In this episode, we’re looking into why the honeymoon phase for new employees is fading so fast and how it’s costing organizations more than they realize. With half of new hires feeling only somewhat engaged within their first six months, early disengagement is becoming a major threat to retention, morale, and performance.
Joining Beth to help break it all down is Tirzah Thornburg, Senior Talent Analyst at The Center for Sales Strategy.
Tirzah brings so many awesome points to the table, like:
When just one new hire feels disconnected or disillusioned, it can throw an entire team off balance. Tirza explains how one negative voice can create tension, lower productivity, and even drive tenured team members to consider leaving. Worse, in newer teams still forming bonds, a single poor fit can set harmful norms and damage team culture before it’s fully established.
The takeaway? Every hire either strengthens or weakens your culture. That’s why Tirza recommends panel interviews involving potential teammates (not just managers) to help ensure a strong mutual fit.
ENGAGE 2025: The Company Culture Report shows that just 13% of new hires feel like their development is a priority. The problem? Too many companies view onboarding as a checklist and not an experience.
Tirza stresses the importance of building a flexible, personalized onboarding plan that goes beyond job tasks:
Don’t assume tenure equals readiness. Even experienced hires need to learn your processes, culture, and language.
Introduce cross-functional dynamics. Many early conflicts happen across departments. Help new hires understand the “how” and “why” behind different work styles.
Clarify success milestones. Define what good looks like at 30, 60, and 90 days (and revisit personal goals to show you’re invested in long-term development).
From the very first day, new hires are evaluating whether they made the right choice. That’s why Tirza encourages leaders to design the first 90 days with intention:
Make day one unforgettable. Ensure someone is there to greet them, walk them around, and celebrate their arrival. A structured, welcoming first day builds immediate trust.
Assign a work buddy. This go-to person (ideally from a different department) can answer questions and provide insight beyond the manager relationship.
Establish clear goals. Outline daily, weekly, and monthly targets so new hires always know where they stand.
Immerse them in culture. Share your team’s core values and mission. Encourage open dialogue about their own goals, preferences, and communication style.
The time between accepting the offer and showing up to work is critical. Tirza suggests:
Keeping the connection warm. Have team members send welcome messages or videos to help the new hire feel like part of the group before day one.
Sending swag and prepping their space. These small gestures build anticipation and show that the organization is excited (and prepared) for their arrival.
Minimizing paperwork on day one. If possible, handle logistics in advance so the first day is focused on people, not forms.
Tirza’s advice to leaders is clear: It all starts with communication. Be proactive, be personal, and be clear about what success looks like. Most importantly, communicate with your people in the way they prefer — what she calls the platinum rule of communication.
By understanding how your new hires work, what they care about, and how they want to be supported, you can create a stickier, more successful new hire experience — and reignite that honeymoon phase once again.