Starting a new job can be as daunting as it is exciting. For employers, the first days and weeks of a new hire’s tenure are a critical window to make a positive impression and forge a connection. Research shows that social belonging is a fundamental human need, yet about 40% of people feel isolated at work, leading to lower commitment and engagement. High belonging, on the other hand, brings huge benefits: it’s linked to a 56% increase in job performance, a 50% drop in turnover risk, and 75% fewer sick days. In short, when employees feel they truly belong from day one, they are more engaged, motivated, and likely to stay for the long haul.
Fostering belonging from the outset isn’t just a “nice to have”, it’s a strategic imperative. According to the Society for Human Resource Management (SHRM), employees who have a great onboarding experience are 69% more likely to remain with a company for three years. Similarly, a strong onboarding program can improve new-hire retention by up to 82%. These statistics underline a simple truth: people rarely quit because they “can’t do the work”, they leave when they don’t feel connected to the team or organization. By building a sense of community and inclusion from day one, companies set the stage for higher engagement and lower turnover.
The good news is that creating a sense of belonging early on is achievable with intentional effort. This article will explore how HR professionals, business leaders, and managers can design an onboarding journey that welcomes new employees with open arms. We’ll cover strategies from preboarding communications to first-day rituals, mentorship programs, inclusive culture practices, and ongoing support, all aimed at helping employees feel valued and “part of the family” from their very first day.
New employees take early cues about whether they fit in, and those first impressions can shape their long-term attitude. A strong sense of belonging from the start drives tangible business outcomes. In addition to boosting performance and reducing absenteeism, belonging has powerful effects on engagement and retention. Employees who feel a genuine connection to their company are far more likely to be engaged in their work and enthusiastic about contributing. Conversely, those who feel like outsiders may “serve their time” with minimal effort or start looking for a way out.
Multiple studies have identified employee onboarding as a make-or-break period for retaining talent. SHRM data highlights that new-hire turnover is highest within the first 18 months, often due to poor onboarding experiences. By contrast, when people truly feel that they belong at their new company, engagement and retention both rise. One major study by BetterUp found that when workplace inclusion and belonging are prioritized, companies see a 50% reduction in attrition risk. Similarly, a Cabrini University research paper noted that more structured onboarding processes correlate with improved retention rates. The message is clear: investing in belonging from day one isn’t just altruistic, it directly affects the bottom line by keeping your best people on board.
Beyond retention, early belonging also sets employees up to reach their potential faster. Engaged new hires tend to ramp up to full productivity more quickly. They bring greater effort, collaborate better with colleagues, and feel empowered to take initiative. In fact, organizations with highly engaged onboarding see significant gains in productivity, one source suggests effective onboarding can boost productivity by over 70% in the long run. The first days and weeks form the foundation for these outcomes. If you can help a newcomer feel “This is my team, I am valued here” right from the start, you unlock a powerful driver of motivation, loyalty, and performance.
Belonging begins before an employee’s first day. The period between offer acceptance and the official start date, often called preboarding, is a golden opportunity to make new hires feel welcome and excited. Rather than radio silence, thoughtful gestures and communication during this time can create an immediate sense of connection. For example, many companies initiate contact as soon as the contract is signed, sharing a warm welcome message or even a “welcome pack.” This might include a schedule for the first week, onboarding materials, or fun company swag delivered to the new hire’s home. At Episode Six (a fintech company), the people team sends a personalized welcome email addressing common first-day questions, invites the newcomer to share a photo/bio for an introduction on the company’s Teams channel, and mails out a swag box of company goodies before their first day. These actions signal to the new employee: “You’re already part of our family, and we’re eager to have you.”
