Importance of onboarding in times of change

Informatec Digital » Resources » Importance of onboarding in times of change

When a person joins a company undergoing a major transformation, that first contact can be the start of a solid working relationship or the trigger for an early departureIn contexts of constant change, mergers, accelerated digitization or new hybrid models, onboarding ceases to be a simple formality and becomes a strategic tool for organizational survival.

Far from simply handing over a computer and signing some papers, modern onboarding is a a planned trip that starts before the first day and can last for monthsintegrating culture, technology, human support, experience measurement and, increasingly, smart automationIn times of uncertainty, that journey is key to retaining talent, ensuring their performance, and fostering a positive image of the organization.

What is onboarding and why is it critical in times of change?

Onboarding, or the welcoming and integration process, is the set of actions that a company designs to ensure a new employee's integration. Understand where she has arrived, what is expected of her, and how things are done. in that environment. It is not a one-day welcome event, but a structured program that combines administrative, operational, cultural, relational, and developmental aspects.

In organizations undergoing continuous change, this process has an additional function: to reduce the feeling of chaos and give certainty to the newcomerWhen a person perceives order, coherence, and support from the beginning, they are more likely to believe they have made a good decision and to trust the project even if the company is undergoing a complete transformation.

The data supports this impact: various studies indicate that Up to 25% of sick leaves occur in the first 45 days And a well-designed onboarding process can significantly increase the likelihood of employees staying beyond three years. In a market where talent is scarce and turnover costs are extremely high, every early departure hurts the bottom line.

Furthermore, a solid onboarding process accelerates the moment when the person contributes real value. The sooner you understand the culture, processes, tools, and informal relationships, the better.Before then, she will be able to be productive, make sound decisions, and move autonomously within the structure.

Organizational culture as the invisible axis of onboarding

A company's culture is that "subtext" that doesn't usually appear in manuals but that determines how to lead, how to make decisions, how to communicate, and what is tolerated or not tolerated within the organization. It is intangible, difficult to verbalize, and yet it determines the success or failure of any new hire.

Many onboarding programs attempt to summarize the culture in a welcome document, corporate presentations, or inspirational quotes on the walls. However, the reality is that The best way to understand a culture is to observe how people behave.: how teams relate to each other, how a middle manager responds to a mistake, what is celebrated and what is ignored.

That's why it's so important that onboarding facilitates direct contact with those who best understand that culture: veterans, role models, and key people in the informal networkTalking to them, accompanying them in their daily lives and seeing how they make decisions is infinitely more revealing than any document posted on the intranet.

In times of change, aligning official discourse with what actually happens on a daily basis is crucial. If an open, collaborative and flexible culture has been promoted during the selection processBut when a new employee encounters micromanagement, silos, and secrecy, the feeling of being deceived can trigger the intention to leave within a few weeks.

Onboarding, engagement and talent retention

The first few weeks at a company have a disproportionate impact on an employee's future relationship with the organization. Research shows that A good onboarding process can increase retention by up to 82%. And those who experience an excellent onboarding experience are much more likely to feel satisfied and committed to their work.

The emotional bond with the company begins to be built from the first contact, not only when the contract is signed. The way the offer is communicated, how prior doubts are resolved, and how the wait until the first day is managed. It sends very clear signals about the company's style and the value it places on people.

When onboarding is reduced to bureaucratic issues, the person may feel "thrown into the pool" without a life preserver. The feeling of being lost, without support or key information In the first few days, it is one of the factors that most fuels frustration, mistrust, and ultimately, early turnover.

Conversely, a well-designed program conveys from the very beginning that the company has prepared for your arrival: Everything works, the access points are ready, the team knows who she is, and someone is responsible for accompanying her.That level of professionalism directly impacts the pride of belonging.

Phases of the onboarding process: from pre-onboarding to follow-up

A modern onboarding process is usually structured in several linked stages, allowing information to be delivered gradually and in a way that is manageable for the individual. The idea is to avoid initial saturation and combine training, practical experience, and ongoing support..

Pre-onboarding: the work before the first day

The process should begin when the person accepts the offer. At this stage, the necessary documentation is sent, the next steps are explained, and logistical issues are clarified. Manage contracts, basic policies, and personal data in advance. It reduces the stress of the first day and frees up time for what really matters: relationships and culture.

