Onboarding is more than a welcome packet and a password setup. It should be a process designed to align newcomers with the company’s culture, tools, and goals. Its purpose should be to integrate new people with existing procedures, processes, projects, and interactions. Yet, despite good intentions, many companies struggle to make onboarding effective. They typically have a procedure in place, and everyone knows it should be followed when a newcomer arrives. But somehow, the steps don’t get fully realized—or even when they do, the results often fall short of expectations. Why does this happen, and why, despite all efforts, do some leaders doubt the value of onboarding when great onboarding can make employees stay by 82% and work better by more than 70%?* Let’s explore how companies often fail in onboarding:
1. Onboarding as a Formality: When It’s Just a Checkbox
Many companies see onboarding as a one-time task—a few days of meetings, paperwork, and introductions. The result? New employees are barely scratching the surface of what it means to be part of the company before they’re left to fend for themselves. Genuine onboarding is a journey, not an event. When it’s treated as a procedural formality, its real purpose—connection and integration—gets lost.
2. Overwhelming and Overly Robust Onboarding in Large Companies
Recently, we spoke with a senior manager with experience in few top global companies. He shared inspiring onboarding experiences but described one particular company where onboarding involved, on the first day, receiving over 30 meeting requests—some of which overlapped. New hires were left wondering which meetings to attend, whether to switch between calls, or if they should inform someone. This could be especially overwhelming for less experienced employees, leading to high stress and a poor first impression. Senior professionals may handle this better, but even for them, it disrupts the “honeymoon phase.”
If you’re a senior manager reading this and aren’t actualy sure how your company’s onboarding actually looks, consider applying to it yourself to understand what new colleagues experience.
3. The Skeptical Leadership: Why Management May Not “Believe” in Onboarding
It’s no secret that onboarding is often undervalued by upper management. Why? Partly because there’s a perception that onboarding doesn’t make an immediate impact. Additionally, if leaders themselves weren’t onboarded effectively, they may not see its value. This skepticism is often amplified in fast-paced environments where “time is money.”
So, try to frame onboarding as a strategic investment. Highlight statistics that show how effective onboarding reduces turnover and boosts productivity. Show management the long-term benefits through metrics like retention rates and performance improvements.
4. Culture Disconnect: The Silent Killer of Onboarding Programs
Culture is tricky. New hires need to “feel” it, not just hear about it in a presentation. When a company’s true culture doesn’t align with what’s presented during onboarding, employees quickly pick up on the disconnect. This can lead to early disengagement or even a decision to leave within the first few months.
The solution might be in showcasing real company values through shadowing, mentorship, and exposure to cross-functional teams. Let newcomers see the culture in action instead of packaging it as a set of values on a slide.
5. Overloading New Hires with Information
An overload of policies, procedures, and technical jargon can overwhelm anyone. 81% of new hires report feeling overwhelmed with information during the onboarding process.** Often, onboarding programs attempt to cram too much information into a short time, leaving new employees dazed and confused. When they’re inundated with details, they can miss the bigger picture of where their work fits within the company.
6. The Assumption that Onboarding Ends After the First Week or Month
Companies sometimes assume that once the first week or month is over, employees are fully integrated. But real onboarding extends well beyond the initial period. New hires continue to have questions, face challenges, and require support as they adapt to their roles and the company environment. Without continuous guidance, even promising talent can feel lost and disconnected.
Implementing a ‘buddy’ system or mentorship program that provides ongoing support is valuable, but true leadership means being consistently present with your team. Regular check-ins can also make a significant difference, showing employees that the company cares about their journey beyond day one.
7. Lack of Personalization in the Onboarding Experience
Every employee is unique, yet onboarding is often approached with a one-size-fits-all outlook. Different roles and personalities require distinct approaches. For example, an introverted software engineer may have different needs than an extroverted salesperson.
Tailoring onboarding plans based on the role and the individual’s personality may be resource-intensive but worthwhile. Personalized onboarding not only boosts comfort but also accelerates integration into the team.
8. Failure to Link Onboarding to Long-Term Career Growth
One of the biggest mistakes in onboarding is failing to show new employees how they can grow within the company. When onboarding doesn’t highlight the potential for advancement, employees may start planning their next career move before they’ve even settled in.
Solution: Introduce long-term goals and learning paths during onboarding. Show employees a roadmap that outlines how they can progress within the company, making them feel valued and invested in their own growth.
Final Thought: A Call for Onboarding Evolution
Onboarding isn’t about paperwork; it’s about people. For onboarding to work, it must be treated as an evolving, people-centric process that’s deeply connected to the company’s success. Leaders need to see it as more than just an expense—it’s a foundation for a thriving, loyal workforce.
Are you ready to challenge the way your company views onboarding?
Come to our training to think beyond the conventional and transform your approach to onboarding.
References:
* https://www.g2.com/articles/onboarding-statistics
** https://www.aihr.com/blog/employee-onboarding-statistics/