Why don't new hires at that company quit immediately? The art of "nurturing onboarding" to design successful experiences
In today's business environment, the mobility of human resources is accelerating. The concept of lifetime employment has become a thing of the past, and it has become common for working individuals to move between organizations in search of better environments and growth opportunities. In such an era, for companies to achieve sustainable growth, how to get new talent to become active members of the organization as early as possible has become a management issue of unprecedented importance. The key to this is "onboarding."
Onboarding refers to a series of initiatives designed to help new employees smoothly integrate into an organization, demonstrate their inherent abilities, and become productive as quickly as possible. It does not mean just the onboarding paperwork or a few days of training. It is a collective term for a continuous and planned support process that spans from understanding the organization's culture and values, building interpersonal relationships, and recognizing one's own role to demonstrating performance. In particular, it is said that the "first few months" after joining the company largely determine its success or failure.
This period is an extremely delicate time where expectations and anxieties about a new environment are intertwined. It is no exaggeration to say that the experiences they have and the support they receive during this time will determine the employee's subsequent engagement, retention rate, and ultimately, long-term performance. Small initial stumbles can eventually develop into major problems such as distrust of the organization or early resignation.
In this article, we will delve into why the "first few months" are critically important in onboarding from multiple perspectives and consider specific approaches for new employees to take a firm first step. We will unravel the nature of new-age onboarding, from designing successful experiences and the art of dialogue to build trust, to fostering a culture that the entire organization engages in. This is not just a matter of HR policy, but is also important for creating the future of the organization and the individual together.
Why the "first few months" become a turning point of fate
The hearts of employees who have knocked on the doors of a new organization are filled with both expectations and great anxiety. "Will I really be able to make it at this company?" "Will I be able to build good relationships with the people around me?" "Will my abilities be useful?" These questions constantly race through their minds. This psychologically very delicate period is the most important period in onboarding, namely the "first few months." The experience during this period forms the foundation for the employee's subsequent perception of and engagement with the organization.
The psychological foundation formed at this initial stage can be explained by the concept of the "psychological contract." A psychological contract refers to the unwritten, implicit expectations and promises made between a company and an employee. When a large gap arises between the expectations held before joining the company and the reality after joining, the employee feels that this psychological contract has been broken, leading to disappointment and distrust.
For example, gaps such as "I thought it was an environment where I could grow, but in reality, it's just simple tasks" or "I heard it was an open corporate culture, but there is an atmosphere where it is difficult to ask questions." The first few months are a litmus test for whether this psychological contract will be soundly established, and the experience here greatly influences the sense of trust and belonging to the organization.
Furthermore, this period is also a turning point for whether an individual's self-efficacy, that is, the confidence that "I can do well here," is nurtured. If one can accumulate small successful experiences in the early stages of joining the company, it will lead to solid confidence, and they will become more motivated to tackle more challenging tasks.
On the other hand, if failure experiences continue or if one becomes isolated without support from those around them, a sense of self-doubt such as "Maybe I don't fit in this organization" or "Maybe I have low ability" will sprout, eventually leading to a decline in performance and the decision to resign. It is not easy to wipe away self-doubt once it has been formed.
Therefore, the first few months should be viewed not as a period to simply input business knowledge, but as a period to build a "psychological safe base" for new employees to survive in the new ecosystem called an organization. Building an appropriate support system during this period and providing positive primary experiences will be the most effective investment for long-term success and retention.
Specific methods for designing small successful experiences
To nurture the confidence of new employees and have them make a positive start, it is extremely important to intentionally design "small successful experiences." Rather than demanding big results right away, an approach that steadily increases self-efficacy by having them overcome achievable small goals is required. So, how exactly should we design successful experiences?
First, the setting of initial tasks is key. It is effective to start by assigning tasks that are relatively low in difficulty and easy to complete. Examples include parts of routine data entry, creating meeting minutes, or support work for projects being advanced by senior employees.
The point here is not to just dump the work as a mere task, but to carefully explain what meaning that work has within the team or the entire organization. With just a word like, "This data entry will be an important basic material for deciding next month's marketing strategy," the new employee can recognize the value of their work and increase their motivation. And when the task is completed, it is essential to properly recognize the achievement and convey words of gratitude.
Second, it is to incorporate the idea of "scaffolding," which gradually raises the difficulty of tasks. At first, they perform simple tasks under thorough support, and as they get used to it, they are given discretion little by little, gradually leading them to more complex and challenging tasks.
It is important to adjust this process according to the individual's ability and speed of growth. Tasks that are too easy will not provide a sense of growth, while conversely, tasks that are too difficult will cause feelings of helplessness. By continuously providing tasks in the "stretch zone" where the person feels "I can reach it if I try a little," you can draw out the motivation for growth.
Third, it is to foster a culture that "celebrates" success. Not only visible results such as task completion or goal achievement, but also efforts and ingenuity in the process, and a positive attitude are also subject to evaluation. Even just publicly praising them in a team meeting by saying, "Your document was very easy to understand and helpful, thank you," or casually sending a "Like!" or a thank-you stamp on a chat tool can give new employees the realization that "I am being watched" and "I am contributing."
An environment where such positive feedback flies around daily increases psychological safety and becomes the foundation for a culture that challenges without fear of failure. Designing successful experiences is not just task management, but an activity to create the very culture that rejoices in and supports individual growth throughout the entire organization.
