Why Onboarding Shouldn’t Stop After the First 90 Days in your Workplace?

The Onboarding Journey Doesn’t End at 90 Days

Most organizations focus heavily on onboarding during a new hire’s first few weeks or months. It’s common to have orientation and training front-loaded into the initial 30-60-90 days. But what happens after that? Many companies assume employees are “set” by the three-month mark. In reality, onboarding is a continuous journey, not a one-time event. Stopping the onboarding process at 90 days can be a costly mistake, one that affects employee engagement, performance, and retention across all industries. Consider that roughly 20% of employee turnover occurs within the first 45 days of employment. Moreover, nearly 38% of employees who quit do so in their first year, with two-thirds of those leaving within the first six months. These figures highlight a critical truth: support shouldn’t fade after a few months. While the first 90 days are indeed crucial, employees who have a positive onboarding experience in that period are 10× more likely to stay long-term, it’s just the beginning of a successful tenure. To truly set up new hires (whether on-site or remote) for success, companies must extend their onboarding efforts well beyond the traditional 90-day window.

Many businesses treat 90 days as the finish line for onboarding. Effective employee onboarding goes beyond this initial period and plays a crucial role in helping new hires integrate into company culture and long-term success. After a structured first few months, the new hire is often expected to be fully up to speed. However, this approach has limitations. Full integration takes longer than three months in most cases. By day 90, an employee might understand their basic responsibilities but still lack deeper connections in the company and nuanced knowledge of processes. If support and guidance drop off abruptly, the employee may feel adrift just as they begin facing more complex tasks or project cycles.

Another limitation of the 90-day cutoff is that it doesn’t account for the evolving nature of an employee’s experience. Initial training often covers “the basics”, company policies, role overview, compliance training, etc., but as months go by, new challenges and learning needs emerge. For instance, a sales employee may encounter their first big client negotiation after 4–5 months, or a developer might tackle a major release after six months. If onboarding stopped at 90 days, they might not have the ongoing support or advanced training to handle these challenges confidently. This gap can lead to frustration and underperformance. It’s no surprise that after the early honeymoon period, engagement can dip and reality sets in. Around this time (just beyond the 90-day mark), employees start deciding whether to truly invest in a future with the company or to look elsewhere. In short, traditional onboarding may get employees through initial setup, but it fails to fully assimilate them into the organization’s culture and long-term expectations.

Finally, consider the diverse roles and industries in today’s workforce. Some positions, especially in complex fields like IT, healthcare, or finance, have steep learning curves that exceed three months. Even in roles with shorter learning curves, the rise of remote and hybrid work has made integration slower and more deliberate. In a hybrid environment, new hires don’t absorb company culture and norms as quickly through osmosis; they require more intentional touchpoints. If we limit onboarding to 90 days, we risk leaving remote employees disconnected just when they need deeper integration. In summary, a 90-day onboarding mindset may check the box on basic orientation, but it’s insufficient to prepare and retain talent for the long haul.

Continuing onboarding beyond the first three months is not just a “nice to have”, it’s a strategic necessity for organizations aiming to build a committed, high-performing workforce. Here’s why extending onboarding into an ongoing process matters:

• Employee Retention: One of the clearest arguments for prolonged onboarding is improved retention. Studies show that effective, extended onboarding dramatically increases the likelihood that employees stay. In fact, organizations with strong onboarding programs see up to 69% of new hires still with the company after three years. Conversely, a poor or too-short onboarding has the opposite effect, 33% of employees have said they would leave a job due to a bad onboarding experience. By investing in newcomers beyond 90 days, you continue to strengthen their bond with the company at the time when they might otherwise start feeling uncertain. This is especially crucial given the earlier statistic that a large portion of turnover happens within months 3–12. Ongoing onboarding sends a message that “we’re invested in you for the long run,” which fosters loyalty.
  
• Engagement and Culture Fit: Engagement typically starts high on Day 1 as new hires are excited, but sustaining that engagement is the challenge. Ongoing onboarding helps maintain and grow that initial enthusiasm. Gallup notes that feelings of belonging and connection, established through onboarding, are pivotal to long-term engagement. By continuing check-ins, mentorship, and cultural immersion past the first months, companies keep employees connected to the mission and team. This is important for CISOs and security leaders as well: continuous onboarding means reinforcing critical values and protocols (like cybersecurity practices) over time so that they truly stick. Culture and values can’t be fully instilled in a few weeks; they require repeated emphasis and lived experiences. A new hire might learn the company’s core values in orientation, but it’s through ongoing exposure and discussion (team meetings, 6-month culture workshops, etc.) that those values become ingrained. Extended onboarding ensures employees gradually find their place in the culture, rather than feeling like perpetual outsiders after the initial period.
  
