How do I find good staff? Part 3 - Onboarding
Part 3 - Onboarding
Many would argue that onboarding isn’t part of ‘finding good staff’. Fair call. But imagine you’ve done the hard yards in attracting a strong pool of candidates and selecting the right person, only to have them leave in the first few weeks because of a poor onboarding experience. Frustrated much? Absolutely. Is it avoidable? Almost always.
A thoughtful onboarding process is what turns a good hire into a lasting one. It also creates space for honest conversations early on. If things aren’t quite right, you have the chance to course-correct - or, if needed, facilitate an exit before too much time and energy have been invested.
Onboarding will look different across industries and workplaces, but there are a few key elements that work:
Communication – keep in touch regularly from point of offer to day one. Send a warm welcome note, share key information (who they’ll meet, what to bring, where to park or log in) and make sure any equipment or access is ready. A little preparation removes first-day uncertainty, shows you’re looking forward to their arrival, and maintains engagement prior to commencing.
Make the first week count – Plan a clear schedule that balances introductions, systems training and time with their manager and key colleagues. Avoid dumping everything on them at once – pace the learning so they can absorb and ask questions.
Prepare a simple 3-month program – Onboarding is more than the first week. A simple plan for the first three months keeps the new employee on track with learning the role, building relationships and becoming a productive team member, while also helping maintain their engagement and motivation as they settle in.
Assign a buddy or mentor – Pair the new starter with a trusted team member who can answer the everyday questions that don’t always reach the manager. This simple step reduces the feeling of being the “new person” and “not wanting to bother the manager all day with questions”.
Set clear expectations early – In the first few days, discuss role priorities, success measures and how feedback will work. Clarity from the outset prevents misunderstandings and helps the new team member focus their energy where it matters most.
Check in regularly – Schedule short, structured conversations at the end of week one, week two and the end of the first month. Ask what’s going well, what’s unclear and what support they need. These conversations signal that their experience matters.
Involve the wider team – Encourage colleagues to introduce themselves, share how their work connects, and include the new person in informal moments as well as formal ones. Belonging is built through people, not just processes.
Review and refine – After the first 90 days, ask the new starter what worked well in their onboarding and what could be improved. Use that feedback to strengthen the process for the next person who joins.
When attraction, selection and onboarding work together, you give both the individual and the business the strongest possible start.
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