Good onboarding boosts job loyalty
A weak onboarding process affects more than just a new hire’s first weeks—it shapes their entire relationship with an employer. A recruitment agency survey of 1,000 Irish professionals revealed how early experiences influence long-term commitment.
First impressions last—and so do the doubts
The first few weeks on the job set the tone for loyalty. When onboarding fails, the consequences appear quickly. The survey found 22% of junior employees became more likely to leave after a poor experience. Only 30% felt their manager provided enough support during that period, and 45% needed over six months to feel effective in their role.
The gap between expectations and reality extends beyond new hires. While 60% of middle managers believed they received good support, just 34% felt fully effective after six months. This difference shows a disconnect between what managers believe they offer and what employees actually receive.
Andrew Powell, chief commercial officer at Robert Walters, explained that early-career professionals now face greater demands. They must start contributing earlier, handle AI advancements, and develop skills once reserved for experienced staff. A well-designed onboarding process helps them gain confidence, understand expectations, and become productive faster.
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Where onboarding goes wrong
Only 33% of professionals rated their onboarding as good or excellent. A quarter described it as poor or very poor. Less than half said the experience made them more likely to stay, while 9% said it pushed them toward leaving.
Clarity emerged as the biggest issue. Among junior employees, 41% identified training and role definition as weak points, followed by company culture (28%) and unclear expectations (23%). Middle managers shared these concerns: half said training and role clarity were lacking, while 21% wanted better communication before their start date. Another 15% struggled to access necessary tools and systems.
Powell noted that many companies focus too much on administrative tasks. They treat onboarding as a checklist of policies and paperwork rather than an opportunity to build connections and culture. This limited approach can create problems. Employees who spend months feeling lost may lose confidence before they have a chance to prove themselves.
Onboarding should help new hires feel they belong. When it fails, the cost includes not just turnover but also disengaged employees who stay without full commitment.
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What a strong onboarding process looks like
Powell said the most successful organizations view onboarding as a structured process, not a one-day event. It helps employees build relationships, understand expectations, and develop confidence over time.
This approach has become more important as companies compete for talent. The survey shows onboarding is no longer just an HR task—it’s a strategic priority. When done well, it speeds up productivity, reduces turnover, and creates engaged employees. When done poorly, it leaves new hires questioning their decision.
For junior staff, this uncertainty can be particularly difficult. They often enter roles with high expectations and little experience. If onboarding doesn’t bridge that gap, the result is a workforce that never fully trusts the organization.