According to a report by the Right Management and the SHRM Foundation, half of all hourly workers leave new jobs within the first 120 days.  Additionally, 90% of new employees make the decision to stay or not to stay at a company within those first six months. Research also suggests that new employees typically get about 90 days to prove themselves in the new job.  

In his book The First 90 Days: Critical Success Strategies for New Leaders at All Levels, Michael Watkins characterizes the first 90 days as acutely vulnerable for the new employee, because working relationships and detailed understanding of the job are not there yet. Unfortunately, mistakes made during that period can cost organizations greatly in decreased productivity, new hire mistakes, lack of engagement and, ultimately, employee turnover. 

What can employers do to provide a positive onboarding experience during this first 90 days? In general, the employer must make employee retention and success the main goal of the new hire’s first 90 days to six months, by ensuring the new hire knows what to do to be successful and feels welcome. This includes:

Prior to the First Day

Yes, onboarding—really, preboarding—starts prior to start. How you treat the new hire during the interview and offer process matters.  How long did she have to wait for a call back?  For the interview?  Who greeted him, and how?  Sending along personal notes and message with welcoming greetings makes a difference.  Short videos with welcoming messages from the new boss or team, made with a simple webcam or smart phone camera add a personal touch.   Describe what the first day(s) will be like so the new hire is prepared.

The First Day

One of the biggest mistakes employers make is not being prepared for a new hire. Make sure receptionist(s) and colleague(s) know about the new hire’s arrival so they can properly greet her. The workstation should be completely setup when the new hire walks in the door—stocked with all needed supplies, and CLEAN. It is also nice to include an item representative of the company culture (like a plant, poster, snacks, or other company logoed trinkets). The new hire should not be left alone with manuals and books. And the manager or team should have plans for lunch.  

The Remaining 89 days

On LinkedIn,  JetBlue Airways Chairman Joel Peterson places blowing the new hire’s first 90 days as the 8^th (out of 10) top hiring mistakes employers can make. He makes the new employee’s success an explicit personal goal during this time by following these guidelines.

• I want the team to wonder how they got along before the new hire joined
• I want the new hire to say “I never thought I’d enjoy a job so much.”
• I want to be excited about the new hire’s contribution to the organization’s future

If you want to achieve these same goals, consider the following strategies for the first 90 days:

1. Set Goals.  Make sure the new hire knows exactly what you expect during his first days, weeks and months, and the performance level you expect her to achieve.  A written plan is helpful.  Describe what the onboarding goals and training will be and how to achieve them.

1. Meet and Greet.  Make sure the new hire meets with key individuals and departments, including leaders, to build critical relationships and understand how they need to collaborate.  

1. Establish Two-Way Feedback.  A new hire can offer a fresh look at processes and procedures.  Ask the new hire to provide feedback and solicit unvarnished feedback on the way you work. 

1. Check in.  Don’t assume all is well.  Check in regularly to ensure the new hire has all he needs to be successful.

1. Recognize.  Don’t let good work go unnoticed.  When the new hire makes a great contribution reward it with verbal recognition.