A practical approach is to schedule a reverse Q&A session within the first week. Instead of the new hire asking all the questions, have the team ask the new hire thoughtful, non-work-related questions like “What’s something you’re passionate about outside of work?” or “What’s a skill you bring that we might not expect?”. This help to make the new hire feel valued and gives insight into his or her personality and strengths. Also consider setting up a “speed mentorship” where the new hire meet with different team members (including peers, senior colleagues and other stakeholders) for short but structured one-on-one chats. This fosters early relationships and signals that open communication is the norm, not the exception.

In my experience the best way to help a new hire find their feet is to empathise and relate to the position they find themselves in. Speak about the nerves they might be feeling or the desire to prove their worth - we all go through this. So remind them, to trust your process, encourage them with things that stood out in the hiring process. Your interview process should have ensured they are the correct person for the job, so trust the science of recruitment! And then I would also schedule a 2-week 15min follow-up. Where I remind them to trust the process, as they will still be uncertain after 2 weeks in. In my experience, after the 2 week mark people start hitting their stride!

Create a clear and concise induction plan from day one . Ensure the company culture of communication is established immediately. A conducive work environment is essential it enhances the communication path

I have three simple ways to foster openness in new hires: Connect Personally: Start interactions by showing interest in the new hire’s personal life and family, to build emotional security and camaraderie, before getting into expectations as an employee. Team Success: Ensure the team understands that the success of team lies in helping the new hire succeed and it is a collective responsibility. Regular Check-ins: Every time you bump into new hire, take moments to gauge the new hire’s comfort level and integration into the team and environment

Communication is the key, its not from day one of the joining its vital to have it from the time we take the candidate through the interview process and so on.. It gives a clear picture to the candidate that what is offered and what is expected from them. From day one the candidate can also start performing as required for the role.

we ensure open communication by creating a welcoming and transparent onboarding experience. We set clear expectations and encourage questions and feedback, making it known that their input is valued. Assigning buddies helps ease their transition and provides a go-to person for guidance. We hold structured check-ins—both formal and informal—to give them space to share experiences and concerns early on. We also lead by example, actively listening, offering constructive feedback, and being approachable. As The First 90 Days by Michael Watkins emphasizes, setting the right tone early fosters engagement and trust. By building an open, supportive environment, we empower new hires to share ideas, ask for help, & integrate seamlessly into the team

Ensuring open communication for a new joiner from day one is a key to their long-term engagement and productivity. Some of the measures that work for us are: 1. Preboarding communication, don't wait until the joining date before your initiate communication. 2. Ensure a warm welcome and introduction to the existing team, this will make them feel at home right. 3. Put in place a clear communication channels, provide list of contacts and departments. 4. Ensure to set expectations and celebrate milestones. 5. Ensure a regular check-in on them until they are settling in.