„Companies create strategies. People create culture. And it is the culture that determines whether the strategy succeeds.”
Not so long ago, organisational culture was treated as something „nice” - an add-on to benefits and a nice office. Today we know one thing: is one of the key factors that determines a company's efficiency, employee retention and innovation.
In a dynamic, hybrid world of work, where onboarding is often done remotely and turnover is higher than ever before, organisational culture is no longer a backdrop. It is becoming the foundation of.
New employee. New challenges
New employees often feel lost, cut off or simply unsupported. And it's not just lack of knowledge - it's lack of a sense of belonging.
Therefore, onboarding today cannot be just an administrative process. It should be first experience of organisational culture.
🎯 Good implementation = higher retention + higher efficiency + lower turnover costs
Onboarding is a journey, not a process
From my perspective, effective onboarding starts with from understanding where the new employee is coming from, what they need and where they might get lost. Instead of overwhelming them with information - it is worth starting with the basics:
- Company guide: a well-designed handbook or welcome e-mail with key contacts and rules
- Introduction to culturewho we are, how we work, what values unite us
- Map of organisations: who is responsible for what, who is worth making friends with from day one.
Handbook is not a formality
One of the easiest ways to „sell” the culture from day one is to prepare a good guidance for the new employee - not only with logins and procedures, but also with:
- Company values
- means of communication
- description of the structure and „key players”
- information about what is expected of him (and what he can expect).
Buddy system - first-hand support
Newcomers should have assigned buddy onboarding - i.e. someone who is not a supervisor, but can answer all the „informal” questions and show how the organisation really works.
It's not only accelerates adaptation, but also builds first relationships - crucial for integration into the culture.
Implementation is a process, not a presentation
Onboarding is not a one-off presentation. It is continuous process building understanding, trust and competence. It is therefore worth planning check-points - e.g. after 2 weeks, a month and a quarter - by:
- check that the new employee feels ready for action
- identify areas for improvement
- show that its development and opinion are important.
Culture must also be remote
In a world of hybrid and remote working, organisational culture must not end at the office. Care must be taken to:
- online onboarding was equally qualitative
- new remote workers had real contact with the team
- felt that they were part of the organisation - even if they did not enter its physical doors.
Culture does not happen alone
Companies often invest in tools, strategies and processes. But this culture decides whether these investments pay off.
A well-designed organisational culture:
- supports adaptation
- facilitates communication
- reduces stress
- increases efficiency
- strengthens loyalty
And it starts with good onboarding.
Summary
Onboarding is the first test of your organisational culture.
How you welcome a new employee says more than any declarations on your „Careers” page.
Companies that want to operate effectively and retain talent, they need a culture that doesn't just look good on slides - but that they can actually feel.
