How To Retain Your New Star Hire

You are excited! You have received confirmation that a high-value candidate has accepted your offer to join your organizational team. But what does it take to retain your newest star employee? Consider the value of having a game plan to get them up to speed and ready to contribute from day one. When you establish the framework providing necessary support and resources for your prized new hire, you are ensuring they stay engaged and successful for the duration of their employment.

Before The Employee Even Starts Work (Preboarding)
After the candidate accepts your job offer, you need to start building a supportive relationship with your future employee. In fact, those few weeks before they begin working at your company are when the excitement is running high, and so is the anxiety. It will be important to develop a relationship that will give your employee confidence in their ability to succeed at your organization. Consider the following:

• Send a personalized letter from the hiring manager and a senior executive to congratulate the employee on being selected for the position.
• Outline why the company chose this employee and how their work will contribute to the company's success.
• Provide the employee with a simple and detailed "First Thirty Days" guide. This guide will clearly outline what to expect, whom to contact, and how to measure their progress.
• Offer access to login information and key policies so the employee feels prepared, and not overwhelmed, upon arrival.

Developing An Onboarding Program for Retention, Not Just Orientation
Top performers want to learn fast, understand the business, and know how they can positively contribute. Companies can achieve a 40 to 50% higher rate of retaining their key hires by developing an effective onboarding program. Key components of a comprehensive onboarding program include:

• Outline of specific learning objectives, meeting schedules, and a plan for the employee to reach a productive level of competence.
• Combine technical training with storytelling about the company.
• An inclusive and evolving company narrative includes customer success stories, product demonstrations, and strategy/value discussions.
• This information shows the connection between what the employee does and the larger purpose of the company.

Also helpful is to assign a peer buddy or mentor to assist the new employee. This will help them in understanding the roles and responsibilities of other departments. It can increase their understanding of the organizational culture. Research shows that mentoring-based onboarding programs lead to increased levels of retention among employees.

Empower Hiring Managers to Take Ownership of Onboarding
While employees may leave a company due to a variety of reasons, the most common reason is poor management. New employees report that they have significantly better onboarding experiences when their direct manager is engaged throughout the process. Many employees wish their supervisors were more supportive of them earlier on. Create an easy-to-follow onboarding playbook for managers that includes:

• Who to introduce the employee to.
• What to discuss in Week One.
• How to communicate expectations and goals.
• How to establish a positive relationship with the new employee.

Require managers to meet weekly with the new hire during the first three months. This continuity in support is invaluable. It addresses their questions, provides context, and assists in resolving issues. This is far more influential for a new hire than simply monitoring the employee's progress.

Using Feedback to Drive Success
Many top performers seek immediate feedback and not just once a year during the annual review process. In fact, a significant number of employees will determine if they intend to remain with an employer or seek another opportunity within the first six months. Providing timely, ongoing feedback can greatly reduce the loss of top performing employees.

• Schedule a discussion with the employee shortly after they begin (Week One) to discuss the expectations of the position, their authority to make decisions, and what defines "excellence" in their role.
• Build regular scheduled feedback sessions (e.g., 30, 60, and 90 days). These sessions should focus on the new hire's performance as well as providing them with an opportunity to express their thoughts and opinions regarding their overall experience.
• Recognize and celebrate the employee's successes as soon as possible (publicly through team meetings, etc.).
• Reinforce their strengths and demonstrate that their contributions are valued.

Connecting Growth and Culture to Talent Development from the Start
From the very beginning, your top-performing new hire will likely be evaluating their current situation and thinking about their next opportunity. If they do not see a clear path for professional development or feel disconnected from the organizational culture, they will emotionally disengage from the company before formally deciding to leave.

Discuss potential career paths and developmental opportunities with the employee within the first 60 to 90 days. Top employees tend to remain with companies longer when they believe the company is invested in their continued growth and development.

Retaining your star new hire requires intentional strategies that focus on engagement and support right from the moment they accept the offer. By emphasizing the onboarding experience, ensuring active manager involvement, providing early and ongoing feedback, offering growth opportunities, and facilitating culture integration, employers can create an environment where top talent feels valued and motivated to stay.