Why Onboarding Should Be a Shared Responsibility Between HR and Managers?

Employee onboarding is one of the most critical moments in a new hire’s journey—and yet, many organizations still treat it as a simple HR checklist. In reality, onboarding is a mission-critical team effort that can determine whether a new employee thrives or leaves before they even find their footing.

Consider this: 20% of new employees quit within their first 45 days. That’s one in five people, often due to confusing processes or a poor first impression. The cost of this misstep is steep. Beyond wasted recruitment expenses, constant turnover destabilizes teams and damages morale.

But here’s the flip side: when onboarding is done right, retention improves by 82% and productivity can increase by more than 70%. Employees who experience strong onboarding are also 69% more likely to stay for at least three years. The initial investment clearly pays off long term.

So, why do so many companies still get onboarding wrong? A key reason is the misconception that HR alone owns the process. In fact, a recent survey revealed that 65% of leaders still believe onboarding is solely HR’s responsibility. This misunderstanding creates a gap between a company’s formal welcome and the day-to-day experience on the team.

The Relay Race of Onboarding

Think of onboarding as a relay race. HR runs the first leg—introducing company culture, policies, and benefits—then passes the baton to the manager. If that handoff is smooth, the new hire hits their stride. If it’s clumsy, the entire team suffers.

The Architect and the Builder

A successful onboarding process depends on two complementary roles:

• HR as the Architect: designs the blueprint, manages logistics, and shapes the cultural introduction.
• The Manager as the Builder: brings the blueprint to life by integrating the new hire, setting expectations, and offering hands-on coaching.

When architect and builder work together in harmony, the results are transformative:

• New hires reach full productivity up to two months faster.
• Engagement and retention soar.
• Employees feel connected, supported, and valued.

Gallup research underscores this point: when managers play an active role, employees rate their onboarding experience as 3.5 times better. Another survey found that top-tier onboarding can increase employee commitment 18-fold.

Building a Winning Onboarding System

Effective onboarding doesn’t happen by chance—it requires a structured system. A proven six-step playbook includes:

1. Clearly defining HR and manager roles.
2. Training managers to excel in their part of the process.
3. Assigning a peer buddy for support.
4. Leveraging technology for consistency.
5. Providing continuous feedback.
6. Embedding onboarding as an ongoing journey, not a one-day event.

The Manager’s Takeaway

For managers, the message is clear: treat onboarding as a core responsibility, not an afterthought. Schedule it, prioritize it, and approach it with intention. Together with HR, managers can build a strong bridge that connects company culture with the day-to-day realities of the role—ensuring new hires cross with confidence.

So, the question for every organization is this: are your new hires running a lonely, confusing sprint, or are they being welcomed into a supportive team relay from day one?