Onboarding derails before it even begins
In most organizations, the onboarding of a new hire depends on the goodwill of the immediate supervisor. This isn’t a criticism, just an observation. However, most supervisors have never received training on how to manage the onboarding process. In fact, no one evaluates them on this. What’s more, these managers are already dealing with an overloaded schedule before the new hire even arrives.
Their blind spots are predictable
They assume the new hire will ask questions if they need to.
They won’t—or they’ll wait too long—because the fear of bothering stakeholders (who are often already very busy) or of appearing incompetent outweighs the need for clarity.
An open-door policy replaces structured follow-up.
It’s an intention, not a plan.
Expectations aren’t clear, direct, or explicit.
“Take your time settling in” is a phrase the new hire interprets as “I’m on my own.”
They delay feedback due to lack of time, habit, or discomfort.
The unwritten rules of organizational culture are never explained.
They are discovered, sometimes at one’s own expense.
What does your new hire think of all this?
The true cost of a poorly structured onboarding process isn’t hidden in potential conflicts or mistakes, but in the silence.
“My manager is hard to reach because he’s very busy. I hope he’s satisfied...”
“I think I know what’s expected of me, but it’s hard for me to figure out where to start. There are so many priorities. My manager expects me to know what I need to do, and I don’t dare ask him.”
“My manager is accessible in theory, but in practice, I hardly ever see him. »
“I’m having trouble fitting into the team because I don’t yet understand its dynamics: decision-making, communication style, who I need to influence, etc.”
“I’m contributing, but I haven’t received any feedback. I don’t know if I’m on the right track.”
“The team culture isn’t quite what was described to me during the interview.”
These thoughts won’t magically disappear; on the contrary, they fuel anxiety, hinder initiative, and ultimately lead to an early departure (or silent resignation—you decide which is worse).
For an SME, an early departure means 6 to 9 months’ worth of salary in replacement costs… yet it’s preventable.
Is your onboarding process robust?
Before looking for a solution, make the right diagnosis.
Answer yes or no:
- Your manager formally meets with the new hire within the first two weeks to clarify expectations
- The objectives for the first 30, 60, and 90 days are defined and explicitly communicated to the new hire
- Your new hire knows how their success will be evaluated at the end of the probationary period
- Proper follow-ups are scheduled at regular intervals
- Your new hire has been introduced to stakeholders beyond their immediate team
- Someone ensures the new hire understands the unwritten rules of the organizational culture
- Your new hire has received at least one formal feedback session before the end of the first month
- Your manager has been equipped to mentor the onboarding process (not just welcome the new hire)
- Your new hire has a plan to take charge of their own onboarding, independent of their manager’s support
- If your manager changes during the onboarding process, your process still holds up
What You Can Do Without Reinventing Your Process
There’s no such thing as a perfect manager—that’s not the problem to solve.
What makes the difference is a new hire who can actively steer their own onboarding, ask the right questions, build their internal network, understand the organizational culture, and handle the pressure of the first few weeks—even when dealing with a manager who’s absent, disorganized, or overwhelmed.
This is likely the blind spot your onboarding program doesn’t cover: it equips the organization, not the new hire.
The training ➡️ Employee experience: taking charge and making a success of onboarding fills this gap. It gives every new hire a 90-day plan, concrete milestones, and tools to handle what your process can’t always guarantee. Ultimately, this means faster onboarding, fewer departures within the first six months, and less pressure on your managers at the very moment they need it least.
It’s not a substitute for your onboarding program; it’s what allows it to hold up even when conditions aren’t ideal.
[1] Gallup - Why the Onboarding Experience Is Key for Retention
[2] Research Brief The True Cost of a Bad Hire - Madeline Laurano August 2015
