Improving Employee Onboarding Starts Before Day One

When we discuss employee onboarding best practices, preboarding sits reliably (inconspicuously, even) among resource provision, communication expectations, and training check-ins. 

Many organizations primarily regard it as a time to complete paperwork. Just another phase of formalities on HR’s onboarding checklist. The most clerical part of a process that only 12% of employees believe their employer is great at. 

This critical point is where new hires start experiencing buyer’s remorse instead of being reassured that they are a good fit. Who better to improve the pre-onboarding era and allay their anxieties than HR?

Management.

New hires begin quitting during the onboarding process

Few assume that fresh talent spends the time between sign-on and their first day in a state of starry-eyed excitement. 

However, it is incorrectly assumed that preboarding occurs too early for shift shock. Shift shock happens when the employee experience does not meet the new hire’s expectations. They disengage before settling in, becoming one of the 39% of employees who make plans to depart by the six-month mark. 

The disconnect can be found in basic perceptions of when a job begins. For a new hire, it begins when they accept the offer. From that moment forward, they are assessing the quality and coherence of all communications, feeling out the culture, and pinpointing areas that could make their transition challenging. 

On the other hand, the employer is more likely to perceive the first day as the beginning of the employee experience. They do not sufficiently consider how overwhelming amounts of information, confusing or conflicting communication, or lack of connection during preboarding may already be influencing engagement levels. 

One whiff of toxicity on what the company considers the first day may already be the new hire’s final straw.

Why are managers so essential to preboarding?

Having HR add more processes to new employee onboarding may not soften the blow of drab, paperwork-driven preboarding. Management stepping in at this stage is preferable for the following reasons:

• Building rapport and establishing a connection with a direct report feels more welcoming, productive, and reassuring.
• New employees will have access to more information related specifically to their role, as well as answers to questions that HR may not have.
• They get an inside glimpse at the team’s dynamics, removing unknowns, anxieties, or misconceptions before the first day.
• Managers setting expectations this early can help new hires start with a stronger sense of purpose and direction.

Linking up with management during preboarding doesn’t just set the stage for day one. It personalizes the experience, moving the needle toward higher long-term engagement.

Personal preboarding touches to add to the employee onboarding process

Management won’t take every new hire under their wing. Rather, these are small touches that build a sense of belonging before the person joins. Adding practical, human connection-based considerations to every employee onboarding checklist builds trust early.

Share a welcome video

These are highly customizable introductory materials that can orient and excite a new hire in minutes. It can include office tours, team introductions, an inside look at the culture, and most importantly, genuine words of welcome.

Managers can also use this video to set clear expectations, do a quick workflow walkthrough, share a tutorial, or anything else that helps a new person feel ready to dive in.

Improving Employee Onboarding Starts Before Day One

Connect them with a teammate via email

For some organizations, this should be Chapter 1 of How to Onboard a Software Engineer. New employees invariably come up with questions they didn’t anticipate needing the answers to, especially once that first week’s agenda is complete. 

There may be reservations about asking questions related to the culture or something that confused them during onboarding. Having management personally select and connect hires with a teammate gives them another place to have unknowns cleared up. 

It also gives them a more fleshed-out, realistic idea of what joining the team will look like.

Send notes from a conversation they just had as a team

Walking in on projects, challenges, and other ongoing discussions unaware makes people feel like they’re starting behind. Sharing notes from team conversations during the new employee onboarding process adds context and acquaints them with team dynamics and other cultural conventions.

Additionally, note sharing gives new people a head start on pitching in, as they start sorting out what and how they can contribute during the first week and beyond.

The real reason managers should participate in preboarding? It’s what new hires want.

When managers get involved with onboarding, employees are much more likely to feel the process was successful. Far from hand-holding or taking over HR’s job, it simply requires a step forward promptly after offer acceptance.