Make It Right From The Get-Go - How Much Effort Do You Put on Onboarding?

Author: Ada Tai 

My onboarding experiences have varied widely across companies, with some proving far more memorable than others. One of the most significant examples was my first leadership role. I was hired to replace the HR Manager at a mid-sized company that had just been acquired. I was instructed to meet Liz, the HR Generalist, at the reception area at 8 a.m. on my first day, because my direct supervisor who located in the U.S. was on vacation for a month. Liz, who had been with the company for 4 years, knew everyone and everything and would “show me around.” Eager and punctual, I arrived 10 minutes early, only to find the reception area deserted. Despite the office being open, I was met with puzzled looks from passing employees: nobody seemed to know what was happening. I stood there looking lost until 8:15 am when Liz came rushing in with a McDonald's breakfast and a coffee. After a flustered greeting, she led me to my office, which looked like a tornado had hit it: employee files were everywhere, the laptop was sitting on a makeshift desk, the computer was not connected, and the office chair seemed to be plotting against me. My first morning was filled with random introduction to employees as they passed by, and the first afternoon was filled with going through a stack of policies and forms. A welcome email from my supervisor arrived three days into my job. After providing a list of tasks, I was given the signal of “I paid you to figure out the job yourself”... 

How soon after joining a company do you usually decide whether to stay or not? Not surprisingly, I did not last long at this job.

A staggering one-third of new hires depart within three months. ¹ Despite widespread challenges in recruitment and retention, businesses often overlook root causes. My experience highlights the critical role of onboarding. A well-structured onboarding process significantly impacts employee experience at their new organization, hence influenceing engagement and retention. While numerous resources detail effective onboarding practices, I will focus on the two fundamental principles:

1. Conduct meticulous planning of communication

The onboarding process is a critical “first impression” where the new employee and the company both set the stage and decide whether they would continue down the path of the “marriage”. It should not be mistaken with the 1 day or 1 week of “orientation” event where the new employees are introduced to company policies, procedures, forms, people and the physical surroundings. Integrating someone into a company culture can take one or two years, depending on the complexity of the job and the organization. So, forget about fancy orientation game software or lavish welcome lunches. The real magic happens in the meticulous planning of communication:

  • Communicate what the new hire needs to know, and 
  • Communicate what the new hire wants to know. 

To ensure a smooth onboarding process, managers should proactively consider what information a new hire needs to succeed in their role. Putting themselves in the new hire's position, they should anticipate the questions and concerns that may arise. This encompasses various aspects, such as job responsibilities, work environment, team dynamics, company culture and history, the leadership, policies, safety expectations, and support systems. It is also critical to explain the manager’s style, expectations and communication preference. By addressing these aspects upfront, managers can facilitate a seamless transition for new employees and set them up for success.

2. Demonstrate genuine interest in new hire experiences by conducting regular touchpoints

Many organizations consider their onboarding process complete once communication has been established and the new employee demonstrates competence. However, it's essential to recognize that each individual is unique. Simply fulfilling job requirements does not guarantee employee retention and engagement. To gauge the sentiments of new hires, managers must keenly observe, listen to their questions, and provide necessary feedback and support. Implementing regularly scheduled one-on-one check-in meetings is a common method employed by managers to engage new employees. These meetings can take the form of:

  • Weekly or bi-weekly sessions between the direct supervisor and the new hire,
  • An end-of-probation performance review,
  • A "stay interview" conducted at the 6-month and 12-month marks. One of our clients recently implemented this approach to ask targeted questions to the new employee and these conversations serve as a valuable tool for eliciting feedback on what works well, challenges encountered, and suggestions for improvement. 

As these discussions are targeted at new employees, who view the organization from an "outsider" perspective, their insights offer fresh viewpoints for enhancing the organization's recruitment and onboarding processes, managerial effectiveness, and work procedures.

It is well-documented that a large number of new hires leave their new employers due to a mismatch with the corporate culture, unclear expectations, ambiguous job assignments, or their supervisor's style. A well-executed onboarding process helps resolve many of these issues by establishing a strong foundation and fostering employee engagement from the get-go. This, in turn, enables organizations to reduce turnover and promote long-term employee success.

Reference:

1  John Doe, Jane Doe, & Mary Doe (2019, March 19). Why 33 Percent of New Employees Quit in 90 Days. Retrieved on August 5, 2024, from https://www.psychologytoday.com/us/blog/platform-success/201903/why-33-percent-new-employees-quit-in-90-days

I see. I hear. I experience. is a column created by and written by Ada Tai, a chartered member of CPHR Alberta. The column is written in a blog format where Ada and invited co-authors will present their own experiences and interpretations of the world of human resources and its impact on business management. This and the subsequent posts are copyrighted materials by the author(s) and only reflect their personal views, not CPHR Alberta’s.

