In today’s dynamic workplace, attracting and retaining top talent is a key challenge for organisations. Recruiting the right candidate is just the start; ensuring their success requires a strategic approach to their early experiences.
Drawing on our experiene and the latest management and leadership insights, four critical factors stand out as make-or-break: effective onboarding, the role of the immediate manager, building a mate at work, and the impact of commute time.
These elements provide a blueprint for organisations aiming to boost employee engagement and retention.
1. ONBOARDING EFFECTIVENESS: DELIVERING ON PROMISES
Onboarding is more than ticking off administrative tasks; it’s the bridge between what was promised during recruitment and the reality of the employee experience.
According to the Society for Human Resource Management (SHRM), effective onboarding can improve retention by 82% and productivity by over 70%. Yet, many organisations fall short, leaving new hires feeling lost or let down.
It noted the gap between employee and employer perceptions as concerning – with only 15.3% of employers citing toxic culture as a turnover reason compared to 32.4% of employees – massive disconnect in delivering on promised work environments.
Poor onboarding that fails to deliver on promised support doubles the likelihood of new hires seeking other jobs
To enhance onboarding, organisations should adopt a structured, people-focused approach. This includes clear communication of job expectations, access to resources, and regular check-ins over the first 90 days.
2. THE IMMEDIATE MANAGER: THE KEY TO FULL ENGAGEMENT
The saying “people don’t leave jobs, they leave bosses” holds true. The immediate manager plays a pivotal role in a new hire’s success, acting as a source of recognition, growth, and connection.
A 2025 study by the Centre for Creative Leadership found that managers who provide consistent feedback and foster belonging increase retention by up to 40%.
Great managers go beyond assigning tasks; they coach, advocate, and connect new hires to networks. Recognising achievements, even small ones, reinforces a new employee’s sense of value. Research by Marcus Buckingham shows that employees receiving regular, strengths-based feedback are more motivated and perform better. Managers who introduce new hires to key colleagues also help them navigate workplace dynamics, speeding up integration.
To support managers, organisations must invest in leadership development. Programs focusing on emotional intelligence, active listening, and inclusive leadership equip managers to support new hires effectively. By prioritising managerial excellence, organisations create workplaces where new employees feel valued and supported.
3. A MATE AT WORK: THE POWER OF CONNECTION
Having a mate at work might sound informal, but it’s a powerful driver of engagement. Gallup’s research shows that employees with a close workplace friend are 50% more satisfied and 20% more likely to stay long-term. Personal connections foster belonging, especially for new hires adjusting to unfamiliar settings.
In hybrid or remote work environments, building these relationships takes effort. Organisations can encourage connection through team-building activities, peer mentoring, or virtual catch-ups over a coffee. For example, companies like Canva use “buddy systems” to pair new hires with experienced staff, fostering camaraderie and knowledge-sharing. Leaders should also model openness, creating a culture where genuine relationships thrive.
The benefits of workplace friendships go beyond retention. A 2024 study in the Journal of Organisational Behaviour found that employees with strong social ties report lower stress and higher resilience – it can make the difference between feeling isolated and feeling empowered.
4. COMMUTE TIME: THE HIDDEN OBSTACLE
Commute time has become a significant factor, particularly in sprawling cities. A 2025 University of Reading study found that commutes over 45 minutes one-way are linked to higher stress, lower job satisfaction, and increased turnover risk.
For new hires, a long commute can intensify feelings of disconnection, especially during the adjustment period.
Recent research highlights a strong link between long commute times and increased employee turnover, particularly impacting new hires. A 2025 study from the University of Reading found that commutes exceeding 45 minutes one-way are associated with higher stress, lower job satisfaction, and elevated turnover risk, especially for employees in their first six months. This aligns with earlier findings, such as a 2021 survey noting that 23% of U.S. workers and 76% of Londoners cited difficult commutes as a primary reason for quitting.
Additionally, research by Jeff Parks showed quitting jumped to over 92% when the commute was over 20ksms ro 45mins and retention increased by 20% if the commute was under 8kms.
IN SUMMARY
While each factor is impactful, their combined effect is transformative. Organisations that excel in onboarding, empower managers, foster workplace friendships, and address commute challenges create a holistic employee experience that drives engagement and retention.
Deloitte’s 2025 Global Human Capital Trends report highlights “human sustainability”—designing workplaces that prioritise well-being and connection. By integrating these four factors, organisations align with this vision.
KEY ACTIONS
To put this into practice, leaders should use data-driven tools:
1. 1on1 and Pulse Check new employees at 7, 14, 21, 30, 60, and 90 days to assess onboarding and manager support.
2. Encourage connection through employee networks or social platforms.
3. Leverage technology to map commute patterns and offer tailored solutions.
These steps, rooted in empathy and strategy, ensure new hires thrive.
