from hiring to belonging

How onboarding might be one of the most underestimated levers in shaping meaningful employee experiences

We hear it everywhere: talent shortage, changing expectations, new generations entering the workforce with different values, different priorities and a different understanding of work. The conversation has become almost predictable, repeating the same patterns and explanations, often placing the challenge somewhere outside the organisation itself. At some point, however, it becomes worth questioning whether this narrative is still helpful, or whether it simply distracts from a more fundamental reflection.

Because instead of asking why it has become so difficult to attract and retain people, there is a more uncomfortable but necessary question to consider: what kind of experience are we actually offering in the first place? What does it feel like to encounter an organisation today, not from the inside, but from the perspective of someone considering joining?

During my years in hospitality, one insight has remained constant across very different roles and environments. People rarely stay because of contracts, structures or even benefits alone. They stay because of how an environment makes them feel, because of the signals they receive in everyday interactions, and because of the clarity and care with which their experience is designed. And yet, when it comes to onboarding, which is arguably one of the most formative phases of that experience, many organisations still approach it as a purely operational task.

The moments that shape experience

Before looking at onboarding as a structured process, it is worth pausing for a moment and observing where perception is actually formed. Because the experience of joining an organisation is not defined by a single event, but by a sequence of moments that are often overlooked in their impact. If we begin to understand these moments more consciously, onboarding shifts from something we manage to something we intentionally design.

1.  Designing the first impression before it exists

The first impression does not begin on the first working day. It begins much earlier, often in a moment that is easy to overlook: when someone reads a job description and tries to imagine what it would feel like to step into that role. In many cases, these descriptions are written with a focus on completeness rather than connection. They list responsibilities, requirements and expectations in a structured and efficient way, yet they rarely communicate what the role actually feels like in practice, how the team collaborates, or what kind of environment someone is about to enter. As a result, the first interaction already creates a certain distance, not because the content is wrong, but because it is not designed to be experienced.

2.  Turning commitment into a moment, not a formality

A similar dynamic can be observed in the moment a contract is signed. While this is often treated as a formal step within a defined process, it is, in reality, a highly emotional decision. Someone has chosen to commit their time, their energy and a part of their identity to an organisation. This decision is rarely based on rational factors alone. It is influenced by intuition, by perceived alignment and by the anticipation of what lies ahead. What follows this moment, however, is often surprisingly minimal. Standardised communication, unclear next steps or even periods of silence can slowly dilute the initial excitement, not because something is actively going wrong, but because nothing is intentionally reinforcing the decision that has just been made.

3.  Staging arrival instead of managing day one

When the first working day finally arrives, many organisations are well prepared from an operational perspective. Equipment is ready, access is granted and basic introductions are organised. From a functional point of view, this is often sufficient. From an experiential point of view, it is frequently underwhelming. Because what people remember is not how efficiently processes were executed, but how they were welcomed, how much thought was put into their arrival and whether they felt expected rather than processed. These are subtle but powerful differences that shape perception within a very short period of time.

Onboarding as a reflection of culture

This is where onboarding reveals its true nature. It is not merely a sequence of tasks or a checklist to be completed. It is a signal. It communicates, often without words, what an organisation truly values, how it operates and what people can expect moving forward. A lack of structure may communicate indifference, while overly rigid processes can signal a lack of flexibility. The absence of guidance may create uncertainty, while the absence of human connection can quickly lead to disengagement. None of these signals are neutral, even if they are unintended.

What becomes visible in onboarding is rarely an isolated issue. It is usually a reflection of deeper patterns within the organisation itself. How decisions are made, how information is shared, how responsibility is distributed and how much attention is given to the human experience behind operational processes. In that sense, onboarding is not only an entry point for new employees, but also a mirror for the organisation.

Small shifts with meaningful impact

What is often overlooked is that improving onboarding does not necessarily require significant investment, complex systems or large-scale transformation initiatives. In many cases, it is less about resources and more about intention. Small, deliberate adjustments can fundamentally change how the experience is perceived.

Rethinking how job descriptions are written can already create a stronger sense of connection by moving beyond task lists and offering a more authentic view into the role and the environment. Taking the moment of contract signing seriously, for example through a personal message or a clearly structured next step, can transform uncertainty into anticipation. Approaching the first day as a designed moment rather than a logistical necessity can create a sense of belonging from the very beginning.

Equally important is the creation of clarity in the early stages. Understanding what success looks like, how decisions are made and where to find support reduces uncertainty and builds confidence much faster than motivation alone ever could. Extending onboarding beyond the first few days and maintaining an active dialogue about what people experience allows organisations to adjust in real time and demonstrate that feedback is not only collected, but valued.

A changing context, a necessary response

For a long time, organisations have focused on optimising hiring processes, investing in tools, platforms and strategies to reach more candidates, faster and more efficiently. While these efforts are valuable, they often overlook a more fundamental opportunity. The question is not only how to attract people, but whether the environment they enter is designed in a way that makes them want to stay and contribute.

The ongoing discussion around new generations entering the workforce reflects a broader shift in expectations, but it may also serve as a mirror. What is often described as demanding behaviour can also be interpreted as a clearer articulation of what people are no longer willing to accept. In that sense, it is less a generational issue and more an evolution of standards.

We are living in a time of constant change, where technologies evolve rapidly, information is accessible at any moment and expectations adapt accordingly. In this context, static approaches to employee experience quickly become outdated. And yet, in many organisations, onboarding still follows patterns that were developed for a very different reality, shaped by hierarchy, control and standardisation rather than by adaptability, clarity and human understanding.

Conclusion

It is time to shift the perspective. Not to focus on what is lacking externally, but to reflect on what is being created internally. Not to ask why people leave, but to understand what makes them stay. And not to treat onboarding as a process to manage, but as an experience to design.

Because in the end, the most relevant question may not be how to find the right people, but whether we are creating an environment that is worth choosing. From the very first interaction onwards.