• Productivity and Performance: The ultimate goal of onboarding is to help employees reach their full productive potential in their roles. It’s unrealistic to expect peak productivity by 90 days if the role is complex. Research from the Society for Human Resource Management (SHRM) found that organizations with a standard, structured onboarding process experience a 50% increase in new-hire productivity. Now, consider that full productivity for many roles may take 6 months or more, cutting off onboarding too early could slow down that ramp-up. By extending training and support, companies enable new hires to keep building skills. Over months 4–12, an ongoing onboarding program might offer advanced role-specific training modules, shadowing opportunities, or progressively challenging assignments that boost competence. The result is employees who continue to grow into their job, often becoming fully proficient faster than they would have on their own. One metric often cited is that a strong onboarding can improve overall employee performance by up to 50% in the first year. In practical terms, that could mean an engineer writing code with fewer errors, a salesperson comfortably hitting targets, or a manager confidently leading a team, all because they had guidance that extended into the maturation phase of their first year.
  
• Reduced Risk and Better Compliance: From an operational risk perspective (a concern especially for CISOs and compliance officers), ongoing onboarding is key to minimizing errors and security breaches. The first days might cover basic policies and compliance training, but employees are unlikely to remember every detail long-term if it’s not reinforced. Continuous onboarding allows for regular refreshers on important protocols, for example, a security awareness refresher at 6 months, or an advanced safety training after 90 days on the job. This ensures that employees don’t develop bad habits after initial training and that they stay updated on evolving best practices. Essentially, it’s an insurance policy against the “forgetting curve” that inevitably happens when training is a one-off event. Regular check-ins and follow-up training sessions help catch misunderstandings or misalignments early, preventing small issues from turning into major problems.
  

In summary, ongoing onboarding matters because it drives retention, keeps employees engaged, accelerates their productivity, and safeguards the organization’s culture and compliance standards. It treats onboarding as an investment in people rather than a box-ticking exercise. This investment pays dividends in the form of loyal, capable employees across all levels, from entry-level staff to executives, who continue to develop and contribute beyond their first few months.

Extending onboarding into a longer journey (often 6, 9, or even 12 months) brings tangible benefits that have been documented across industries. Below are some key benefits, supported by research and real-world data:

• Higher Retention Rates: Perhaps the most compelling benefit is improved retention of new hires. Employees who feel supported beyond the initial period are far more likely to stay. Great onboarding can boost new-hire retention by as much as 82%. Another study found that employees are 69% more likely to remain with a company for three years or more if they had a quality onboarding experience. By extending onboarding, organizations significantly increase the odds that their talent will stay and grow within the company, reducing turnover costs. In contrast, if onboarding is cut short, new hires may feel the company has “moved on” without them, potentially prompting them to move on as well. Long-term onboarding, therefore, is a direct antidote to early attrition.
  
• Greater Employee Engagement: Continued onboarding keeps employees engaged well beyond the honeymoon phase. When companies provide ongoing support, training, and feedback, employees maintain a stronger emotional connection to the organization. Highly engaged employees are 87% less likely to leave their jobs compared to disengaged counterparts, and engagement starts with how you onboard and continue to integrate each person. By checking in regularly (at 30, 60, 90 days and beyond), soliciting feedback, and involving new hires in meaningful ways, employers show that every team member is valued. This fuels a sense of belonging and motivation that can last years. Many HR professionals anticipate that in the future, onboarding will play an even bigger role in engagement; in one survey 77% of HR leaders said onboarding will become more important, yet only 5% of organizations currently extend onboarding beyond the initial period. This highlights a ripe opportunity, those who implement extended onboarding now can gain an engagement edge over competitors.
  