Effective preboarding strikes a balance between engagement and overload. Regular check-ins, perhaps a quick email or call every week or two before the start date, keep the incoming hire feeling valued without overwhelming them. During these check-ins, you might share interesting articles about the company culture, updates about the team, or even tips for their first day. Involving the hiring manager and future teammates in this outreach can amplify the sense of community. At LogicMonitor, for instance, the new hire’s manager or team members will reach out to introduce themselves and welcome the person aboard, so that a friendly face (or name) is already familiar on Day One. This kind of outreach shows the new employee that their arrival is genuinely anticipated and that others are preparing to support them.
Another preboarding best practice is to provide clarity before day one. Where possible, give new hires a roadmap of what to expect in their initial days and weeks. Episode Six provides a detailed first-week schedule and a 30-60-90 day plan outlining initial role expectations, all ahead of the start date. Having this information in advance helps to calm the inevitable first-day nerves, the new hire knows there is a structured plan and they won’t be left wandering or unsure about what to do. It also reinforces belonging by showing that the organization is investing time in their onboarding journey. As Episode Six’s team describes, sharing a 90-day plan upfront “clarifies uncertainties, instilling a sense of belonging… from the beginning”. In summary, preboarding is about laying down a welcome mat: through timely communication, personal touches, and clarity, you can start building the belonging bridge before the employee even steps through the door.
The first day on the job is a pivotal moment that employees will remember for a long time. A well-designed Day One can spark enthusiasm and comfort, whereas a poorly managed first day (think: no one knows you’re coming, or you spend eight hours filling out paperwork alone) can leave a new hire feeling like they made a mistake. To build a sense of belonging from day one, plan the first day as a warm welcome, not just an orientation checklist. Small details make a big difference: ensure someone is there to greet the new hire (in person or via video for remote staff) and introduce them to the team with genuine enthusiasm. A common practice is to kick off with a team breakfast or casual meet-and-greet, giving the newcomer a chance to see friendly faces and start learning names in an informal setting.
Introduce company culture and values early. New hires want to understand the big picture of where they’ve joined. Spend time on Day One sharing the organization’s mission, values, and “how we work here” ethos. This isn’t about a dry lecture, it’s about storytelling and conversation to help the person grasp what the company stands for. Highlighting core values on the first day helps align the new hire with the culture and shows that living those values is important. As one HR leader advises, give an overview of your culture and values at the outset, and even discuss how the new hire’s role connects to the broader mission. When people see how their work will be meaningful and aligned with company goals, they immediately feel more connected to the organization’s purpose.
Make it interactive and personal. Rather than subjecting newcomers to hours of passive presentations, incorporate engaging elements. Many successful onboarding programs mix formats on Day One, for example, a welcome session, a tour (physical or virtual), some interactive training, and time for the new hire to accomplish a small meaningful task. LogicMonitor’s onboarding, for instance, starts with welcomes and fun introductory questions to break the ice, then gives new hires a few actionable items they can complete right away so they feel a sense of achievement and direction on Day One. Scheduling a Q&A or check-in by the end of the first day is also wise. It provides a forum for the new hire to voice any immediate questions or impressions and reinforces that the company cares about how their first day went.
Just as importantly, don’t overwhelm people on Day One. There is a temptation to pack all compliance training, paperwork, and department overviews into the first day, but a firehose of information can leave anyone feeling lost. Spread out mandatory training over the first week or more, and provide quick wins instead of exhaustive detail early on. A mix of live sessions, recorded videos, and self-paced learning can help manage the information load. Remember, a key goal for Day One is emotional: you want the person to end the day feeling, “I made the right choice joining this team.” One manager said, “I always want the new hire to be able to talk to their family at dinner after the first day and be excited about their new job”. Achieving that means the first day should leave them feeling welcomed, informed, and eager for day two.
