Why Ongoing Learning Should Start in the First Week?

The Crucial First Week for New Hires

The first week of a new employee’s journey is a pivotal make-or-break period. Many new hires walk in on Day One excited yet anxious, and how you handle those early days can define their long-term engagement. In fact, nearly 70% of employees decide whether a job is a good fit within the first month, and 29% make that judgment in the first week. Equally telling, 44% of new hires have reported second thoughts or regrets about their job choice by the end of Week One. These statistics underscore how critical it is for organizations to get employee onboarding right from the outset. By prioritizing ongoing learning opportunities in that inaugural week, companies can ensure new team members feel supported, valued, and prepared to grow. Early investment in learning doesn’t just ease first-week jitters; it lays the foundation for a culture of continuous development that benefits both the employee and the organization as a whole.

In today’s fast-paced business environment, learning is not a one-and-done event, it’s an ongoing necessity. Industries, technologies, and best practices evolve rapidly, and companies that embrace continuous employee development stay competitive. A culture of continuous learning keeps employee skills up-to-date and fuels innovation. It’s also a powerful retention tool: employees overwhelmingly want opportunities to learn and grow. According to a SHRM workplace learning survey, 76% of employees say they are more likely to stay with a company that offers continuous training. In other words, professional development isn’t just “nice to have”, it’s a must-have for attracting and keeping talent. HR leaders and executives have come to recognize that training and development directly contribute to performance and business success. When organizations invest in their people’s growth, they see the returns in the form of higher productivity, better morale, and lower turnover. Ongoing learning also helps instill adaptability; as new challenges or roles emerge, continuously trained employees can adjust more quickly. In short, continuous learning matters because it underpins an agile, engaged, and future-ready workforce.

The onboarding period, especially the first week on the job, represents a unique window of opportunity to set the tone for an employee’s tenure. First impressions form quickly and tend to stick. Nearly two-thirds of employees say their impression of a company from Day One remains accurate over time. If that first impression includes a lack of support or training, it can be hard to reverse the negative perception. On the flip side, a well-structured, learning-rich first week can cement a positive outlook. New hires who experience robust onboarding are more likely to feel confident and committed. Consider that companies, on average, have only about 44 days to influence a new hire’s decision to stay long-term, with a significant portion of that decision happening in Week One. This means that an employee’s initial days must demonstrate the organization’s commitment to their development. Early wins in learning and integration can accelerate the newcomer's comfort and contribution. Without effective onboarding, some new employees may feel adrift; indeed, about 30% of job-seekers have left a position within the first 90 days of hire, often citing poor onboarding as a factor. Unfortunately, many companies still cut onboarding too short, nearly 40% of organizations’ onboarding programs last only a week or less, ending just as the new hire is barely getting oriented. This is a critical oversight. The first week should be treated not as the finish line of onboarding, but as the launching pad for continuous learning. It’s when you must capture enthusiasm, address uncertainties, and start building the habit of growth. By seizing this window to introduce ongoing training, you signal to your new hires that learning and development are integral from Day One.

Initiating training and development from the very first day (and first week) yields numerous benefits for both employees and the organization. Higher retention rates are one of the most tangible payoffs. Research shows that organizations prioritizing learning from Day One often see up to 50% higher retention rates among new hires. Employees are simply more likely to stay when they feel invested in and supported right from the start. Early continuous learning sends the message: “We’re committed to your growth,” which fosters loyalty. Alongside retention, early training boosts engagement and morale. New hires who dive into meaningful learning activities immediately tend to feel a sense of purpose and belonging sooner. They’re not left idle or confused; instead, they’re gaining skills and understanding how their role contributes to bigger goals. This early alignment with the company’s mission and values can significantly enhance job satisfaction and reduce the chances of turnover. Moreover, starting training in week one accelerates time-to-productivity. By covering role-specific training and essential skills early, employers enable new team members to start contributing value faster. A structured first week that includes guided learning on tools, processes, and expectations helps reduce uncertainty and mistakes on the job. New hires who know what to do and how to do it (thanks to training) can hit the ground running, which benefits operational efficiency. Early training also helps in shaping the right work habits from the beginning. Without guidance, newcomers might develop poor habits or misconceptions; proactive training in week one sets correct standards and performance norms. There are cultural benefits as well. When learning is emphasized immediately, it establishes a culture of learning. The employee learns that asking questions and seeking knowledge are encouraged, not stigmatized. This openness can lead to greater collaboration, with new hires feeling comfortable reaching out to coworkers and managers for help. In summary, starting ongoing learning on Day One leads to a more competent, connected, and committed employee, which in turn means better retention, faster performance, and a stronger organization.

