Reade Hotel Management

Trista Thomas

Employee Experience Leader

Where Onboarding Really Begins

The Society for Human Resource Management (SHRM) defines onboarding as the process of integrating new employees into an organization by introducing them to its culture, mission, values and expectations. While I agree with that definition, I believe effective onboarding starts long before an employee’s first day.

To me, onboarding begins the moment a candidate enters the recruiting process. Every interaction matters. From the first interview to the offer letter and pre-boarding communication, we are showing candidates who we are as an organization. We are setting expectations, introducing our culture and beginning to build trust.

I believe onboarding is one of the most important investments an organization can make. It is not just about getting someone ready to do a job—it is about helping them feel like they belong. A well-planned onboarding process should include clear milestones throughout the first 90 days so employees know what success looks like and managers have opportunities to coach, support and celebrate progress along the way.

Paperwork is Required, Relationships are What Matter.

Paperwork and orientation are important because they ensure compliance, but they are only a small part of onboarding. I like to think of onboarding as the beginning of a relationship. Just like any relationship, both sides are getting to know each other. The organization is learning how to support the employee, and the employee is learning whether the organization is living up to the promises that were made during the interview process.

Relationships are built through communication, trust and consistency—not forms and checklists. When employees feel valued from the beginning, they become more engaged and more confident in their decision to join the organization.

Engagement Starts on Day One

People often ask how to improve employee engagement, but I believe engagement starts before the employee even clocks in for the first time. When new hires feel welcomed, prepared and supported, they are more likely to become productive and committed to the organization. Just as importantly, a great onboarding experience also benefits existing employees.

I have always been a strong believer in assigning new hires to a positive trainer or mentor. Not only does the new employee have someone they can learn from, but the trainer also feels empowered because they are helping someone else succeed. That positive attitude is contagious.

I also encourage introducing new employees to other departments early in the process. Every department plays a role in the success of the organization, and understanding those connections helps employees see the bigger picture. People perform better when they understand not only what they do, but why it matters.

Preparation Speaks Volumes

Nothing is worse than a new employee arriving for work and no one knowing they are coming. Preparation sends a message that the employee is important.

Before day one, organizations should make sure workstations are ready, system access has been created, uniforms and equipment are available, and the team has been informed of the employee’s start date. Whenever possible, managers should choose a start day when they have time to answer questions and spend time with the new employee instead of rushing from one task to another.

Something as simple as a welcome note or introducing the employee to key team members can make a lasting impression. Employees should never feel like an interruption. They should feel like they were expected.

Be Honest from the Beginning

I have always believed that transparency builds trust. One of the biggest mistakes organizations make is trying to sell a position by only talking about the positives. Every job has challenges, and every department has opportunities for improvement. There is nothing wrong with being honest about that.

Whether it is work schedules, department expectations or current operational challenges, employees deserve to know what they are walking into. They are making an important career decision, and they should have all the information they need to determine if the position is the right fit.

I would much rather have an honest conversation before someone accepts the position than have them leave 45 days later because the job was not what they expected. Clear expectations eliminate surprises and help employees succeed.

Check in Early and Oftena

If an organization conducts a 90-day review, that should never be the first meaningful conversation about an employee’s performance. Managers should be checking in regularly throughout the onboarding process. These conversations provide opportunities to answer questions, adjust training, recognize accomplishments and address concerns before they become larger issues.

Let us be honest—new employees receive a tremendous amount of information during their first few days. Even with pages of notes, they probably will not remember everything they learned on day one. That is why onboarding should never be viewed as a one-day event. It should be a process. Introduce responsibilities gradually, revisit important information, and do not be afraid to adjust the plan based on the employee’s progress. At the end of the day, onboarding is about people.

When employees feel welcomed, supported and prepared, they become more confident, more engaged and more committed to the organization. Great onboarding does not happen by accident—it happens because leaders intentionally create an experience that makes employees feel valued from the very beginning.

When organizations stop viewing onboarding as an HR responsibility and start embracing it as a leadership strategy, they do not just hire employees—they build committed, engaged and high-performing teams. That is a first impression employees never forget.