Belonging is fundamentally about human connection, knowing that there are people at work whom you can turn to and who care about your success. That’s why many organizations use buddy or mentor programs to help new hires integrate socially and professionally. Pairing a newcomer with a friendly and experienced colleague can profoundly accelerate the feeling of being part of the team. For example, SonarSource assigns each new hire not only a manager point-of-contact for job duties but also a mentor in a different department who meets with them daily during the onboarding period, focusing on helping them feel welcome and navigate the culture. This mentor becomes an ongoing support system beyond the first week, someone who can answer the “dumb questions,” introduce the new hire to others, and provide candid advice on thriving in the company. Sonar’s team found that their mentoring program significantly helps new hires acclimate faster and “feel more connected,” leading to higher job satisfaction long-term.
If a formal mentorship feels too intensive for your context, a simpler “buddy system” can work as well. The idea is to designate a peer (often on the same team or in a similar role) to be the go-to person for the new hire’s first few months. This buddy should proactively check in, invite the newcomer to join lunches or chats, and help translate any unwritten rules of the company. As HR experts note, assigning a mentor or buddy gives new hires someone dedicated to helping them navigate the workplace, meet coworkers, and understand how to fit into the culture. It provides an immediate personal link, the new employee knows, “I have someone I can ask when I’m unsure.” Without that, a new hire might hesitate or feel isolated when facing minor challenges or questions.
To make buddy programs effective, select buddies who genuinely want to help and who exemplify the company’s values. Give them guidance on how to assist the new person, for example, suggest they introduce the new hire to people from different departments to broaden their internal network, or schedule regular one-on-one check-ins to see how things are going. Also, consider cross-level mentoring (“mentor up” as well as down). In some cases, a senior leader might mentor a junior hire, but reverse mentoring can be valuable too (pairing, say, a Gen Z new hire with a more experienced employee so both share perspectives). At the core, the mentor/buddy approach reinforces the message that we’re all in this together. It humanizes the organization. As one podcast put it, “People don’t quit because they can’t do the work, they leave because they don’t feel connected.” A small gesture like assigning a seasoned team member to guide a newcomer can make all the difference in creating that needed sense of community.
Finally, encourage the buddy or mentor to help the new hire voice their ideas and questions. New employees often hold back questions for fear of bothering others or looking uninformed. A supportive buddy can normalize the fact that everyone has a learning curve and that asking questions is not just okay but encouraged. By building a culture of open communication from day one, you ensure that new hires feel safe and valued. As Ryan Englin (CEO of a talent strategy firm) emphasizes, open, honest conversations help new employees feel comfortable and show them that their contributions are welcome. In practice, that could mean scheduling casual coffee chats or encouraging new hires to share their fresh perspectives in meetings. The sooner they speak up and are heard, the sooner they’ll feel they belong.
A sense of belonging flourishes in an environment where inclusion and respect are ingrained in the culture. It’s crucial that from day one, new hires see that your company doesn’t just pay lip service to values like diversity, equity, and inclusion (DEI), you live them. Belonging is “one step beyond inclusion”; it’s the feeling of being truly accepted for who you are. To achieve this, make inclusivity a visible part of onboarding. Introduce inclusivity as a core company value and live by it from the start. This could involve discussing what an inclusive workplace looks like at your company, highlighting employee resource groups or communities (and inviting the new hire to join any that interest them), and modeling inclusive language and behaviors during onboarding sessions.
An important aspect of inclusivity is allowing new employees to bring their authentic selves to work. When people feel they can’t be themselves on the job, they experience lower satisfaction and are more likely to eventually leave. So, encourage an atmosphere where diverse backgrounds and viewpoints are genuinely appreciated. As part of onboarding, you might have new hires share about themselves, not just their resume, but who they are as individuals (to whatever extent they’re comfortable). Some companies have fun traditions like creating a Slack emoji for each new hire, or having them fill out a “culture add” profile about their hobbies, favorite music, etc., which is shared with the team. These personal touches send the message that each person’s uniqueness is valued. Also, celebrate differences: acknowledge the unique qualities and experiences that new team members bring, rather than expecting them to simply blend in. However, balance this with emphasizing common ground, the new hire is an exciting addition because of who they are, and at the same time, they are now part of a larger “us” with shared goals.