Implementing continuous learning from the outset requires a thoughtful approach. Here are effective strategies and best practices to weave learning into that crucial first week:

• Plan a Structured Onboarding Schedule: Don’t leave the first week to chance. Create a detailed onboarding plan that goes beyond basic HR orientation. Include specific times for training sessions, e-learning modules, shadowing opportunities, and Q&A meetings. For example, provide a mix of company-wide training (e.g. company culture, policies) and role-specific instruction in those early days. A structured schedule gives new hires clarity on what they’ll learn and do, reducing anxiety. It also ensures important topics aren’t skipped. As BambooHR’s Head of HR emphasizes, even after a candidate signs an offer, you are “still selling them on the company’s mission and future” in those early days. A well-organized onboarding program that balances information and interaction will keep the new hire engaged rather than overwhelmed.
  
• Use Modular, Bite-Sized Training: Avoid dumping a year’s worth of information on your new hire all at once. Cognitive overload is a real risk during onboarding. Instead, break training content into bite-sized modules that can be digested over the first week (and beyond). Short e-learning courses, 15-minute video tutorials, or daily micro-lessons help pace the learning. This modular approach aligns with how adults learn best, allowing newcomers to absorb and retain knowledge more effectively. For instance, you might introduce core job tools on Day Two via a brief interactive walkthrough, then revisit advanced features later in the week. Providing quick-reference guides or checklists can reinforce what was covered, so the employee can review as needed. By spacing out training in manageable chunks, you create a steady cadence of learning that continues past the first week without burnout.
  
• Onboard with a Mentor or Buddy: Pairing each new hire with a more experienced team member is a powerful way to jumpstart ongoing learning. A mentor or “buddy” can offer guidance, answer questions that arise, and provide context that no handbook can cover. This relationship gives the new hire a go-to person for the inevitable uncertainties of a new job, fostering a sense of support. Regular check-ins with a mentor in the first week (and the following weeks) encourage continuous learning through informal coaching. Mentors can also model the mindset of lifelong learning by sharing how they acquire new skills or stay updated. The result is the new employee feels connected and is comfortable seeking knowledge. Many companies have found that mentorship early on accelerates the learning curve and increases new hire confidence. It essentially personalizes the learning experience from day one.
  
• Integrate On-the-Job Learning: The first week shouldn’t be confined to classroom-style training. It’s equally important to let new hires learn by doing, with guidance. Arrange for them to shadow colleagues, observe real workflows, or handle small, manageable tasks under supervision. This hands-on exposure helps reinforce what formal training teaches and shows practical application. For example, after a basic product training, a sales new hire might sit in on a sales call to see techniques in action. Or a software developer might start with a bite-sized bug fix to get familiar with the codebase. These real-world learning moments make the training stick and signal that learning is a continuous, interactive process. Be sure to provide feedback and encourage questions during these activities, turning everyday work into a learning opportunity.
  
• Foster a Learning-Friendly Culture: Creating an environment where learning in the first week is welcomed sets the tone for the future. Encourage new hires to ask questions and acknowledge that no one expects them to know everything right away. Simple cultural practices make a difference, for instance, some companies set up daily debriefs in the first week, where new hires can share what they learned or areas they need help with. Team members and managers should openly share knowledge as well. When a new employee sees that even veterans are continually learning (attending workshops, discussing new ideas, etc.), it normalizes ongoing development. Collaboration and knowledge sharing from Day One make the newcomer feel part of a team learning together. This approach addresses one of the top frustrations new hires report: lack of direction or training. Notably, 62% of new employees have been frustrated by insufficient training on company products or services. A culture that prizes learning will ensure no question is “dumb” and no training need goes unmet.
  
