Preboarding: the gap between offer and start date
The period between a signed offer and the first working day is often wasted, yet it strongly shapes a new hire's early impression. Use it to complete paperwork, order equipment, set up accounts and share practical information such as where to go, what time to arrive and who to ask for.
It is also the moment to issue the written statement of terms. In Ireland, employers must provide certain core terms of employment in writing within five days of starting, with a fuller statement due within one month; in the UK, a written statement of particulars must be given no later than the first day of employment. Meeting these deadlines is a legal requirement, not a courtesy.
A brief, friendly welcome message from the manager or team before the start date reduces first-day nerves and signals that the new person is expected and wanted. Small gestures here pay off in faster settling-in and better early retention.
The first week
The first week should balance essential administration with genuine human connection. Cover the practical necessities — systems access, health and safety induction, key policies and payroll details — but do not let paperwork crowd out introductions to colleagues and an explanation of how the team actually works.
Assign a buddy or point of contact who is not the line manager. Having someone approachable to ask 'silly' questions accelerates learning and takes pressure off both the manager and the new starter.
Set clear, modest expectations for the first week. New hires rarely deliver meaningful output immediately, and pretending otherwise creates unnecessary stress. The goal of week one is orientation, not productivity.
The first 90 days
A structured 90-day plan gives shape to the early months and makes progress visible to both sides. Break it into rough stages — learning and observing, then contributing under guidance, then working more independently — with specific goals and check-ins at each stage.
Regular one-to-ones during this period are more valuable than a single review at the end. Frequent, informal feedback lets you correct course early and reassures the new hire that they are on the right track. It also surfaces any concerns while there is still time to address them.
Keep notes of these conversations. If probation later needs to be extended or the role does not work out, a documented record of the support and feedback provided protects both parties and demonstrates a fair process.
Managing probation fairly
A probationary period lets both employer and employee assess whether the role is a good fit. Set its length clearly in the contract — commonly three to six months — and specify how and when it will be reviewed. Be aware that day-one and short-service statutory rights still apply during probation; probation does not switch off employment protections.
Note that at-will employment, familiar from the United States, does not exist in Ireland, the UK or the EU. You cannot dismiss someone for any reason or no reason at will. Even during and shortly after probation, dismissals must be for a fair reason and, increasingly, follow a fair process; certain reasons (such as discrimination or whistleblowing) are automatically unfair regardless of service.
If performance during probation is a concern, raise it promptly and in writing, explain what needs to improve and give a realistic opportunity to do so. If you decide to extend probation, confirm this before the original period ends and record the reasons.
Measuring whether onboarding works
Onboarding is worth measuring because its effects show up quickly in retention and time-to-productivity. A short check-in survey at 30, 60 and 90 days captures how supported the new hire feels and highlights recurring gaps in your process.
Watch early-tenure turnover in particular. If people frequently leave within the first few months, the problem often lies in unrealistic recruitment promises, weak onboarding or poor role definition rather than in the individuals themselves.