Mentorship and buddy systems can also be leveraged to promote inclusion. Be mindful when pairing mentors that underrepresented new hires might benefit from a mentor with a similar background, though it’s not a strict rule. There’s value in seeing someone “who looks like me” succeeding in the organization, especially for employees from marginalized groups. If your team is very diverse, that’s fantastic, ensure your onboarding content reflects that diversity (for instance, use inclusive examples and images in training materials). If your team is still growing in diversity, openly acknowledge the company’s commitment to improving and how the new hire can contribute to fostering inclusivity.
Additionally, consider the remote and hybrid context for belonging. With many workplaces offering remote onboarding, companies must work harder to create personal connections virtually. Some tips for inclusive remote onboarding include: immersing new hires in the culture by having informal team get-to-know-you sessions via video; scheduling one-on-one debriefs after key meetings so the new hire can ask questions in a safe space; and being mindful of “Zoom fatigue” by spacing out onboarding activities over several days. The goal is to make a remote new joiner feel just as welcomed and included as if they were on-site. This may involve more frequent check-ins and intentional team bonding efforts (virtual coffees, online games, etc.) to substitute for the organic interactions that happen in an office.
In all cases, reinforce psychological safety as a foundation. Let new hires know that their feedback is valued and that it’s okay to speak up. When employees trust that they won’t be punished or ridiculed for asking questions or admitting mistakes, it builds trust and belonging. Encourage managers to solicit input from new team members, sometimes fresh eyes notice issues veterans overlook. By acting on newcomer feedback or at least seriously considering it, you demonstrate respect for their perspective and integrate them faster into the team’s problem-solving processes.
Lastly, rituals and traditions can solidify a sense of belonging to the culture. Many companies conclude the formal onboarding phase with a symbolic event or token, for example, giving out company swag (a t-shirt or jacket) emblazoned with the company logo and perhaps the new hire’s name, or having a graduation-like moment when they “officially” drop the “new” from their title. These “rites of passage” mark the transition from outsider to insider. Some organizations have new hires present a project or key learning to the broader team after 30 or 60 days, which not only helps the newcomer feel accomplished but also introduces them to more colleagues. By making onboarding a celebrated journey rather than a bureaucratic formality, you deeply engage employees’ hearts. They’ll wear that company hoodie proudly, not just as swag, but as a symbol that “I belong here.”
While day one and the first week are crucial, building a sense of belonging is an ongoing process. Onboarding should be viewed as the entire first 90 days (or even first year) of a new hire’s experience, with structured touchpoints along the way. It’s important not to drop support abruptly after some “orientation week.” Instead, continue to check in and provide resources as the employee settles into their role. Many companies conduct a new hire survey a couple of weeks or a month in, specifically to gather feedback on the onboarding experience and identify any lingering gaps. This not only helps you improve the process for future hires but also signals to the recent hire that their opinions matter and that the company is committed to their success.
Regular manager one-on-ones are another key to sustained belonging. Managers should prioritize meeting with their new team members frequently in the first few months, at least weekly, to answer questions, clarify expectations, and simply ask “How are you feeling? Do you need anything?” These check-ins build trust. They also create a safe outlet for new hires to voice any concerns before they fester. A culture of continuous feedback is healthy for all employees, but it’s especially impactful for newcomers who are calibrating to a new environment. When managers listen and act on new hire feedback, it reinforces that each person is valued. As Qualtrics research noted, employees are more likely to feel they belong when their leaders demonstrate care, listen to their perspectives, and support them through changes.
Community-building shouldn’t stop after orientation. Consider organizing informal social interactions in the weeks following a cohort of new hires. This could be as simple as a casual team lunch after a month, or a virtual coffee chat for all employees who joined in the past quarter to share how it’s going. Some firms hold a “new hire class” reunion around the 90-day mark to reconnect everyone who onboarded together and discuss their experiences. These forums provide psychological safety among peers (since the new hires all went through the same journey) and allow HR to spot common themes to address. They also send a message: we’re still here for you, even after you’ve technically “ramped up.”