• Cover Critical Topics Early (e.g., Security & Compliance): Certain training simply cannot wait, and the first week is the time to tackle them. For HR professionals and CISOs, this often means mandatory compliance and security awareness training right away. A prime example is cybersecurity: a new hire is immediately a potential target for phishing or social engineering scams. As one expert bluntly put it, “Security awareness training is required from Day 1 because hackers will be targeting your employees from Day 1.” Skipping or delaying such training leaves a gaping vulnerability. Ensure that within the first few days, employees complete essential courses on data security, safety protocols, or industry regulations as applicable. Not only does this protect the company, it also impresses upon new hires what the company values most (e.g., a security-first culture). Make these sessions engaging rather than a mere checkbox: for example, interactive phishing simulations can teach new staff to be vigilant from the start. By front-loading critical compliance training, you emphasize that continuous learning isn’t just about personal growth, it’s also about keeping the organization safe and effective.

While the first week is foundational, ongoing learning truly earns its name by continuing throughout an employee’s tenure. It’s vital to have a plan to sustain and build on the first week’s momentum. In fact, learning and development professionals have coined the term “everboarding”, a continuous onboarding strategy, to highlight that learning shouldn’t stop after an employee’s first day or week. After Week One, employees will still have much to learn as they fully assume their responsibilities and as the company evolves. Here’s how to maintain a trajectory of continuous growth:

• Reinforce and Review: The science of learning tells us that without reinforcement, people forget the majority of what they learn. Studies have found that a staggering 90% of training knowledge can be lost within a week if it’s not reinforced. To combat this “forgetting curve,” continue to engage new hires with follow-up sessions and refreshers. For example, if the first week included a training module on a software tool, schedule a short follow-up quiz or practice exercise in Week Two to reinforce key functions. Managers can also use brief check-ins to quiz the new hire on critical processes or have them demonstrate a task, providing corrective feedback as needed. Even automated reminder emails or micro-learning quizzes can help solidify Week One learnings. By spacing out reinforcement over the first several weeks, you greatly increase knowledge retention. The goal is to ensure that important information from onboarding isn’t “in one ear and out the other,” but rather sticks with the employee as usable knowledge.
  
• Provide Ongoing Learning Resources: Treat the first week as the introduction to a continuous learning journey. Make sure new employees know what resources are available to keep learning after their initial orientation. This could include access to an online Learning Management System (LMS) with courses they can take on-demand, a library of how-to guides, or a schedule of upcoming workshops/seminars they can attend. Encourage them to set development goals and discuss these in their early performance conversations. For instance, if a salesperson wants to deepen product knowledge, maybe there’s an advanced training or certification they can aim for in the coming months. Showing new hires a roadmap of learning opportunities (for 30/60/90 days and beyond) signals that the company will continue to invest in their growth. Some organizations create individualized learning plans for each new hire, tailored to their role and career aspirations, reinforcing that there’s a clear path to advance skills over time. When employees see a long-term development track starting at Week One, they’re more likely to remain motivated and engaged.
  
• Implement “Learning in the Flow of Work”: After initial training modules are done, keep the learning happening seamlessly as part of daily work. This concept, often applied in everboarding, involves delivering knowledge or coaching at the moment of need rather than only in formal training sessions. For example, a customer support rep might receive a quick tip popup about a new product feature just as they begin using the support software, or a junior engineer might get access to a coding snippet library when tackling a programming task. By integrating learning into work tasks, you make development a continuous, low-friction process. It prevents the mindset of “training is over; now I just work,” and instead blends the two. Short, targeted lessons or job aids can keep employees sharpening their skills without pulling them away from their roles. This approach is especially useful in industries where things change frequently (new tools, policies, or products), employees get ongoing updates and education on the fly, beyond that first week crash course.
  