Author bio: With an MBA Degree, a CPHR, and an SHRM-SCP designation, Ada Tai has been working as an HR professional in a variety of industries for 15+ years. Through her consulting firm, Ada and the team provide a variety of strategic and pragmatic management consulting services.  Ada’s public speaking skills have enabled her to be regularly invited to speak about HR, people management, career search, and networking topics throughout the province. She is also a well-respected Instructor at local universities. 

Contact information:

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LinkedIn: adatai or BadaB-Consulting-Inc

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BadaB Consulting Inc. provides a wide range of HR solutions, including Strategic HR and Succession Planning, Organizational Design & Development, Merger & Acquisition Due Diligence, Recruitment, Training Facilitation, Compensation Design, Performance Management, Workplace Investigation, Policy Development, etc. Another specialty of BadaB’s services is establishing future-proofed technology strategies and roadmaps.

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.

 

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



Navigating Mental Health in the Workplace Amid Political Uncertainty

By Jessica Jaithoo • October 24, 2025
Author: Calgary Chapter Committee The political climate has become an undeniable force in our lives, influencing not only public discourse but also personal well-being. Whether it is uncertainty surrounding federal policies, international conflicts, or provincial conversations about autonomy, employees are increasingly bringing political anxiety into the workplace. For HR professionals, this growing tension presents unique challenges. The task is not to take sides, but to foster environments where mental health is supported and respectful dialogue can take place. According to the Mental Health Commission of Canada, political anxiety is not a passing trend. It is a persistent stressor with real consequences for how individuals feel and function at work. The Commission highlights how political stress mimics other forms of chronic anxiety, causing sleep disturbances, irritability, and a sense of hopelessness ( MHCC, 2024 ). Constant exposure to polarizing news and divisive topics can leave employees feeling overwhelmed. This emotional fatigue, if left unaddressed, affects focus, performance, and team dynamics. A recent CBC feature underscores the cumulative effect of ongoing political and economic instability. It describes how stress can build over time, eroding emotional resilience and making it harder for people to manage conflict, remain productive, or feel safe expressing themselves ( CBC, 2023 ). These dynamics are not just playing out in public forums; they are showing up in team meetings, informal conversations, and leadership decisions.  HR professionals often find themselves at the intersection of these pressures. They are expected to support others while managing their own reactions to difficult news and evolving policies. They are tasked with implementing wellness strategies, fostering respectful communication, and ensuring compliance with changing legislation. It is a complex and emotionally demanding role. However, there are practical ways HR professionals can help reduce the burden of political anxiety in the workplace. The goal is not to suppress conversation, but to provide thoughtful, respectful guidance and tools that help people navigate uncertainty together. 1. Normalize the Conversation Begin by acknowledging that political stress exists and can impact work. A short message in a wellness newsletter or internal briefing can go a long way. When people feel that their experience is valid, they are more likely to seek help and less likely to internalize stress. Headspace, a leader in workplace wellness, emphasizes that validating emotions is a foundational step in reducing their intensity ( Headspace, 2024 ). 2. Communicate Proactively and Clearly When organizations face potential impacts from political or economic changes, silence can worsen fear. Clear, honest communication builds trust. The Mental Health Commission of Canada cites a national survey in which over half of respondents said that uncertainty was more stressful than bad news itself ( MHCC, 2024 ). Leaders should not speculate, but they should share what is known and outline the steps being taken to support employees. 3. Expand Mental Health Support Ensure that all employees know how to access support, whether through an employee assistance program, mental health benefits, or external community resources. Consider adding or promoting mindfulness programs, mental health first-aid training, or virtual therapy services. Managers in particular need support, as they are often the first people employees turn to during moments of stress. 4. Provide Strategies to Employees for Managing Political Anxiety in the Workplace Limit news exposure to reduce anxiety and protect mental health through digital detoxes. Highlight shared values such as respect, integrity and collaboration to help anchor people – reinforce a strong organizational culture rooted in community. Encourage volunteering and community engagement to restore control and purpose, which are critical to mental well-being. Support ongoing self-care and stress management practices. 5. Reinforce Respectful Conduct and Psychological Safety Review your organization’s code of conduct, respectful workplace policies, and social media guidelines. Ensure that employees understand expectations around respectful communication. Reinforce that differing opinions are welcome, but harassment or retaliation are never acceptable. A psychologically safe workplace benefits everyone by fostering trust, encouraging open communication, and enhancing overall productivity and well-being. 6. Equip Managers with Tools Offer training for people leaders on how to recognize signs of stress and respond with empathy. Provide scripts or toolkits for addressing politically charged questions in a way that keeps conversations respectful and focused on shared purpose. HR professionals do not need to have all the answers to the political questions of the day. Their role is to create structures that protect employee well-being and promote a respectful, inclusive workplace. By encouraging open dialogue, providing clear communication, and expanding access to wellness resources, HR leaders can reduce the impact of political uncertainty and help their teams thrive. As the landscape continues to evolve, it is critical to stay grounded in compassion and clarity. Utilizing the above tools and strategies, HR professionals can be a steady and reassuring presence for their organizations in uncertain times.