Celebrating early contributions and milestones is another powerful way to solidify belonging. Recognize achievements that occur in the first months, whether it’s finishing training, completing the first project, or simply hitting that 90-day mark. Calling out new employees’ wins in team meetings or company newsletters can boost their confidence and embed them into the fabric of the organization. Leaders can also encourage established team members to show appreciation for new colleagues’ fresh ideas or hard work, fostering mutual respect. When a new hire feels that their presence is making a positive difference and is noticed by others, they move from feeling like “the new person” to feeling like an integral part of the team.
Finally, keep the development going. Belonging isn’t only social; it’s also about feeling supported in one’s growth and career aspirations. An effective onboarding extends into a development plan. Ensure that after initial training, you discuss longer-term growth opportunities with the employee. Assigning a stretch project or enrolling them in a skill workshop by month three can convey, “We see potential in you. We want you to succeed here for years to come.” According to CoAdvantage, when new hires feel supported in their growth from day one, it sets the stage for them to become high-performing team members down the road. That forward-looking support cements their sense that they belong at a place that invests in them. In essence, building belonging from day one seamlessly transitions into building engagement for the long term.
Creating a sense of belonging in employees from day one is not a one-time task, it’s a mindset woven into the entire employee experience. The companies that excel at onboarding recognize that it’s about more than paperwork and orientation; it’s about people. By welcoming new hires with genuine warmth, providing them the tools and relationships they need early, and embedding them in an inclusive culture, you set in motion a cycle of positivity. Engaged and comfortable employees are more likely to thrive, stay longer, and become ambassadors of your workplace culture. On the other hand, neglecting that early sense of connection can have serious costs, from fast turnover (and the associated rehiring expenses) to underperformance due to lack of engagement.
For HR professionals, CISOs, business owners and enterprise leaders alike, the takeaway is clear: belonging is a strategic asset. It deserves the same attention as any other KPI because it directly influences productivity, innovation, and retention. Building belonging doesn’t require huge budgets or complex programs; it requires intention, empathy, and consistency. It might mean managers taking a few extra minutes to check in, or teams creating space for newcomers to share their voices. These efforts pay off enormously. As the research by BetterUp illustrates, the ROI of belonging includes higher performance and well-being, and lower sick leave and attrition. Perhaps most importantly, fostering belonging from day one creates a workplace where people genuinely want to come each day, and that environment benefits everyone, new and veteran employees alike.
In summary, when you invest in making every employee feel that they belong from their first day, you’re investing in a foundation that supports your organization’s success. The first day is only the beginning, but it sets the tone for an employee’s entire journey with you. Get it right, and you’ll not only win hearts and minds, you’ll build a stronger company. The old saying goes, “You never get a second chance to make a first impression.” By prioritizing belonging on day one, you ensure that the first impression is one of inclusion, support, and enthusiasm for the road ahead. And that can make all the difference in developing a dedicated, dynamic workforce that grows with your business for years to come.
A strong sense of belonging boosts engagement, productivity, and retention. Studies show that employees who feel connected early are more likely to stay long-term, perform better, and take fewer sick days.
Preboarding involves engaging new hires before their first day through welcome messages, team introductions, and clear role expectations. This builds excitement, reduces first-day anxiety, and starts the relationship positively.
A welcoming first day includes personal greetings, team introductions, clear communication about company values, and manageable tasks that give new hires a sense of accomplishment without overwhelming them.
Buddies or mentors provide new hires with a trusted point of contact, helping them navigate the workplace, meet colleagues, and integrate into the culture faster, which strengthens belonging and engagement.
Continuous support through regular check-ins, feedback sessions, celebrating milestones, and offering growth opportunities ensures employees remain engaged and valued beyond their first weeks.