• Improved Productivity and Performance: A long-term onboarding approach helps employees reach full productivity more efficiently. Early on, a new hire is climbing a learning curve. By the 3-month mark they might be partially productive; with six more months of guided development, they can truly excel. As mentioned, structured onboarding can raise productivity by 50% or more. Some analyses even show productivity gains up to 70% with comprehensive onboarding programs. How does extending onboarding achieve this? It ensures employees continue learning new skills and refining their approach. For example, after initial training, months 4–6 might introduce cross-training in related departments, giving the employee a broader understanding of the business. Months 7–12 might focus on mastery, advanced courses, leadership training, or certification programs relevant to the role. This phased development means that by the end of the first year, the employee is not just doing the job adequately, but performing at a high level. The organization benefits from better quality work, and the employee feels a sense of progress and achievement.
  
• Stronger Cultural Alignment: Culture fit and camaraderie often take time to cultivate. Extending onboarding allows new hires to gradually immerse in the company culture, which leads to stronger alignment with the organization’s values and norms. Instead of expecting someone to feel fully part of the team after a few weeks, a year-long onboarding gives space for relationships to form and deepen. Many high-performing organizations implement cultural integration activities over several months, for instance, scheduled meet-and-greets with departments beyond the employee’s immediate team, or mentorship programs that last six months or more. The benefit is twofold: the employee feels genuinely connected to the workplace, and the company builds a unified culture with engaged members. By month 12, an employee who went through continuous onboarding should feel as much a part of the company as a 5-year veteran. This sense of belonging can translate to employees advocating for the company and contributing positively to the work environment.
  
• Continuous Learning and Development: Extended onboarding blurs into continuous development, a cornerstone of talent growth. Instead of “onboarding ends, development begins,” the two become a seamless continuum. This means employees keep learning new tools, refining skills, and working on career development from day one onward. For example, an employee might start taking on stretch assignments around month 9, with support from their manager as part of onboarding. Around the same time, conversations about career path and future opportunities can be introduced. In fact, experts recommend shifting onboarding focus to longer-term career development at around the six-month mark. The benefit here is that employees see a future for themselves in the company early on. They’re not left wondering “What’s next for me?” after the initial training. Instead, they have a roadmap for growth, which boosts morale and ambition. From the employer’s perspective, this helps build an internal talent pipeline, new hires start becoming the next generation of leaders and specialists because you’ve been grooming them from the start.
  

In essence, the benefits of extending onboarding can be summarized as better retention, higher engagement, enhanced productivity, cultural cohesion, and ongoing development of talent. Each of these benefits contributes to a stronger organization. And importantly, these outcomes are interconnected, engaged employees perform better; well-trained employees stay longer; culturally aligned employees engage more, and so on. By investing in a longer onboarding, companies create a positive cycle that feeds into employee success and satisfaction, which in turn drives business success.

If onboarding is to continue beyond the first 90 days, what should it include? An effective extended onboarding program typically has several components and milestones spread across the first 6 to 12 months of a new hire’s tenure. Below are key elements and best practices of such a program:

• Structured Milestones and Check-Ins: Rather than an arbitrary open-ended approach, leading organizations set specific milestones (e.g., 30-day, 60-day, 90-day, 6-month, and 12-month check-ins). For example, a manager might conduct formal performance check-ins at the 3-month and 6-month points to discuss progress, answer questions, and recalibrate goals. These check-ins ensure that new hires continuously get feedback and support. Beyond formal reviews, regular one-on-one meetings (weekly or bi-weekly in the early months) between the new employee and their direct manager are crucial. This provides a consistent channel for guidance and for the employee to voice concerns. The goal is to prevent a scenario where after 90 days the employee is left alone until the annual review, instead, they have ongoing support and know exactly how they’re doing. Structured milestones also create a sense of accomplishment; for instance, celebrating a successful first quarter or acknowledging contributions at the 6-month mark can motivate employees to keep striving.
  
• Mentorship or Buddy System: Assigning a mentor or “buddy” for an extended period is a powerful way to integrate new hires. Many companies have a buddy program that lasts the entire first year, where a more experienced colleague meets regularly with the new hire to answer questions, provide informal support, and facilitate networking. Research has shown that having an onboarding buddy can make employees significantly more satisfied, one study found new hires with a dedicated buddy were 23% more satisfied with their onboarding experience. The mentor/buddy helps the employee navigate unwritten rules and cultural nuances that aren’t covered in manuals. Over time, this relationship often turns into a genuine professional friendship. The extended duration means the new hire has someone to turn to even as their questions evolve from “How do I set up my email?” (Week 1) to “How do I approach collaborating with X department on this project?” (Month 4). For remote employees, a buddy can be a lifeline to feeling connected in a virtual environment.
  
