The first 90 days: onboarding for success
The first 90 days at work are critical for a new hire. It’s a time of settling both into the role and into the company, when early impressionsare formed that may influence the decision to stay long term. With solid, structured onboarding, you can set them up to thrive in their new position.
Why the first three months are important
Employers underestimate the impact of the first three months in shaping a new starter’s experience and long-term success, says Leanne Lazarus, Recruitment Manager at people2people.
“When done well, these early steps don’t just set the new hire up for success; they also benefit the organisation. A well-supported onboarding experience fosters engagement, makes new starters feel valued and encourages them to contribute from day one.”
In the first 90 days, you want that person to feel like they've been thought of, there's a plan for them, and that they’re welcome in the team, says Kristine Tuazon, Principal Consultant at Good People HR. “But you also don’t want them to feel overwhelmed – so there’s a balance.”
Here’s how to get that balance right and set up the first three months to be productive and engaging for a new hire – a positive experience that sets the tone for a long tenure.
1. Remember: onboarding begins before they start
Onboarding starts well before your new hire’s first day, says Lazarus. A thoughtful pre-boarding strategy, such as regular check-in calls, informal coffee catchups, and early introductions to team members, builds connection and confidence from the moment they accept the offer.
“These early touchpoints lay the foundation for a smoother transition and a stronger sense of belonging, even before day one.”
Have everything ready well before day one. Prepare for their arrival and onboarding by sorting out any equipment or uniforms they might need, and having log-ins and security passes ready to go. You can even use AI to create a checklist, to make sure you’re not missing anything, says Tuazon.
Make sure to share and confirm all relevant information before their first day, such as their start date and time, who they should first report to, and important contacts in case there are any issues.
2. Share a plan
When your new hire starts, share a comprehensive plan of what the first 90 days will look like for them. Onboarding shouldn’t just be confined to one week, says Lazarus, as squishing everything into the first few days (policies, procedures, internal systems, team introductions and role expectations) can overwhelm new hires and limit their ability to absorb information.
This plan should include details on:
Onboarding processes and timelines
Goals and objectives
Anticipated workload
Any key deadlines or milestones
It helps to split this up into a 30/60/90-day format, with clear performance expectations from the outset to guide focus and accountability, she says.
“A comprehensive onboarding program that spans the first 90 days (and sometimes longer) allows for gradual learning, deeper integration into the team and culture, and a clearer understanding of expectations,” says Lazarus. This approach not only boosts confidence and engagement but also improves retention and long-term success beyond the initial three months.
3. Involve the team
Don’t overlook the importance of the broader team. In the first few weeks, either have the new employee shadow someone or set them up with a buddy, says Tuazon. This person can show them around, make them feel welcome, and answer small questions they may not want to ask their manager, like where to find a pen.
Beyond the practical parts, this social element actually adds to their success in the role. “Research finds that you’re happier if you have friends at work, even if it’s just one or two people,” says Tuazon. “People tend to stay in a role for the people, so it’s important for new hires to make social connections.”
4. Schedule regular check ins
Regularly set aside time to check in and see how the new employee is progressing, even if it seems like they’re doing well. This way, you can catch any issues early on, make sure they’re supported and give them the tools they need to succeed.
“You might find you need to adjust and refine. They might be struggling with a certain skill, or you discover they’re stronger in something else,” says Tuazon.
Ideally, schedule a monthly catch-up at a minimum and make sure to check in well before the end of their probationary period (if it’s three months). These days, many businesses have a six-month probationary period, but it’s still useful to share feedback early on to give them the best chance to perform well. This is a time for both sides to find out if it’s the right fit, so be open to receiving feedback too.
Common onboarding mistakes to avoid
There are a few common mistakes employers make in the first 90 days – but the biggest is having a generic 90-day plan. Having a structured onboarding program is essential – but it shouldn’t be one-size-fits-all, says Lazarus.
“A generic approach often misses the mark when it comes to the unique needs of each role and individual,” she says. “To truly set new hires up for success, onboarding should be tailored to their specific responsibilities and learning requirements.”
More common onboarding mistakes include:
Lack of preparation and planning
Not preboarding or sharing information before day one
Overwhelming the employee with too much at first
Minimal feedback or communication
Lack of communication about expectations, processes and goals
Getting the first 90 days right takes some structured effort and planning – but it pays off. A good onboarding program helps new employees settle in faster, learn their responsibilities without becoming overwhelmed, and feel comfortable contributing to the team. With the right approach, you’re building a relationship that will last.