The 90-day onboarding period is more than a process; it is a critical window in which new hires will develop how they adapt, perform, and remain within an organization.
New hires are highly impressionable during those first 90 days. For example, new hires will begin the process of learning their role, how to integrate into the organizational culture, and how dependable their support system is.
For HR, this is a unique opportunity to influence success. Structured onboarding in the first 90 days builds confidence, streamlines unclear expectations, and initiates early engagement that makes new hires feel welcomed, informed, and prepared to become productive.
This article highlights that what takes place in the first 90 days is significant to how HR can apply intentional onboarding strategies that create greater employee experience and business performance outcomes.
The period of onboarding a new employee, the first 90 days, is critical. It shapes how, where, and why new hires adapt, perform, and stay with an organization.
In the first 90 days, employees develop impressions that can last throughout their employment in regards to their position, culture, and support. The experience, direction, and relationships that new hires have in their first 90 days dictate his/her future.
If the individual will excel in their role, begin seeking employment elsewhere, or settle into normalcy, which is arguably the most impactful period in the employee lifecycle.
Typically, if the new hire ultimately leaves the organization within the first 90 days, it is due to one of the following reasons:
Role ambiguity - Unclear about what is expected of them in their position, along with what priorities they should be focusing on in their position.
Cultural misfit - The organization's values, ethics, and environment do not align with the new hire’s beliefs.
Lack of support - The new hire did not receive a level of support or direction from their managers or peers.
Lack of integration into the team - The new hire has largely been isolated from the rest of the team, thus leading to disengagement.
The first 90 days are frequently looked at as a probationary period.
This period can present an opportunity for HR Departments to focus on the following initiatives:
Establish clarity of expectations such that employees know what success looks like.
Build connections that foster trust and collaboration.
Begin engagement as a springboard for motivation and performance early.
A successful initial 90-day onboarding plan affords structure, clarity, and purpose. It allows for the successful integration of new hires while giving them the ability to build confidence and awareness of how their role is connected to the goals of the organization. Structured onboarding is no longer a choice that organizations can make. Recent studies indicate that organizations with strong onboarding are
82% greater in employee retention and productivity happens 70% faster, according to Strongdm.
Pre-boarding is the crucial stage. Provide all relevant information about the role, company policies, and tools. Guide to fill in the relevant forms that must be completed before they can start.
A welcome message from their manager or team is an effective way to create an immediate sense of belonging and inclusion. According to the Academy to Innovative HR, 35% of high-performing companies begin the onboarding process before day one. Allowing employees early insight into expectations and culture is important (aihr.com).
The first day is a milestone in any employee's journey.
The orientation/induction process should incorporate the administrative functions, introductions to essential colleagues. Arrange for a walk-through of the physical and/or virtual work environment.
Employees are making early assessments about whether they are a good fit in the company. According to research, 70% of employees make that decision in the first month, and 29% make that decision in the first week (bamboohr.com). A first day that is positive and organized will assist in mitigating early attrition and increasing engagement.
Set expectations around roles, roles, responsibilities, baseline goals, and performance measures during the onboarding process. Clear expectations around job expectations can reduce confusion, frustration, and turnover.
It is important that employees see their roles as part and parcel of bigger organizational goals. Studies indicate that a structured set of expectations during onboarding leads to a drastic reduction in early turnover.
Schedule regular check-ins, ideally weekly or bi-weekly, to provide employees the opportunity to communicate challenges, along with providing managers with recognition of the employee’s achievements, and discussing the shifting priorities of their job role.
Structured onboarding reduces risk for managers. As per thirst shows that 45 days into a new role accounts for 20% of early turnover. Provide constructive, actionable feedback that will help the new hire integrate into the role.
At the end of the period, evaluate performance, engagement, and cultural fit. Use insights to improve onboarding for future cycles. This introduces continuous improvement and assures employees that the organization invests in their success.
A thoughtfully designed 90-day onboarding plan does more than just acclimate a new employee; it creates belonging, establishes expectations, enhances engagement, and creates retention and productivity—the foundation for long-term success of the organization.
The first 90 days in a new job can be transformational.
The onboarding experience is the "what," but it is the initial relationship and coaching, development experiences, and feedback loops that determine the path of the employees for their future, with potential thriving or stagnation.
Let's understand how to maintain a successful, productive relationship with employees beyond the first 90 days, for the sake of their personal development and the organizational success.
Development plans that provide employees with training to adjust their responsibilities and learn new skill sets also make employees more comfortable with decision-making. Mentorship can offer long-term advice and value that gives employees a deeper understanding of the culture and expectations of a company.
Training and development specific to tasks and supported by upskilling, or cross-functional projects, gives employees an opportunity to expand their own skills. As a best practice, the more focused and specific, the better. However, even continued attention to development reinforces the feeling of being valued and belonging for employees.
Making progress towards community service projects, working across departments or with employees, and participating in cultural programs shape engagement and better align with organizational values.
Continuous and timely feedback enables employees to keep a check on course, recognize achievements, and be responsible. Team and organizational-level objectives also get aligned. Feedback, as mentioned earlier, should be a dialogue, allowing workers to pose questions, convey anxieties and hopes, and communicate ideas.
Continued celebration of milestones and providing developmental opportunities keep them motivated. Those who see what future career opportunities look like are less likely to be demotivated from the team or from the company.
The first three months create the necessary framework for success; however, planning for ongoing development is far more than onboarding progress alone. Systematic coaching and feedback cycles, opportunities for ongoing learning and development, effectiveness, socialization for culture, and well-being opportunities help to keep employees engaged, motivated, and enable organizational priorities.
These are organization-wide long-term processes that provide employers with an opportunity to retain people and grow a high-performance workforce to increase their potential for sustainable success.
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