• Continuous Training and Development Opportunities: A hallmark of extended onboarding is ongoing training, both formal and informal. Initial onboarding might cover basic job training and mandatory compliance modules. After that, progressive organizations roll out role-specific and advanced training modules over the next several months. These could be in the form of e-learning courses, workshops, or on-the-job training sessions. For instance, after mastering the basics, a sales representative might get advanced sales negotiation training in month 4, or a software engineer might attend an in-depth workshop on system architecture in month 5. Many companies also provide access to learning platforms (like LinkedIn Learning, Coursera, etc.) as part of onboarding so employees can self-serve their development. Continuous onboarding also means encouraging new hires to attend industry webinars, conferences, or certification programs during their first year, reinforcing that learning is a continuous process. This not only improves their skills but also signals that the company is investing in their growth (which boosts retention). Don’t forget refreshers on key topics: for example, a scheduled security awareness refresher at 90 days and another at 180 days can reinforce critical information that might fade from memory.
  
• Culture and Team Integration Activities: Beyond individual productivity, onboarding should integrate the person socially. Over an extended period, companies can organize activities that immerse new hires in the company culture and help them build a broad internal network. Examples include cross-departmental meet-and-greets, team offsites or virtual team-building games, and inviting new employees to join company social events or interest groups. Some firms hold “new hire roundtables” at the 6-month mark, where recent hires meet with leadership in an informal setting to share experiences and ask questions, this reinforces an inclusive culture where every voice matters. Immersion in company culture is a gradual process, so providing multiple touchpoints, like a culture workshop in week 1, a founders’ Q&A in month 2, a volunteer day in month 6, helps reinforce cultural values over time. By the end of a year, the employee should feel fully part of the community. This is particularly beneficial in large enterprises where it’s easy to stay siloed; extended onboarding intentionally breaks those silos by exposing new hires to different parts of the business and to senior leaders. The result is a new employee who not only knows their job, but also feels a sense of belonging to the organization’s larger mission and people.
  
• Career Path and Growth Discussions: A significant aspect of keeping employees engaged after the initial period is showing them a future roadmap. Integrating career development into onboarding is a best practice that pays off in retention. Around the 6-month or 9-month point, managers (with HR support) should discuss the employee’s career aspirations and potential growth paths within the company. This might involve outlining what a promotion path could look like, setting development goals for the next year, or even creating an individual development plan. When onboarding flows directly into career development, employees see that the company cares about their long-term success, not just the short-term tasks. This addresses one of the top reasons employees leave in the first year: lack of clarity on growth or feeling like the role was mis-sold. By proactively talking about growth opportunities, employers can correct any misalignments and keep employees motivated. In fact, lack of career development is often cited as a reason for early departure, extended onboarding that includes career planning can preempt this issue. For example, an enterprise might set up a formal “6-month career check-in” where new hires reflect on their strengths and areas they want to develop, with guidance on training or mentorship to pursue those goals. It’s about turning a “job” into a longer-term career journey from the outset.
  
• Feedback Loops and Program Improvement: A often overlooked but crucial component of extended onboarding is gathering feedback from the new hires themselves about their experience. Build in opportunities for the new employees to voice how the onboarding process is going for them. This can be done through quick surveys (at 1 month, 3 months, 6 months) or informal chats. For example, an HR team might send a 30-day survey asking the employee to rate their onboarding experience and suggest improvements, then another at 90 days. This feedback serves two purposes: it helps the organization continuously refine its onboarding program, and it makes the employee feel heard (boosting their engagement). Closing the loop is key, if a new hire mentions in a survey that they wished for more job-shadowing, the company can implement that for them and future hires, demonstrating responsiveness. Additionally, if any new hire unfortunately leaves within the first year, conduct an exit interview specifically digging into whether onboarding or initial support played a role. The insights gathered will highlight gaps in the process that can be fixed for the future. In short, treat onboarding itself as something you improve continuously, much like any business process. High-performing organizations view onboarding as a dynamic program that adapts based on what actual new hires need, rather than a static checklist.
  

By incorporating these elements, checkpoints, mentorship, ongoing training, cultural integration, career development, and feedback, an extended onboarding program ensures that the new employee’s first year is a well-guided voyage. It transforms onboarding from an administrative formality into a strategic process that nurtures a new hire into a confident, connected, and competent team member.