It is also time to prepare the workstation and all associated tools: computer, mobile phone, licenses, system access, credentials and physical materialsFinding everything ready creates an impression of order and care that weighs heavily in the new employee's assessment of the organization.

Day One: The Importance of the Welcome

The first day is usually the most emotionally stressful time. Creating a clear schedule helps to reduce nerves and convey a sense of control. A warm welcome, a formal introduction of the team, and a short tour of the facilities. They are basic, but not sufficient.

It is recommended to include a session where they are shared the company's history, its purpose, its values, and the most relevant rules of the gameas well as an open question and answer session. In addition, it's advisable to explain in simple terms the policies, benefits, and procedures that directly affect daily operations (schedules, communication channels, remote work, etc.).

Training, development and learning curve

Once the initial shock of the first day has passed, the focus should shift to progressive learning. Depending on the position, the following will be necessary: technical training modules, digital tool training, sessions on internal processes and even short rotations through different areas to understand the business from end to end.

Many companies combine initial training with medium and long-term development plansThis allows the new employee to see a path of growth and continuous improvement from the outset. This helps to set expectations, reinforce motivation, and envision a career within the company.

Monitoring and evaluation of integration

Onboarding doesn't end when the initial training is finished. Scheduling is key. regular feedback meetings between the person, their manager and, where applicable, their mentorThese meetings serve to review objectives, detect roadblocks, resolve doubts, and recalibrate the plan if something is not working.

Many organizations use 30-60-90 day timeframes to mark milestones: What should the person know and master after one month, two months, and three months?This type of structure helps both the employee and the manager to clearly understand what to expect at each stage.

The 5 Cs of onboarding: a guide to leaving no loose ends

A widely used approach to designing robust programs is the "5 Cs" of onboarding, which function as a checklist to ensure that nothing important is forgotten. Each C reflects a key dimension that must be explicitly covered.

The first is compliance: the new employee needs to know internal policies, legal obligations, safety standards, and ethical commitments of the company. Going beyond the typical formal induction and connecting this content with real-life situations helps ensure it doesn't just become a dead letter.

The second C is clarification: here we work to ensure that the person has Clearly define their responsibilities, their decision-making scope, the tools they will use, and the criteria that define good performanceLess ambiguity means less frustration and fewer serious mistakes in those first few months.

The third is confidence, which is built by offering support, feedback, and opportunities to practice without fear of making mistakes. An environment where you can ask questions without being judged And where small initial advances are recognized, it triggers a sense of self-efficacy.

The fourth C is connection: it is not enough to explain the organizational chart, real relationships must be facilitated. Help the new employee get to know key people, understand informal networks, and establish collaborative links. It is crucial for him to feel part of the group.

Finally, the C for culture reminds us that we must make things explicit. the mission, the vision, the values, the symbols, and the expected behaviorsThe person needs to see how that translates into day-to-day operations, not just in slides; otherwise, the inconsistency will damage the organization's credibility.

Onboarding, productivity and work environment

A well-planned onboarding process has a direct effect on performance. When someone quickly understands their role, is proficient with the tools, and knows who to contact for each issue, It reaches its optimal productivity point in much less time. that he learns through trial and error.

There are studies that estimate that a structured onboarding program can improve the productivity of new employees by around 70%For the company, this means recouping the investment made in selection and training sooner, reducing costly mistakes, and relieving pressure on the teams that have to welcome the newcomer.

Furthermore, onboarding impacts the work environment. A chaotic process, where each new hire arrives disoriented and overly dependent on the rest of the team, can to generate tension, overload and a feeling of permanent improvisationIn contrast, a clear system, with defined roles and established support, facilitates collaboration and coexistence.

The effect is also noticeable in the culture of recognition. When the achievements, effort, and contributions of new people are made visible from the beginning.This reinforces a climate where it is worthwhile to get involved and where people perceive that their work matters.

Mentors, buddies and personalized support

A key element of the best onboarding programs is the figure of the mentor or buddy. This refers to an experienced colleague who becomes the daily point of reference for the new hire, beyond the direct supervisor or the Human Resources department.

