New Hire Success: Two Critical Strategies for Effective Onboarding

Introduction

When hiring and onboarding new employees, two common narratives often emerge in the job market: “We can’t find good people,” and, “There are no jobs; offers are bad, and no one hires without experience anymore.” These sentiments reflect the challenges both employers and job seekers face. For companies, the responsibility of effectively integrating new hires begins after a long recruitment process — involving two, three, or more stages of assessments, interviews, and assignments. Unfortunately, some hiring managers, company leaders, or even HR departments underestimate the importance of proper training and onboarding. Hiring does not end with an offer letter; it is a continuous process that spans the entire employment lifecycle, from recruitment to offboarding.

A comprehensive HR process starts with identifying and recruiting new talent and extends to nurturing that talent throughout their tenure at the company. This shift from referring employees to “candidates” to “talents” underscores the modern perspective on valuing human capital. However, the true challenge lies in ensuring that new hires are introduced to their roles and properly integrated into the company culture and operations. This is where two critical onboarding strategies come into play.

1. Company Handbook and Mentorship Programs

One of the most effective ways to introduce new employees is through a detailed company handbook or structured mentorship program. A company handbook serves as a guide, providing new hires with essential knowledge about the organization. It typically includes key documents such as the company’s statutes, institutional regulations, codes of conduct, dress codes, and organizational charts. These resources act as a roadmap for navigating the workplace, helping new employees understand the company’s values, rules, and expectations.

Mentorship programs, on the other hand, pair new hires with experienced colleagues who guide them through their initial days and help them adapt. Mentors offer personalized support and insights, making onboarding more interactive and engaging. This technique is particularly valuable as it fosters a sense of belonging and helps new employees build confidence in their roles.

This mentorship approach is useful because it provides new employees with a senior colleague to guide them. The new hire can learn through observation, shadowing, asking questions, and maintaining a notebook or training diary to document their progress. This hands-on learning fosters connections and enables new employees to gain practical knowledge of their roles. Such arrangements often lead to a trainee-mentor bond, creating a positive dynamic between the two.

However, there are challenges associated with this technique. Senior employees often have significant responsibilities and adding mentorship duties can increase their workload. Being responsible for a new hire, answering questions, and maintaining a professional and patient demeanor can be overwhelming. The pressure to ensure the trainee’s success — as their performance reflects the quality of training — can also be a burden. These factors may lead to a higher dropout rate among new employees. Companies are generally prepared for this, viewing it as a natural part of the onboarding process. This method’s inherent corrective nature and effectiveness contribute to its continued popularity.

2. Trial by Fire: Independent Learning Under Pressure

The second widely used onboarding technique is often called “throwing them into the fire” or “learning through chaos.” This approach is particularly prevalent in micro, small, and medium-sized enterprises, as well as in startups and entrepreneurial ventures. Advocates of this method argue that employees who learn the job under such conditions become highly adaptable, independent, and resilient. The rationale is that exposure to real-world challenges early on equips employees to handle any situation.

While this technique may produce quick learners and self-reliant employees, it has significant downsides. The primary concern is the potential burnout of new hires. Without proper guidance and support, many promising employees may feel overwhelmed and choose to leave. Companies must consider how many talented individuals are lost due to the intensity of this method. The question arises: how many sacrifices are necessary to find one exceptional candidate?

Unlike the mentorship approach, where a senior colleague provides guidance, the trial-by-fire technique leaves new hires to fend for themselves. They are expected to learn quickly, adapt to the work environment, and prove their competence independently. This raises concerns about whether the evaluation of such employees accurately reflects their potential or simply their ability to survive under pressure.

In today’s job market, where the term “candidate” is being replaced by “talents,” prospective employees often research job requirements in advance. They aim to equip themselves with prior knowledge to meet the challenges posed by such onboarding practices. While this proactive approach helps some, it underscores the need for companies to balance independence with adequate support during onboarding.

In Conclusion

Effective onboarding is about more than just welcoming a new hire. It’s about equipping them with the tools, knowledge, and support they need to thrive. Both structured mentorship programs and independent trial-by-fire methods have their merits and drawbacks. A well-executed onboarding process should strike a balance between these approaches, tailoring methods to individual roles and company cultures. By doing so, organizations can not only enhance employee retention but also cultivate a workforce that is skilled, confident, and aligned with their goals. Investing in thoughtful onboarding strategies ultimately leads to long-term success for both employees and employers.

I am deeply grateful to Prof. Dr. Aleksandar Gra?anac for his invaluable guidance and collaboration on this article. This work reflects a shared effort and his exceptional expertise.

Prof. Dr. Aleksandar Gra?anac, Doctor of Economic Sciences, has built an impressive career in both academia and the economy. Starting as an intern at Hempro Beograd, he became director of a representative office abroad. He contributed to the creation of the Belgrade Stock Exchange and the Strategy for Entrepreneurship and SMEs of the Ministry of Economy (2015–2020). A full professor since 2011 at Educons University and a visiting professor at the University of Copenhagen, he has published seven books and over eighty scientific papers.

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