Making Waves & Inspiring Connections in Our Mentorship Community of Practice

By Jessica Jaithoo • October 23, 2025
Every mentorship match has the potential to create a ripple – one that extends far beyond the program itself. In our January–June 2025 intake, the CPHR Alberta Mentorship Program received over 225 applications across four unique streams, resulting in 100 mentor-protégé pairings, 17 peer matches, and 7 student group cohorts. This momentum reflects the strength of our HR community and its commitment to shared growth and learning. This year, we invited participants to reflect on three powerful questions: How has this mentorship experience shaped your perspective, and how do you plan to share the wisdom you’ve gained with others in our community? How will participation in the mentorship program create a wave in your career and support the impact you leave on your workplace and broader community? What has been your 'golden nugget' from this experience that will leave a lasting ripple in your career? Their responses were as thoughtful as they were inspiring. Testimonial #1 One of the main benefits of mentoring relationships, aside from the enjoyment of getting to know a colleague, is the ability to consider current situations I am dealing with in light of the other person's experiences. Often, these relationships help me with fresh insights I can use to benefit my team and organization. Over the past few years, I have enjoyed the mentorship program, and have taken the opportunity to encourage others to consider the benefits of the program when chatting at CPHR functions, etc. - Bob Wiebe Testimonial #2 Through participation in the CPHR Alberta Mentorship Program, my sense of belonging in the profession has grown and I have gained a personal sense of connection to the community of practice that spurs me to continue to professionally grow to enable others to find their voice and professional belonging in our community to leave a lasting impact. - Amanda Van Haaften Testimonial #3 My golden nugget from this experience has been the realization of how powerful intentional communication and active listening can be in building trust and relationships, solving problems, and influencing outcomes. This insight has shifted how I approach conversations—whether with colleagues, clients, or leaders. It’s a simple concept, but its impact is lasting. - Archana Malhotra Throughout the intake, our Mentorship Committee stayed meaningfully connected with participants through support groups, live webinars, monthly mentoring e-newsletters, and on-demand micro-sessions – with more to come. Each touchpoint offered space to pause, reflect, and grow – together. Mentorship is never one-directional – it’s a cycle of giving, learning, and leading. We’re thrilled to welcome our new applicants for the upcoming intake and continue building a community rooted in connection and growth. Whether you're a mentor or protégé, you’ll gain valuable insights, meaningful relationships, and the chance to leave a lasting impact.

Strong Internal Controls Make Good Business Sense

By Jessica Jaithoo • October 16, 2025
Internal controls are not just a box on a checklist; they are a trust-building tool. When HR leads with transparency, integrity, and strong processes, it sends the message that the organization values trust and accountability. Internal controls can also protect against errors, fraud, and damage to its reputation. Internal controls support fair hiring, secure data management, and consistent documentation, helping HR stay aligned with laws, privacy standards, and compliance expectations. What are internal controls? Internal controls are an organization’s procedures, policies, and processes. They ensure: Compliance with laws, regulations, and policy Accuracy in reporting Overall efficiency and transparency in operations Internal controls include setting out approval authority, role-based system access, audit trails, and segregation of duties. Once your controls are in place, continuous monitoring them further reduce risk by identifying issues early and providing timely feedback on areas where additional training may be needed. Examples of HR internal controls and why an accountant might consider them important Hiring Background checks ensure individuals hired to handle sensitive data don’t have histories of financial misconduct Signed employment agreements support key inputs into the payroll process and can serve as audit documentation Approval workflow for hiring decisions help prevent unauthorized payroll expense s Payroll Segregation of duties between the person hiring and the person setting up payroll can prevent conflicts of interest and fraud Reconciliations of payroll reports with HR records help ensure records match the source data, which supports accurate financial reporting Compensation An assignment of authority for employee events (e.g., salary change, promotions) ensures changes are authorized and reduces the risk of unauthorized payments Supervisor approval on timecards ensures information sent to payroll is accurate Employee records Secure employee records ensure payroll, benefits, and compensation figures used in financial reporting are reliable and safe Tracking changes made to records provides a trail for internal and external auditors Policy and compliance Key company policies requiring an employee’s signature can mitigate financial risks and ensure employees are expected to be aware of an organization’s policies A whistleblower policy provides a mechanism to uncover fraud or misappropriation of an organization’s assets Access and data controls Role-based access to systems limits access to financial systems and reduces the risk of data manipulation Monitoring controls Exception reporting (e.g., duplicate payments) supports quick identification of errors and accuracy of financial reporting Internal HR audits help ensure HR-related financial activities have proper controls and the controls are working as designed By having an HR department that designs and implements internal controls, you are creating a stable system of checks and balances, minimizing risk in more ways than you might expect! About the author: Kristy Mielke CPA, CA fosters the professional growth of Alberta’s 32,000 Chartered Professional Accountants (CPAs) as the Director of Professional Development and Learning at CPA Alberta. She has previously worked in public practice and internal audit, and in addition to being a CPA, she is a Certified Internal Auditor and Certified Fraud Examiner.
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