In today’s business environment, turnover has become a problematic issue for many organisations. It comes with a tremendous financial cost that affects both a company’s bottom line and overall productivity. In the hope of avoiding such setbacks, many organisations are searching for ways to mitigate risk. One of the most effective ways to do this is to ensure a thorough onboarding and induction process is in place. Organisations need to foster emotional connections with their employees early in the hiring process, to attract higher levels of engagement and retention, focusing not just on skills training, but also building a personal connection with new hires, which can significantly impact how they adjust to their new role. This enables employees to reach efficiency much faster. So, what practices and strategies can employers utilise during the onboarding and induction process to increases the likelihood of improved retention rates?

Use Onboarding as a Strategic Driver

The Great Resignation has shifted employees mindsets and priorities. With educational benefits and work from home options on the rise, workers are more aware of what they want from their next job. For learning leaders, The Great Resignation can pose as a “great reset” as they scramble to develop better engagement plans to win over their existing talent pool. With talent professionals struggling in this war for talent, it is critical to put your best foot forward with all new hires.

Onboarding should not only focus on skills development and training, but also on introducing the new hire to the company culture and team. Building a personal connection is essential to retaining your workforce. Hiring practices should demonstrate equity and inclusive practices and should aim to enable new employees to feel comfortable in their role.

Even after a candidate accepts a job offer, they can still be recruited by another company before their first day! Organisations need to stay a step ahead of the competition and focus on introducing new employees to the company culture by building a personal connection from the time an offer is made, into pre-boarding and continuing into onboarding. By promoting equity and inclusivity from the moment a candidate accepts the job offer, organisations can create a personal relationship with new talent early on and reduce the likeliness of turnover.

Increase Employees’ Intent to Stay

Along with establishing a personal connection, onboarding should aim to guide new hires as they learn more about their role and how it fits into the company. From day one, new hires should recognise the significance of their role and the impact they can make. When employees are aware of how their new role can impact the company’s success, it can increase their sense of belonging, therefore increasing their chances to stay long-term.

An employee’s “intent to stay” describes their willingness and desire to continue working at an organisation. Research indicates that employees with a high intent to stay invest much more discretionary effort into their work. This means that employees are more likely to go above and beyond the bare minimum when they feel connected to their role. Positive connections begin with helping new talent become adjusted and confident in their role. Once an employee feels well adjusted, they are more likely to stay engaged in their role.

Invest in Their Future



Many factors can influence an employee’s intent to stay. This is why it is so critical to be aware of modern job seekers expectations and what they want from their new role. Because employee turnover is largely voluntary, it means that with the right focus, there is a greater chance that turnover can be avoided. Understanding the influences that affect a new employee’s decision to stay is crucial.

Many modern-day job seekers are on the hunt for professional development opportunities. Professional development should begin during onboarding and should ensure that new employees embrace continuous learning and growth as a part of the company culture. Learning and development (L&D) can help build engagement and promote continuous upskilling.

During onboarding, leaders should use their new hires’ passions and career goals as a strategy to demonstrate the organisation’s investment in their professional development. Employers should encourage skills development and upward mobility to keep new employees excited for the future.

By supporting the development of people from the moment they are hired and harnessing their skills and career goals throughout the employee life cycle, organisations are more likely to retain them for the long-haul.