Why are so many employees unhappy with their onboarding?

74% of employees aren't happy with their own onboarding, and over half say it was too dominated by admin tasks. Much of this comes down to companies cramming handbooks, meet-the-team rounds and forms into one hectic first week.

Does that mean onboarding should be shorter and less thorough?

Not necessarily. Employees want to get up to speed with the culture and the job fast, so some intensity often makes sense. The challenge is timing, not scope.

When should onboarding actually start?

Already in the preboarding phase — the time before the new hire's first day. That way they can get to know their colleagues in advance, which takes some pressure off the first week.

How long should an onboarding process last?

Ideally as long as the probation period, and preferably even longer. Informal check-ins, for example, can run for a whole year after start date.

Huma Ponders: Has Onboarding Got Too Complicated?

A lot of employees say their onboarding didn't work. Is it because onboarding programmes have grown too big? Have companies simply gone too far when introducing new hires? Time to put on the thinking cap.

Written by Ida Wathne Sørensen

Jul 2, 2026 10:38:21 AM

Summary

74% of employees aren't happy with their own onboarding, and 54% say it was too dominated by admin tasks.
Many companies overload new hires with long handbooks, meet-the-team rounds and forms — all in one hectic week.
At the same time, employees want to settle into the culture and the job fast, so some intensity makes sense.
The fix is to spread onboarding out over time: start in the preboarding phase, use checklists, and let it run for as long as the probation period.
Bottom line: thorough onboarding is good, as long as you don't cram it all into the first few weeks.

A lot of employees aren't happy with their onboarding. 74% of them, in fact. And that's not all. 54% say it was far too focused on admin tasks. So what does that mean? Has onboarding gone too far? Something to ponder.

Why are so many unhappy?

Starting a new job is scary, and often overwhelming. At least I think so. And when a lot of companies then hand you a 40-page handbook you "must" learn in your first week, it adds up fast. So fast it starts to feel like homework (thought we were done with that after school).

And it doesn't stop there. On top of it comes an endless string of meet-the-team activities, office tours and — brace yourself — admin tasks. I'm sweating just writing this. Does that mean we've actually gone too far? Well, maybe.

But it's easier to settle into the culture once you know the people you'll spend most of your time with. At least that's how I see it. Research also shows that employees expect to get up to speed with the culture and the job fast.

So maybe an intense onboarding process is a good thing?

If it's true that most people want to get up to speed with the culture fast and become productive quickly, then a thorough onboarding must be a good thing. Right? I don't think it's a bad idea, but like everything else, it needs balance.

I think an onboarding programme should stay fairly thorough, but spread out a bit more. That way you get a solid introduction to the new workplace without it feeling completely overwhelming. Because starting a new job is overwhelming enough on its own.

You also don't need to start onboarding on day one. The preboarding phase matters just as much. You know, the time before you actually start the new job. Even then, as a new hire, you can start getting to know your new colleagues — especially the ones on your team. That can take some pressure off the first week and beyond.

A checklist can also make things easier, both for the new hire and for whoever's hiring them. After all, it's easier to stay on top of things when you've got a list of what needs doing.

So what should you do?

To sum up: a thorough onboarding process can be a good thing, as long as you don't overdo it and try to cram everything into one go. Spread it out, keep it manageable, and let the new hire actually get to know their colleagues, tasks and routines. And remember — this isn't a task you tick off after two weeks. A successful onboarding often lasts as long as the probation period, and can easily run longer. Informal check-ins are part of onboarding too, and can comfortably stretch out over a whole year. So yes, go big on onboarding — but take your time, and don't scare off the new hire with endless to-do lists crammed into the first month.

FAQ

Why are so many employees unhappy with their onboarding?: 74% of employees aren't happy with their own onboarding, and over half say it was too dominated by admin tasks. Much of this comes down to companies cramming handbooks, meet-the-team rounds and forms into one hectic first week.
Does that mean onboarding should be shorter and less thorough?: Not necessarily. Employees want to get up to speed with the culture and the job fast, so some intensity often makes sense. The challenge is timing, not scope.
When should onboarding actually start?: Already in the preboarding phase — the time before the new hire's first day. That way they can get to know their colleagues in advance, which takes some pressure off the first week.
How long should an onboarding process last?: Ideally as long as the probation period, and preferably even longer. Informal check-ins, for example, can run for a whole year after start date.

Huma Ponders: Has Onboarding Got Too Complicated?

Why are so many unhappy?

So maybe an intense onboarding process is a good thing?

So what should you do?

FAQ

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