That indelible imprint on our minds created by first impressions is referred to in psychology as the primacy effect. If an initial experience is positive, it sets off a chain reaction of other positive perceptions and experiences. Because of the way our brains are wired, first impressions last well beyond the moment and this can help to explain why an employee’s early experiences and interactions at an organisation really do matter.

It is clear, as we continue to gain a grip on new work patterns and consider the rising attrition rates of recent months, that new hire first experiences is worth attention. We know when companies take the opportunity to reinforce the belief that the employee made the right decision, it strengthens the bond from the very beginning. By showcasing their core values and unique culture, the most successful onboarders have managed to create a sense of belonging and purpose, enabling these new recruits to jump right in and contribute as valued team members. On my first day at the Canadian airline WestJet, my former employer, I walked into a room with chairs arranged in a giant circle. Instead of the usual self-introductions, we were encouraged to speak to the person beside us, sharing something about ourselves. I remember this ice-breaking activity fostering immediate connections. I sat next to Ethel and when it was her turn to introduce me, she stood up and said, “this is Tyson and I like him a lot!” The room erupted in applause. Ethel had forgotten much of what I had shared with her because she was nervous, but her response left a positive impression on me and others in that meeting. At the same time, the fact that everyone applauded was an early indication to me that WestJet valued relationships and had created a different kind of work environment. This was about building connections from day one and it is one of the abiding memories of my time at this company. The importance of the warm welcome rings true when considering the recent debate about rising rates of attrition, or the ‘Great Resignation’. There are numerous evidence sources on this, including Bank of England statistics last year that showed vacancy rates in the UK overtaking unemployment rates for the first time since records began.

A recent analysis of 34 million employee profiles of US workers who left their jobs found toxic culture, job insecurity, a failure to recognise performance and a lack of prioritisation of employee wellbeing were leading factors. Other reports suggest that it doesn’t take long for the relationship between employer and employee to turn sour. Studies into the world of work now tell us that the connections between employer and employee and between co-workers, have never been so integral to business success. Part of this evolving picture is that these bonds can only ever be strong enough if they are built throughout the employee life cycle, at every step, in between recruitment and exit, including onboarding and career development. How though, do we create this sense of belonging and connection in a hybrid working world?

For the hybrid model to work for the employee from the beginning, we need to create an adaptable onboarding process that works for them, whether they’re in person or online. This is a consistent process – not favouring one employee over another in terms of richness of experience – but gives solutions to a unique set of conditions. This is about finding an onboarding process that works for the individual employee, giving them and their new employer and co-workers opportunities to build relationships. So, let’s look at the principles of an onboarding process that works for every employee, from before joining to a few weeks in. Before starting my first day at a new organisation, I received a questionnaire as part of the new hire pack to complete in advance. It asked me a bunch of personal questions that I was at first taken aback by, but I completed them as asked. The questions were about my favourite sweets, books, movies, hobbies and more. To my surprise, upon arriving at the office, I found a welcome basket on my desk, filled with all my favourite things. It was a thoughtful gesture that helped ease the nerves of starting a new job. Onboarding is about bringing organisational values to life and making communications personal. If you can’t leave something on their desk, make the effort to post it. If the employee is at work in person on their first day, let them know who is going to be there to greet them and who to ask for when they arrive. If working remotely, let them know what they can expect on the first day and who they will be meeting online. Don’t start them on a Monday morning or right after a bank holiday as the team will be catching up from the work over the weekend or from time off. Also, choose a start day when the team is not distracted and are able to give the new recruit some attention.

So, a new employee has arrived, what does their first week or two look like? First of all, create opportunities for the new hire to feel a part of the organisation. I consider the onboarding experience of new employees at WestJet. New recruits would be sent out into the organisation, often food tray in hands as they crossed the staff cafeteria, to ask their new colleagues, existing employees, about their experiences of the company, equipped with questions like, “what is your favourite WestJet story?” or “can you tell me your most memorable WestJet experience?” During lunch breaks, the established ‘WestJetters’ would greet the new hires and tell honest and, more often than not, positive stories about their time there. The new hires would then be encouraged to return to their onboarding ‘collective’ to share tales. The new employees were having an honest introduction to the organisation and gaining a feel for the corporate culture, whilst meeting more of their co-workers. Meanwhile, the established co-workers were meeting their new colleagues in turn and having the chance to be an honest champion for the company, sharing the good as well as the challenges to be faced. There are various tech solutions out there to smooth the on-boarding process, supporting the new hire with information about the company, training and virtual check-ins. Hybrid working is not a barrier to onboarding tasks, such as sending first week schedules and ensuring info is paced so the new hire is not overwhelmed. If they are there in person, it’s important to make sure their desk is cleaned and work equipment ready on day one. For the remote worker, sort the DSE (display screen equipment) assessment and what is needed for their workstation before they begin.

Onboarding, especially when managing remote or hybrid workers, cannot drop off a cliff after the first week. It is now a consensus that onboarding must care for the employee until they feel established and fully integrated into the team. Continue the process by scheduling a few different check-in points with the new recruit, making sure at least one of these check-ins has a social, less formal aspect to it. Then, solicit feedback from the new hire on what is working and where they might need extra attention, then tailor the support to the new hire’s needs. To be adaptable, this phase of the onboarding process must be seen as a reciprocal exchange. Identifying any potential gaps in supporting the success of the newest team member in their new role and environment is essential before it is too late. Through ongoing check-ins and maintaining open communication, valuable insights can be gained regarding effectiveness and areas for improvement, enabling any necessary adjustments to provide the required support. By thoughtfully designing the onboarding experience to highlight the organisation’s personality and uniqueness through meaningful interactions – virtual or in person – can cultivate lasting relationships with employees starting from day one, leaving a profound impact that extends throughout their tenure and beyond.

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