The first day at a new job is often filled with excitement and anticipation. New employees are welcomed warmly, presented with opportunities, and made to feel like they belong. However, as the initial thrill fades, maintaining that enthusiasm can become a challenge for many organizations.
Praveen Purohit, deputy CHRO at Vedanta Resources, uses a telling analogy to describe the situation: “Everyone pays attention to the new bride. After that, everybody gets into their own sphere of work.” Companies often go to great lengths to roll out the red carpet for new hires, but without consistent follow-up, the initial spark can quickly dim.
This transition period is crucial. An employee who feels adrift and disconnected soon becomes a retention risk. Purohit suggests a structured approach to address this issue, advocating for a “calendarised protocol” that includes monthly formal check-ins, senior leader engagement, and active KRA/KPI discussions. Assigning a dedicated mentor can also make a significant difference during these formative months.
The first day is typically packed with activities: induction programs, team introductions, and impressive welcome kits. Yet, by the third or fourth week, many new hires feel lost. Ravi Mishra, Head of HR at BITS Pilani, points out that 60 percent of employees lose much of their enthusiasm on the day they join. Mishra recalls an example of a professor whose excitement was dampened by bureaucratic hurdles during his first day. Although he stayed for a year, his initial experience had already set the stage for his eventual departure.
“Once the thought of leaving enters the mind, the clock starts ticking,” warns Mishra. Even counteroffers often fail to reverse the damage caused by a poor onboarding experience. This highlights a deeper issue: while organizations focus on logistics and formalities, they frequently neglect the emotional and cultural integration that truly anchors a new hire.
Emotional onboarding goes beyond procedural compliance and focuses on human connections. Simple gestures like a thoughtfully organized breakfast, eliminating logistical frustrations, structured buddy systems, informal team lunches, welcome notes from leadership, and storytelling sessions that animate company values are essential. These actions signal that an organization values its people, not just their productivity.
Feedback loops serve as crucial early warning systems. Purohit notes that placement firms typically disengage after placing a candidate, but they could offer valuable feedback as neutral intermediaries on how new hires are adjusting. HR departments also carry this responsibility. “Do we take time to talk to the person or even their family after they join?” asks Purohit. Fortnightly catch-ups, personal check-ins, and even family touchpoints demonstrate sincerity that builds lasting loyalty.
Momentum is key to sustaining enthusiasm beyond the initial honeymoon period. Assigning small but meaningful projects allows newcomers to contribute visibly within their first month. For example, a marketing hire might refresh a campaign tagline, or a sales recruit could co-pitch with a senior colleague. The objective is not to pressure but to facilitate progress and confirm that they are adding value.
Culture is not absorbed through orientation sessions alone. It manifests in everyday interactions, such as how meetings are conducted, feedback is delivered, and conflicts are resolved. “To integrate new employees, HR must go beyond generic cultural briefings,” advises Purohit. Facilitating participation in rituals, cross-team collaboration, and informal spaces like coffee chats or town halls accelerates cultural integration.
In today’s hybrid work environment, extending a welcome beyond the employee to include their family demonstrates both thoughtfulness and strategic foresight. At BITS Pilani, Mishra explains, “Understanding the person’s family situation is part of integration. If someone’s spouse is looking for work or there are medical needs in the family, we try to help. Compassion should be institutional, not just individual.”
Leadership visibility holds immense importance. Monthly virtual breakfasts with the CEO or fireside chats with functional heads energize new hires by making them feel seen and heard. “It’s not just about performance metrics,” says Purohit. “It’s also about making space to ask: Are you okay? Do you need help?”
The energy of day one is not merely a celebration; it is a commitment—a commitment to nurture, integrate, listen, and guide. Organizations must recognize that day one marks not a concluded event but the beginning of a meaningful journey. The crucial question for leaders is not “Did we welcome them well?” but rather “Are we still walking with them?”
Note: This article is inspired by content from https://www.hrkatha.com/features/why-emotional-onboarding-is-key-to-sustaining-new-hire-enthusiasm/. It has been rephrased for originality. Images are credited to the original source.
