helping to identify and resolve minor issues before they become larger problems.  

Successful onboarding isn't about elaborate programmes or excessive formality. It's about preparation, communication and delivering on the promises made during the hiring process. Get it right and you'll accelerate performance, improve retention and maximise the return on the time and investment spent securing great talent. First impressions really do count. 

Ross Hoare