Employees cited reasons such as a lack of structure (31%); discrepancies between the role they applied for and the job they were hired to do (21%); and confusion about daily tasks (20%).
Gen Z were the most likely generation to notice a discrepancy between the job description and their role, as well as feel confused by daily tasks. Meanwhile, 14% of employees felt isolated during onboarding.
“The onboarding process is an often-missed opportunity to create a positive and long-lasting first impression that shapes long-term employee engagement,” Sarah Bradley, director of the South Leeds branch of consultancy the HR department and contributor to the Cognexo research, told HR magazine.
“A meaningful onboarding process makes employees feel like they’re part of a team, equipped to contribute to the organisation’s goals and aware of their role within it from day one.”
HR should accurately represent roles during recruitment, according to Gaby Joyner, head of employee experience for Europe at HR risk consultancy WTW.
Speaking to HR magazine, she said: “Ensure that you clearly articulate the true role during recruitment, you don’t dress it up to be something it is not.
“Share a detailed, accurate role description at some point in the process, if one hasn’t been in the job posting, that outlines responsibilities, expectations and required skills.”
Over a quarter (27%) of UK employers had new starters fail to turn up on their first day of work in the last year, according to research published by the CIPD in September. Two fifths (41%) of employers also reported that employees resigned within their first 12 weeks in the last year.
Read more: A quarter of companies ghosted by new recruits
Pre-boarding, from the candidate's acceptance of the offer to the first day on the job, should be an instrumental part of the onboarding process, Bradley advised.
“During the pre-boarding period HR can take proactive steps to ensure clarity and engagement, providing detailed offer letters and comprehensive job descriptions that help to set accurate expectations,” she continued.
“What’s more, introduction calls with managers allows new hires to discuss their roles, ask questions and create the clarity needed to affirm their decision to join the company was the right one.”
HR should ensure the onboarding process is structured, Bradley added.
She said: “Once onboarding officially begins, a structured and personalised programme is key. Developing tailored onboarding plans that outline specific goals, timelines and milestones will helps new hires understand what is expected of them.
“Facilitating early one-on-one meetings with managers to set clear performance expectations aligns their efforts with organisational objectives. Regular check-ins and feedback mechanisms ensure any confusion is promptly addressed and employees feel supported throughout the process.”
Onboarding should also encourage employees to socially and culturally integrate into the company, Joyner noted.
“Create a welcoming environment so workstations are ready with the necessary equipment to help the employee feel valued and set up for success and ensure they have a buddy and a mentor to help navigate them through their first few days and months with the organisation – picking these people carefully in terms of ‘fit’ is important,” she said.
“Equally, building opportunities for social integration through meetings, social events or mentorship opportunities helps to build relationships and foster a sense of belonging.
“Allow the candidate to speak to current employees in similar roles as part of the recruitment process or as the colleague onboards, provide shadowing opportunities – that allow new hires to observe colleagues in similar roles and offer practical understanding of jobs and expectations.”
Read more: Don’t mistake people ‘sitting tight’ for employee satisfaction
HR should ensure employees know where to go for support during onboarding, Jacob Travis, business director at recruitment firm Kingdom People, told HR magazine.
He said: “Having a centralised point of contact or resource for any questions will also help in ensuring new starters can get the information they need and not feel isolated.”
Asking for feedback on the onboarding process could also help HR improve future employees’ experience, Mike Rogers, COO at Kingdom People, added.
Speaking to HR magazine, he said: “Asking for feedback on the onboarding process is also essential for refining and improving the HR approach.”
Cognexo commissioned Research Without Barriers surveyed 2,000 office-based employees across England and Wales between 23 October to 6 November.
