Onboarding processes: How to onboard a new employee
Today, an onboarding process consists of several phases. Companies want to build strong relationships with promising employees, ideally before they even start their new job.
A comprehensive onboarding process can last up to a year and encompasses the company, the people, and the technology. This involves not only HR and the new employee, but also colleagues and managers.
Only when the new employee is fully integrated into the organisation can the recruitment and onboarding process be considered successful.
What is onboarding?
Onboarding is the structured process of integrating new employees into their work environment.
Why is it important to optimise the onboarding process?
When a new employee leaves prematurely, the organisation loses all the resources invested in their recruitment and training. A thorough onboarding process helps position the company as an attractive employer and can also improve overall employer branding. Additional benefits of an optimal onboarding process include:
- Employees are motivated from the start.
- They feel welcomed and build relationships.
- They work more effectively, as they find their way around the organisation and become productive more quickly.
New hires expect clarity. And companies that get onboarding right see the payoff: faster ramp-up, higher retention, and loyal employees.
Here’s what great onboarding looks like in 2026 and how to onboard a new employee effortlessly.
Phases of onboarding
Phase 1: Before the first day
The moment a new employee signs their contract, they’re already forming opinions about the company. Don’t leave them in silence. Instead, send a welcome email before their start date. Besides a welcome message, also consider including the following information:
- Who they’ll meet on day one and what to expect
- What time to arrive (and where to go)
- Any documents they need to bring
- Optionally: A small personal note from their manager
What else to pay attention to:
Ship equipment timely. Nothing kills momentum like spending the first morning waiting for IT to set up a laptop. If possible, have everything ready before they start, especially for remote or hybrid roles.
Share any relevant details. This can include information regarding the company dress code or instructions on how to enter the building and where to park.
Phase 2: The first week
The first week is crucial for setting the tone for a new employee’s entire tenure. The overall goal during these initial days is to move beyond mere formalities and dig deeper into engaging the new joiner, clarifying expectations of the position, and fostering early connections with the team and the company’s mission. A structured and supportive first week significantly reduces anxiety and accelerates the new joiner’s path to productivity. Here are a few things than can be considered to make them feel welcomed and ready in the first week:
Schedule a welcome meeting. It doesn’t have to be elaborate. A team breakfast or a 30-minute welcome huddle are one way to do this. t could also be lunch with the manager or their team to get better acquainted. Having them go for lunch gives them an opportunity to get out of the office or work environment. It also allows them to get to know their team and form a better working relationship.
Introduce them systematically. Don’t just walk them around (or hop on a video call) and say, “This is everyone.” Structure introductions so they understand how the company fits together.
Have them meet their manager and schedule follow-up meetings.
The initial meeting with the manager is crucial for setting the tone for the new hire’s experience. This session should cover key role expectations, immediate priorities, and an introduction to team dynamics and company culture. Furthermore, proactively scheduling regular follow-up meetings, such as daily check-ins for the first week, then weekly 1:1s, ensures that the new employee has consistent support, opportunities to ask questions, and timely feedback as they navigate their first few months.
Set up their first win. Nothing builds confidence like contributing early. Identify a small, meaningful task they can accomplish in the first few days, something that lets them learn by doing.
Define “done” for week one. Clarity on expectations reduces anxiety. Tell new joiners exactly what success looks like by the end of the first week. “By Friday, you’ll have met the product team, reviewed our top three customer requests, and drafted your first feedback summary.”
Phase 3: The first 90 days
This is where most onboarding programs drop off and where the real work begins. The first 90 days should feel like a structured journey. This initial period often aligns with the probationary period and should include defined headcount and work milestones that directly support and integrate with the goals of the onboarding program. Consider the following steps to successfully integrate a promising candidate:
Set 30-60-90 day goals. Together with the new hire, define what success looks like at each milestone. Be specific. “By day 30, you’ll have completed product training and shadowed three client calls. By day 60, you’ll lead your own client call with a peer present. By day 90, you’ll independently manage your first account.”
Assign a peer buddy. Not their manager. Someone who can answer the small questions they might not want to ask their boss. Where’s the best place for lunch? How do I book time off? What’s the unwritten rule about Slack statuses?
Schedule regular check-ins. Weekly for the first month. Bi-weekly for the second. These aren’t performance reviews. They’re alignment conversations: What’s going well? What’s confusing? What do you need?
Gather feedback and act on it. Ask new hires what’s working about your onboarding process and what isn’t. Then actually change things. When they see their feedback lead to improvement, they know you’re serious about getting it right.
Remote and hybrid onboarding
If a team works remotely or in a hybrid setup, the social aspect of onboarding becomes both harder and more important.
What works:
Over-communicate the invisible. Remote new hires can’t see what’s happening around them. Tell them. “This week is busy because we’re launching a feature. You might see some late messages. Don’t worry. That’s not the norm.”
Create social moments that stick. Virtual coffee chats. A dedicated Slack channel for non-work chat. A quarterly meetup if possible. Small things that say “you’re part of this community.”
Send them a welcome kit. A hoodie, a notebook, something that connects them physically to your brand.
Looking for great candidates? Turn your open roles into a steady stream of qualified candidates.
Tracking onboarding metrics
You can’t improve what you don’t measure. Track these metrics to see if your onboarding is delivering results:
| Metric | What to track |
| Time to productivity | How long until new hires perform at the level of experienced teammates? |
| 90-day retention | Are new hires still with you after three months? |
| New hire satisfaction | Survey them at 30, 60, and 90 days. Ask what’s working and what’s not. |
| Manager feedback | Are hiring managers happy with how quickly new team members ramp up? |
Conclusion
Great onboarding doesn’t just set people up for success. It sets your whole team up for success.
Knowing how to onboard employees effectively can help them feel more comfortable with their new work environment and role, which can also ultimately improve employee retention. When done correctly, you get a productive employee who stays when the headhunter calls.
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Elisa Yang
Elisa is a dedicated member of JOIN's Product, Marketing and Intelligence team. With a keen eye for recruitment trends and a deep understanding of the German job market, Elisa provides valuable insights that empower recruiters to make informed decisions and attract top talent efficiently.