This companion helps navigate the informal side of work: how the processes actually work, who to consult, what unwritten things are important to know or how certain internal codes are interpreted. It also provides emotional support, especially in demanding or rapidly changing environments.

A good mentor remains available, fosters honest communication, and It encourages the new employee to ask questions, compare ideas, and suggest improvements.In addition, you can organize informal get-togethers, such as coffee or lunch, to introduce other colleagues and expand your network.

At management levels, models such as "mirror-in managers" are becoming popular, where the newly arrived person He accompanies another executive with a similar role for a few days. to see firsthand how decisions are made, how teams are managed, and how pressure is handled within the organization.

Technology, ITSM and digitization of onboarding

Digitalization has completely transformed the way staff recruitment is managed, especially in large companies or those with hybrid/remote work models. IT Service Management (ITSM) platforms and Enterprise Service Management They allow for the centralized coordination of everything an employee needs to start working.

Thanks to these systems, it is possible to automate approval workflows for equipment, access, and permissions, integrating IT, HR and other areas in a single circuitThis reduces bottlenecks, minimizes manual errors, and ensures that the new employee has resources available from day one.

The employee portal becomes the gateway to the organization: a one-stop shop for corporate information, policies, FAQs, manuals and support channelsCombined with a good knowledge base, it allows the person to resolve many of their doubts on their own without always depending on third parties.

Specific solutions also facilitate the management of requests (material requests, permits, special access), help desk support, and the creation of training pathways accessible from any deviceAll of this translates into a smoother and more consistent experience for new talent.

In parallel, technology is being applied to measurement: automated surveys at different points in the process, data analytics on resolution times, satisfaction levels, and causes of early turnover allow continuously adjust the onboarding design and act proactively in response to signs of disengagement.

Onboarding and offboarding: two sides of the same experience

In times of change, it's not just how people come in that matters, but also how they leave. Offboarding, that is, the process of separating an employee, is the conclusion of the employee's trip has a direct impact on internal and external reputation of the organization.

A poorly managed exit can lead to operational and security risks (active access, sensitive information without control) and damage the company's image among those who remain. On the contrary, an orderly, respectful, and professional offboarding process. It strengthens the employer brand and can turn former employees into ambassadors or future boomerang hires.

As with onboarding, technology plays a central role: automatically revoke access, recover equipment, close administrative processes, digitally sign documentation And leaving traceability of each step reduces errors and ensures regulatory compliance.

Furthermore, the exit stage is a prime time to gather honest feedback. Exit interviews and targeted surveys They allow the identification of failures in the reception process, cultural or leadership problems that may not have been detected before.

Common mistakes and best practices in onboarding programs

Many companies have implemented some type of onboarding process, but they don't always achieve the desired impact. Among the most common mistakes is... focus almost exclusively on administrative and operational tasksforgetting the relational and cultural aspect that truly makes the difference.

Another recurring mistake is delegating the entire burden of onboarding to Human Resources. Although HR coordinates, True success depends on the role of the direct manager and the team itself.These are the people who live with the person on a daily basis. Without their active involvement, even the best design remains just a piece of paper.

It is also common to fall into the "one size fits all" trap: applying the same onboarding template to any profile and level. The content, pace, and focus should be adapted to the type of position, prior experience, and the context of each area.if the process is to be relevant and useful.

As a counterweight, some key good practices include: turning onboarding into a process of several months, not just one day; combine digital actions with face-to-face or synchronous meetings; design specific routes by role; involve senior management in certain milestones; and always assign a buddy or mentor.

Gamification is increasingly being used to address complex issues such as security, compliance, or corporate values ​​in an engaging way. Challenges, levels, missions and light competitive dynamics They allow the person to absorb critical information in a more entertaining and memorable way.

Finally, the most advanced companies integrate onboarding into a broader employee experience strategy: They connect it with employer branding, development, performance management, and continuous listening.Thus, the incorporation ceases to be an isolated procedure and becomes the first coherent chapter of a long-term story.

In a work environment marked by uncertainty, digitalization and the war for talent, onboarding is no longer a luxury or a nice extra, but a strategic pillar. Companies that treat it as a living, measurable, and people-centered process They gain employees who understand the culture, feel supported, reach their peak performance sooner, and have fewer reasons to leave when they are needed most.