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:

Website

Blogs

LinkedIn: adatai or BadaB-Consulting-Inc

Facebook @ badabconsulting 

YouTube 

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.



The Halo Effect at Work: When First Impressions Cloud Fair Judgment

By Jessica Jaithoo • August 26, 2025
Author : Veronica Flores, CPHR, Wood Buffalo Chapter In the fast-paced world of HR, we often talk about unconscious bias, diversity, and inclusion. But one subtle form of bias that continues to shape workplace dynamics, often without us realizing it, is the halo effect . The halo effect, as outlined in Canadian Organizational Behaviour by McShane, Steen, and Tasa, is a perceptual bias where our overall impression of someone, often shaped by a single trait, influences how we judge their other qualities. I experienced the halo effect in a way that has stayed with me ever since. As someone who immigrated to Canada from a vibrant Latino community, I brought with me not only my culture and language but also a strong set of personal values: dedication to excellence, deep respect for others, and a belief in the power of organization and continuous improvement. Over the years, I've built a life in Canada and grown professionally. One thing my colleagues quickly noticed? I’m extremely organized—my files are color-coded, I like to automate tasks and improve processes, and I genuinely believe that a tidy environment leads to a clear mind. But one day, that very strength—my love for order—became the only lens through which someone saw me, and not in the way I expected. Our team was switching workstations, and I noticed a new coworker, someone from a different cultural background, standing near their new desk, not quite settling in. I casually asked if they had moved in yet, and they replied, “I’m just waiting for you to clean it first.”  At first, I laughed, thinking it was a joke. But their expression stayed serious. That’s when it hit me: they had assumed I was there to clean their desk. Why? Because I’m Latina? Because I’m tidy? Because I was organizing my own space? I simply showed them where the cleaning supplies were and walked away. But the moment stayed with me, not just because it was uncomfortable, but because it revealed something deeper about how we perceive each other at work. Later, I opened up to another coworker about what had happened. She shared a story of her own: because she is from China, a colleague once asked her to perform acupuncture or massage their neck, assuming she must know traditional Chinese medicine. She was just as stunned as I had been. These assumptions weren’t rooted in malice, but they were rooted in stereotypes. And they show how the halo effect, when combined with cultural bias, can lead to reductive and even offensive conclusions. The Hidden Cost of Snap Judgments The halo effect doesn’t always manifest in such overt ways. Sometimes, it’s as subtle as assuming a soft-spoken employee lacks leadership potential or that someone who struggles with English isn’t as intelligent. These assumptions can influence hiring decisions, performance evaluations, and even day-to-day interactions. For HR professionals, the implications are significant. When we allow the halo effect to guide our perceptions, we risk reinforcing stereotypes and limiting opportunities for others. Worse, we may unknowingly create environments where people feel unseen or misjudged. Strategies to Counter the Halo Effect Here are a few practical ways HR professionals can help reduce the impact of the halo effect in their organizations: Get to know people beyond the surface. Take time to learn about your coworkers’ skills, experiences, and goals. Be mindful of cultural assumptions. Just because someone is from a particular background doesn’t mean they fit a cultural stereotype. Create space for conversations. Sharing stories, like the ones my coworker and I exchanged, can build empathy and awareness. Focus on inclusion, not just diversity. It’s not enough to have different people in the room. We need to ensure everyone is seen and valued for who they truly are. The halo effect reminds us that perception is powerful, but not always accurate. That day in the office reminded me that even positive traits can be misinterpreted when viewed through the wrong lens. And that inclusion means more than just being present; it means being seen clearly. So, as an HR professional, ask yourself: Are you seeing your coworkers for who they really are, or just through the halo of a single trait?

Mental Health in the Agriculture Industry

By Jessica Jaithoo • August 8, 2025
Author : Nicole Mahieux, Nick Canning & Kendal Tremblay Mental health is increasingly recognized as a cornerstone of employee well-being, business resilience and community strength. For HR professionals, supporting mental health is no longer optional—it’s imperative. While conversations around mental health have gained traction in many industries, one critical sector still faces unique and persistent challenges: agriculture. Farmers and agricultural workers play a vital role in food production and national food security. Yet they are among the most vulnerable when it comes to mental health struggles. In fact, they experience some of the highest rates of stress, anxiety, depression—and even suicide. This is not just a personal issue. It's a workforce issue. It's a public health issue. It's a business issue. There are a range of compounding pressures makes farming one of the most mentally taxing professions.  These include: 1.Financial Stress & Unpredictability Unstable markets, weather-dependent outcomes, and shifting government policies contribute to a constant sense of economic uncertainty. 2. Isolation Many farmers work alone and live in rural areas where access to social support is limited. Social isolation increases vulnerability to mental health concerns. 3. Stigma Although mental health stigma is slowly decreasing, it remains a barrier—especially among men, who represent 74% of the agricultural workforce. Traditional gender norms often discourage open conversations or help-seeking.

CPHR Alberta’s Commitment to Supporting Reservists

By Jessica Jaithoo • August 7, 2025
As a proud participant in the Glowing Hearts program , CPHR Alberta continues to champion the value that Canadian Armed Forces reservists bring to our workplaces. Since joining the program, we’ve seen firsthand how supporting reservists not only strengthens our communities but also enhances organizational resilience and leadership. The Value of Reservists in the Workplace Reservists are more than military personnel—they are strategic thinkers, adaptable leaders, and skilled collaborators. Their training equips them with discipline, problem-solving abilities, and a mission-focused mindset that translates seamlessly into civilian roles. Captain McKenzie Kibler of The Loyal Edmonton Regiment exemplifies this. In a recent deployment on Operation REASSURANCE, he developed leadership and operational skills that now enrich his civilian career. Watch his story here. Support, Recognition, and Incentives for Employers Supporting reservists doesn’t mean sacrificing business continuity—in fact, it opens the door to meaningful recognition and financial support. Through the Compensation for Employers of Reservists Program (CERP) , employers can receive grants to help offset operational costs when a reservist-employee is away for 30 days or more. At the same time, organizations that register their reservist leave policies with the Glowing Hearts program are publicly recognized on the Canadian Forces Liaison Council website and receive a certificate of support and digital badge. These benefits not only ease the logistical challenges of supporting reservists but also position your organization as a leader in community engagement and national service. Tools and Templates for HR Leaders To make it easier for organizations to support reservists, CPHR Alberta offers a Reservist Leave Policy Template. This resource outlines eligibility, leave procedures, compensation, and compliance with federal and provincial legislation—making it simple to implement a supportive policy. Access the template through the Member Portal.
MORE NEWS