• Encourage Knowledge Sharing and Ongoing Mentorship: The end of Week One shouldn’t mean the end of mentorship. Continue the mentor or buddy support through the first 30, 60, 90 days, or even longer. Schedule periodic check-ins and encourage new hires to discuss what they’ve learned or where they need help. Additionally, promote peer learning sessions: perhaps a new hire can sit in on different team meetings or partake in cross-training days to learn about other departments. This not only broadens their understanding (continuous learning of the broader business) but also strengthens their internal network. A culture where colleagues routinely share articles, insights from conferences, or host lunch-and-learn sessions will keep the spirit of learning alive well after onboarding. It’s notable that more than 80% of employees say they’d stay with a company that continuously trains them, and building a community that learns together is key to that continuity. Leaders should lead by example here, when managers pursue professional development and openly discuss what they’re learning, it reinforces to the whole team that growth is ongoing.
  
• Adapt and Evolve the Learning Plan: Continuously assess how your new hires are progressing and be ready to adjust the development plan. Solicit feedback on the onboarding and initial training: what did they find useful, and what do they still feel unsure about? If multiple new employees indicate that a certain aspect of the job was unclear even after first-week training, it’s a signal to refine that training content. Perhaps additional modules or different teaching methods (like hands-on practice or coaching) are required. By keeping the communication channels open, you can catch learning gaps early and fill them through further training or support. Also, as the employee grows into their role, their learning needs will change, maybe by month three they’re ready for a higher level project or an advanced skill course. Update their learning opportunities accordingly. Essentially, make ongoing learning a dynamic, responsive process. As one HR expert put it, engagement and retention are two sides of the same coin, keeping employees engaged through fresh learning opportunities will improve their likelihood of staying. Everboarding isn’t a set-and-forget program; it’s a continuous cycle of learning, feedback, and enhancement.
  

By extending learning well beyond the first week, companies address the reality that onboarding truly blends into everyday development. Traditional onboarding that stops after a few days or a week can leave employees feeling like they’ve been cut loose too soon. In contrast, a sustained learning approach ensures employees remain informed, confident, and adaptable over time. They are better equipped to handle new challenges and take on increasing responsibilities, which benefits their career growth and the organization’s success. In essence, starting ongoing learning in Week One is only the beginning, the real payoff comes from maintaining that commitment throughout the employee’s journey.

The evidence is clear: making ongoing learning a cornerstone of the first-week experience is one of the best investments an organization can make in its people. By embracing continuous learning from Day One, companies demonstrate a genuine commitment to employee development, and employees respond in kind, with higher engagement, faster productivity, and greater loyalty. Early training and support set the stage for a positive employee experience, combating the common pitfalls that lead to disengagement or early turnover. Remember that an employee’s enthusiasm to grow is often highest at the start; channeling that enthusiasm into learning opportunities creates a momentum that carries forward. Organizations that treat onboarding not as a one-week event but as the launch of an ongoing development journey reap the rewards in the form of a skilled, adaptable workforce. In a competitive business landscape, those first-week seeds of knowledge and confidence can blossom into long-term success for both the individual and the company. In summary, when it comes to employee growth and retention, you truly win by starting early, because an empowered first week is the first step to an empowered career.

FAQ

What makes the first week so important for new hires?

The first week shapes a new hire’s perception of the company and can determine long-term engagement. Nearly 29% of employees decide if a job is right for them during that week, making it a crucial time to show support and invest in their growth.

Why should training start on Day One?

Starting training on Day One boosts retention, accelerates productivity, and helps new hires feel valued. It sets clear expectations, builds confidence, and fosters a culture where learning is part of the job from the beginning.

What are the benefits of ongoing learning in the first week?

Benefits include higher retention rates, faster integration, improved morale, and stronger alignment with company values. Early learning also reduces mistakes, sets good work habits, and encourages collaboration.

What strategies can kickstart ongoing learning during the first week?

Effective strategies include structured onboarding schedules, bite-sized training modules, mentorship programs, on-the-job learning opportunities, fostering a learning-friendly culture, and covering critical compliance topics early.

How can companies sustain learning beyond the first week?

Organizations can sustain learning by reinforcing knowledge, providing ongoing resources, integrating learning into daily work, continuing mentorship, and adapting training plans to evolving employee needs.