Implementing an extended onboarding program isn’t without its challenges. Organizations might encounter resource constraints, coordination hurdles, or even skepticism from managers (“Do we really need to onboard people for a whole year?”). Here we discuss common challenges and how to overcome them to make continuous onboarding feasible and effective:

• Resource and Time Constraints: One practical concern is the perceived investment of time and resources. Busy teams might worry they can’t afford to spend extra hours training or mentoring new hires beyond the initial period. The key to overcoming this is to integrate onboarding activities into normal work routines rather than treating them as add-ons. For example, those regular check-ins and feedback sessions can be folded into existing one-on-one meetings. Training can often be delivered via scalable methods like online modules or peer-led sessions that don’t always require full HR involvement. Some companies leverage technology (onboarding software and learning management systems) to automate parts of the extended onboarding, sending reminders for 90-day surveys, assigning e-learning courses at set intervals, etc., which eases the administrative burden. It’s also helpful to communicate the ROI of extended onboarding to leadership: yes, it requires effort, but the payoff is reduced turnover and faster competency. Citing the earlier statistic that effective onboarding can improve retention by up to 82% can build the business case that this is time well spent, ultimately saving costs on rehiring and retraining.
  
• Maintaining Consistency: Another challenge is ensuring the onboarding experience remains consistent and doesn’t taper off due to “out of sight, out of mind.” It’s common that the first week of onboarding is highly structured, but by month 4, things become ad-hoc. Overcome this by creating a formal extended onboarding plan just as you do for week 1 orientation. In other words, map out the entire first year with scheduled activities (for instance: Month 1, orientation; Month 2, product training; Month 3, 90-day review; Month 4, lunch with department head; Month 5, skills workshop; Month 6, check-in with VP or CISO on relevant policies; etc.). Having this documented plan means it’s part of the process and less likely to be neglected. Assign responsibility for each part (some tasks fall to HR, some to the hiring manager, some to the mentor or others). Many firms develop an onboarding checklist that extends to 6 or 12 months, which can be tracked in HR software. This ensures no one drops the ball simply because the new hire is “not so new” anymore.
  
• Manager Buy-In and Training: Managers play a pivotal role in onboarding beyond 90 days, they are the ones coaching, giving feedback, and guiding career development. A challenge arises if managers aren’t on board or don’t know how to fulfill their onboarding role. Gallup research points out that managers account for 70% of variance in team engagement, and that managers must take responsibility for extending the onboarding experience into day-to-day work. To address this, organizations should train managers on onboarding best practices and explicitly set expectations that onboarding is part of their job. Provide managers with tools: for instance, a template of talking points for the 30/60/90-day reviews, or a checklist of topics to cover by the 6-month mark. Recognize and reward managers who excel at developing their new team members. When managers see the success stories (like a new hire blossoming under their mentorship), they’ll be more enthusiastic to invest time in onboarding the next person. It can also help to share the positive feedback from new hires with managers, e.g., “Your new analyst mentioned that your bi-weekly check-ins really helped them ramp up quickly.” This reinforces the behavior. In essence, make extended onboarding a team effort, not just HR’s job.
  
• Balancing Information Overload vs. Drip-Feeding: One reason companies cut onboarding short is fear of overwhelming new hires with too much information. Extended onboarding should not mean stretching orientation content paper-thin over 12 months. The challenge is to determine what needs to be taught upfront and what can wait. The solution is to adopt a phased approach (which we outlined in key elements). Prioritize immediate job-essential knowledge in the first weeks, then plan secondary topics for later. For example, a new employee doesn’t need to know the intricacies of the annual budget process in their first month, that can be introduced in month 9 as they prepare to contribute to next year’s planning. By spacing out the learning, you actually reduce overload and improve retention of information. New hires can absorb and apply one set of lessons before moving onto the next. Solicit input from recent hires about timing: Did we introduce topic X too early or too late? This will help fine-tune the pacing. When done correctly, extended onboarding feels like a natural progression of learning rather than a firehose or an aimless trickle.
  