The art of "dialogue" to prevent isolation and become a bridge of trust
One of the things new employees who have jumped into a new environment fear most is "isolation." Not knowing who to consult, not being able to confide their worries, not being able to enter the team circle. Such a sense of isolation is a direct trigger for mental health issues and early resignation, not to mention a decline in performance. To break this invisible wall of isolation and build a bridge called a relationship of trust, high-quality "dialogue" with superiors and colleagues is essential.
The central role in this is played by 1-on-1 meetings held regularly between the supervisor and the subordinate. This is not just a place to check the progress of work. Rather, it should be positioned as a time to step away from work a little and listen to "what the new employee is feeling and thinking now." For example, questions focusing on emotions and human relationships such as "What do you find interesting about work lately?" "Conversely, is there anything you find a bit difficult to do?" "Have you gotten used to the team atmosphere?" are effective. Through such dialogue, the supervisor can detect the challenges and anxieties the new employee has in a timely manner and provide appropriate support. Also, for the new employee, the sense of security that "they care about me" leads to trust in the supervisor, and by extension, trust in the organization.
The place for dialogue is not limited to 1-on-1. Mechanisms where senior employees of similar age act as advisors, such as mentor systems or buddy systems, are also very effective. Small, detailed worries at the field level that are difficult to say directly to a supervisor, or simple questions like "I wonder if it's okay to ask this?" are easy to consult with a senior who is close in age. Such "diagonal relationships," apart from official lines, become an important mental support for new employees. Informal communication such as lunch or chatting during breaks is equally important. By understanding each other's personality and feeling a sense of affinity from conversations that are not directly related to work, a relationship where it is easy to ask for help when the time comes is nurtured.
The most important thing in dialogue is the attitude of sincerely "listening" to the other person's story. Rather than interrupting the story or immediately stating one's own opinion, "active listening" is required, where one listens carefully until the other person finishes speaking. And by summarizing and returning the other person's words, or confirming by saying, "So, does that mean such and such?", the message that "I am trying to understand your story properly" is conveyed. The accumulation of such careful communication fosters an environment with high psychological safety and creates soil where new employees can safely self-disclose. Dialogue is not just a means of information transmission, but an extremely important technique for building a bridge called trust between people.
Sharing "tacit knowledge" to promote adaptation to organizational culture
In onboarding, it is relatively easy to teach 'explicit knowledge' such as what is written in operational manuals. However, for a new employee to truly function as a member of the organization, adaptation to 'tacit knowledge' that has not been manualized is essential. Tacit knowledge refers to cultural aspects that are difficult to explain in words, such as organizational values, codes of conduct, unique communication styles, and decision-making processes. Sharing this tacit knowledge is the factor that significantly determines the quality of onboarding.
First, it is important to pass on the values and vision that the organization cherishes by incorporating specific episodes. For example, founding stories such as 'Why did our company start this business?' and 'What kind of difficulties have we overcome in the past?', as well as specific inspiring stories like 'There was an employee who took such wonderful action in dealing with a customer,' deliver abstract philosophies to the hearts of new employees as stories with life. Creating opportunities for management and veteran employees to tell these stories in their own words is extremely effective in passing on the organization's DNA to the next generation.
Next, efforts are required to visualize and carefully communicate the 'tacit rules' that exist in daily work. For example, things like 'You are free to speak up in meetings regardless of your position,' 'There is a culture of replying to chats as quickly as possible,' or 'It is customary to use this template when creating documents.' These may be obvious to experienced employees, but new employees have no way of knowing them. By not knowing this tacit knowledge, they may unintentionally lower their own evaluations or create a rift with those around them. Supervisors and mentors should actively provide advice during the OJT process, such as 'In our team, it's smoother to do it this way in these situations.'
Furthermore, informal communication settings are the perfect opportunity to learn tacit knowledge. Through small talk during team lunches, drinking parties, or company events, the real face of the organization—which is not spoken of in official settings—such as who the key persons are and what the power dynamics between departments are, becomes visible. Even in organizations where remote work is the norm, creating mechanisms that generate accidental communication, such as intentionally setting up online small talk time or holding virtual social gatherings, makes adaptation to the culture smoother. Sharing tacit knowledge is an important process for new employees to understand the organizational context and change their mindset from 'outsider' to 'insider'.
Summary
In this article, we have looked at how onboarding, especially the 'first few months,' has a decisive meaning in shaping the future of new employees and the future of the organization. This period is not just a phase for learning tasks, but an extremely important 'golden time' where an individual's psychological foundation is built and engagement with the organization is fostered.
During this golden time, we want to reaffirm the importance of being close to the hearts of new employees. Intentionally designed 'small success experiences' give them the solid confidence that 'I can make it here.' Regular 'dialogue' with supervisors and colleagues removes the invisible wall of isolation and builds a psychological safety base. And the process of carefully sharing 'tacit knowledge' that is not written in manuals becomes a compass for them to truly become a member of the organization.
These initiatives can no longer be completed solely by the decision of the Human Resources Department. Management must communicate the importance of onboarding to the entire company, frontline managers must sincerely face each new employee, and colleagues must warmly welcome and support them. Cultivating a culture where the entire organization shares the common consciousness of 'nurturing new employees' is the only way to lead onboarding to success.
Do not skimp on the initial investment in new colleagues. The energy and time poured into the short period of the first few months will eventually return as a multi-fold return in the form of improved employee retention, increased engagement, and improved overall organizational performance. Onboarding is not a cost, but an investment to create the future. We hope this article will serve as an opportunity for you to rethink onboarding in your organization and take the first step starting tomorrow.
