Onboarding usually begins with strong intent. There is a clear plan, a structured process, and a desire to set new hires up for success. Yet somewhere between day one and the first few months, things can drift off-track.
This is a common challenge, and a solvable one. When onboarding is thoughtfully designed and shared between HR and hiring managers, it can become a driver of performance, retention, and engagement rather than simply a process to complete.
Many onboarding programmes are well-structured at the start. They cover compliance, introductions, and early training. But over time, the focus can shift away from the individual and their role within the team.
Research highlights the importance of this early period. According to McKinsey, organisations that invest in effective onboarding are more likely to see stronger employee engagement and productivity. Similarly, Gallup’s latest workplace research also reinforces the importance of early employee experience in shaping engagement and performance.
One reason for this gap is ownership. Onboarding often starts with HR, while day-to-day performance sits with the hiring manager. When these two areas are not aligned, new hires may receive a consistent process but limited ongoing guidance and support.
To keep onboarding on track, it helps to think beyond tasks and timelines. The goal is not just to help someone settle in, but to help them contribute, connect, and grow. A simple way to approach this is through three connected areas:
When these three elements are aligned, onboarding becomes more than an introduction. It becomes a foundation for long-term success.
Hiring managers play a central role in keeping onboarding on track. They are closest to the work, the team, and the day-to-day experience of the new hire. Their involvement helps translate organisational processes into practical, relevant support.
This does not mean removing HR from the process. HR provides essential structure, consistency, and guidance. The most effective onboarding approaches are shared, with HR enabling and hiring managers leading the experience within the team.
Deloitte’s research consistently shows that the relationship between employees and their managers plays a critical role in performance, engagement, and retention. This reflects a simple idea. People are more likely to succeed when they feel supported by the person they work with most closely.
One of the most common reasons onboarding goes off-track is that it becomes too generic. Every new hire receives the same experience, regardless of how they prefer to work, communicate, or learn.
Behavioral insights help address this. They provide a clearer understanding of an individual’s natural tendencies, motivations, and working style. This allows onboarding to be adapted in ways that feel relevant and supportive. The good news is that if you have used McQuaig to recruit your new hire, you have this data right at your fingertips.
For example, some individuals may prefer structured guidance and clear direction. Others may respond better to autonomy and regular check-ins. Neither approach is better or worse. The key is alignment between the individual, the role, and the manager.
Microsoft’s Work Trend Index highlights the importance of manager support during onboarding, showing that clear direction, guidance, and connection from managers significantly improve the new hire experience.
Read more: How you can use personality assessments to guide your approach to onboarding
Integration into the team is one of the most important, and often overlooked, parts of onboarding. Even when a new hire understands their role, they may still be learning how to collaborate effectively with others.
McQuaig's TeamSync supports this process. TeamSync helps teams understand how each person prefers to communicate, make decisions, and approach their work. This creates a shared language that can reduce misunderstandings and build stronger working relationships. For new hires, this can make a meaningful difference. It helps them see how they fit within the team and how to adapt their approach without losing their natural strengths. For managers, it provides practical insight into how to support each individual more effectively.
Download the e-book: The Quick Guide to Building a Productive Team
Onboarding is not a one-time event. It is an ongoing process that evolves over the first few months of a new hire’s experience. Maintaining momentum requires regular attention and alignment. There are a few simple ways to support this:
These actions do not require complex systems. They rely on consistency, communication, and a shared understanding of purpose.
When onboarding goes off-track, it is rarely due to a lack of effort. More often, it reflects a gap between process and day-to-day experience. By bringing HR and hiring managers together, and by using behavioral insights to guide the approach, that gap can be closed.
Onboarding is not just about starting well, but about building a strong foundation for what comes next. When onboarding is aligned, personalised, and actively supported, it creates the conditions for people to succeed. And when people succeed, teams and organisations are better able to achieve their goals.
Our upcoming webinar on April 23 explores how to close the gap between onboarding and performance by shifting accountability from HR to hiring managers. You’ll learn a practical 3-step framework to improve engagement, team fit, and early success, along with simple ways to help managers take a more active role in driving stronger outcomes from day one.