• Adapting to Individual Needs: Every employee is different. Some might ramp up faster and feel they need less hand-holding after a couple of months; others might need a bit more support or time to fully come up to speed. A one-size-fits-all 12-month plan could frustrate both groups if not handled flexibly. The way to overcome this is through personalization. Use the early check-ins to gauge how comfortable and confident the new hire is, then tailor the subsequent onboarding components accordingly. For instance, if an employee demonstrates strong mastery early, you might shift the focus of their onboarding to stretch assignments and leadership exposure sooner. If another is struggling, you might provide extra coaching or extend certain training modules. This is where the manager’s insight is valuable, they can let HR know if the new hire is ready to skip ahead or needs additional resources. Also, maintain an open-door policy: encourage new hires to speak up if they feel something is lacking in their onboarding or if they’re craving more challenges. Flexibility ensures extended onboarding remains helpful and engaging, not a rigid program that someone has to endure.
  

By anticipating these challenges and planning for them, companies can successfully implement continuous onboarding. Remember that any extended process will have some trial and error, it’s important to remain agile and responsive to feedback. Over time, the kinks will be worked out, and the organization will develop a reputation (both internally and in hiring markets) for having an exceptional onboarding journey that doesn’t stop at 90 days. That reputation itself becomes a competitive advantage in attracting talent.

In today’s dynamic workplace, where talent is the most critical asset, onboarding must be viewed as an ongoing investment rather than a one-time cost. It’s tempting to celebrate at the 90-day milestone and consider the job done, but the real payoff comes from what happens in the months and years after. When you nurture employees beyond the initial period, you’re essentially investing in their long-term success and, by extension, the company’s success. Think of onboarding not as a sprint, but as the first leg of a marathon: you want your employees to have the stamina, support, and direction to keep going strong well past the starting line.

Companies that have embraced extended onboarding find that it becomes a virtuous cycle. New hires feel valued and empowered, so they perform better and stick around, which improves overall organizational performance and reduces turnover. That, in turn, creates a positive work culture where experienced team members are more willing to welcome and mentor the next batch of newcomers. Over time, you build a robust workforce where employees at all levels are engaged, skilled, and aligned with your mission from year one onward. On the other hand, organizations that neglect onboarding after a few months may save a little time upfront, but often pay the price later through higher attrition, lower morale, and even brand reputation issues (word gets around if a company doesn’t support its new hires).

No matter the industry, be it technology, finance, healthcare, manufacturing, or any other, the principles remain the same. Humans thrive on feeling connected, supported, and purposeful. A well-designed onboarding journey that spans the first year fulfills those needs by continually reinforcing the message: “You are part of this team, and we are here to help you succeed.” This is especially pertinent at the executive level (where stakes are high for quick impact) and for roles like CISOs, who must continuously absorb new information due to the evolving nature of their field. Every role benefits from a thoughtful transition period that blends seamlessly into ongoing development.

In conclusion, don’t stop onboarding at 90 days, extend it, enrich it, and treat it as a strategic tool. As the data shows and experience confirms, onboarding is directly linked to retention, engagement, and productivity. By prolonging and enhancing the onboarding experience, you are future-proofing your workforce. The first 90 days might shape a new hire’s initial impression, but it’s the following months that truly determine whether that employee will flourish and stay for the long term. For the health of your organization and the happiness of your employees, make onboarding a year-long (and beyond) journey. The returns on this investment will be seen in a strong, committed workforce that drives your business forward.

FAQ

What is the main limitation of a 90-day onboarding process?

A 90-day onboarding often only covers basic training and orientation, leaving employees without ongoing support for more complex tasks or cultural integration. This can lead to disengagement, slower productivity growth, and higher turnover after the initial period.

Why should onboarding continue beyond the first three months?

Extending onboarding improves retention, keeps engagement high, boosts productivity, and strengthens cultural alignment. It also ensures employees receive ongoing training and mentorship, which helps them adapt and grow in their roles.

How does extended onboarding benefit remote or hybrid teams?

In remote or hybrid settings, cultural integration and relationship-building take longer. Extended onboarding offers intentional touchpoints, ongoing mentorship, and regular check-ins that help remote employees feel connected and supported.

What are key elements of a successful extended onboarding program?

Effective programs include structured milestones, mentorship or buddy systems, continuous training, culture integration activities, career growth discussions, and regular feedback loops to improve the process.

What challenges do companies face in implementing continuous onboarding?

Common challenges include resource constraints, maintaining consistency, and manager buy-in. These can be overcome through planning, integrating onboarding into daily work, using technology for automation, and training managers on long-term onboarding practices.