Better onboarding could help retain employees, Robert Walters says

Over 50% of Thai employees rate their onboarding experience as average or poor, as manager support and unclear responsibilities hinder the transition into new roles, according to Punyanuch Sirisawadwattana, Country Manager of Robert Walters Thailand.

Only 15% of professionals in Thailand rate their onboarding experience as excellent, while 35% describe it as average and 16% as poor or very poor, highlighting significant room for employers to improve how they welcome and integrate new employees.

Punyanuch said many companies continue to treat onboarding as a process to complete rather than as a critical part of bringing new talent into an organisation.

“One of the biggest gaps is manager support,” she said, stressing that direct managers play a crucial role in helping new employees adjust to their roles and build confidence.

The survey found that 71% of employees said they felt supported by their direct managers. However, only 29% said their onboarding experience made them more likely to stay with their employer, pointing to a gap between basic managerial support and an onboarding experience that genuinely improves employee retention.

Punyanuch pointed to three key areas where organisations can strengthen their onboarding strategies, greater manager accountability, clearer expectations and responsibilities, and stronger human connections.

She said managers should take greater ownership of the onboarding process by providing appropriate training, establishing clear expectations and conducting regular meetings with new employees.

New hires need to understand what is expected of them, what their priorities are and what success looks like in their roles, she said. Clear expectations can reduce uncertainty and help employees become productive more quickly.

“Regular support and coaching” are also important, particularly during the first few weeks and months, as new employees need someone they can approach for guidance while they become familiar with the organisation, their colleagues and their responsibilities.

Punyanuch said companies should also look beyond the first few days of employment and view onboarding as a longer-term process, with the first 90 days being particularly important.

While 90 days is a common onboarding period internationally, she noted that Thailand’s labour regulations allow a probationary period of up to 119 days. The first three months can be critical in determining whether an employee feels suited to the role and is able to establish relationships and contribute effectively.

“Helping employees move from learning and building relationships to contributing and performing independently during those 90 days is very important,” she said.

However, Punyanuch cautioned companies against viewing onboarding solely as a paperwork or administrative process. While technology and artificial intelligence can make onboarding more efficient, they should complement rather than replace human interaction.

“Technology can make onboarding very efficient and fast, but it should be seen as a support rather than to replace human connection,” she said.

She added that employees need to feel connected to their teams and managers in order to feel valued and succeed in their roles.

Punyanuch also pointed to the importance of creating a sense of belonging from the beginning. Simple measures, such as personalised welcome messages, introducing new employees to colleagues and senior leaders, and checking regularly on how they are adapting, can help strengthen engagement and retention.

She said managers should not be expected to have all the answers for new employees. Instead, providing clarity on the role, accessibility and ongoing support can help employees find their footing more quickly.

The survey also found that around one-quarter of employees said they would take three to six months to become fully efficient in their new roles. Punyanuch said this should not necessarily be viewed as lost productivity, as the time required to reach full effectiveness depends on the nature and seniority of the position.

Senior or leadership hires may require six to nine months to fully adapt, while junior employees in process-driven roles may reach an effective level of performance much faster.

Nevertheless, she said a stronger onboarding process can help shorten the time employees need to become effective by ensuring they understand their responsibilities and have the support needed to navigate the organisation.