When an employee is hired into an organization, employers often rejoice. They offer elaborate onboarding journeys, training plans, and buddy-pairing introductions to ensure this new hire is assimilated into life at their company.

But when someone moves laterally or is promoted internally, their experience is notably different. If there is an onboarding process, typically it is somewhat ‘hands-off’, short-lived, or vague. What huge, missed opportunities! First, for employers to retain and motivate the talent deemed good enough to promote, and second, to sustain employee and work unit productivity during this transition.

Treat Internal Mobility Like New Hiring

Internal mobility matters, and research supports this concept. Employees who move internally tend to stay significantly longer. On average, internal movers stay about 3.2 years, versus 1.7 years for external hires. In addition, companies that promote internally see a 70 % higher likelihood of long-term retention. This is not just those workers moving upwards; the same study found that lateral movers carry a 62 % higher retention rate than external hires. So this begs the question: how will you capitalize on this worker goodwill to strengthen the workforce and enhance the employee experience?

When someone changes roles inside your organization, you are not just giving them a new job, you’re communicating how much they are valued in your company. What is said and done during the move sends a strong message to the employee about their worth and future with the organization. Yet many firms don’t have formal pipelines for internal mobility. In fact, data suggests only about one-third of companies run a formal internal mobility program.

When internal transitions are poorly managed, employers risk losing more than goodwill. They risk wide knowledge gaps, rippling team disruption, and general disengagement. That’s why offboarding the old role and onboarding the new one should be a strategic priority.

Why ‘Offboard’ Someone Who’s Staying?

It may sound counterintuitive to offboard someone who’s not leaving the company. But a thoughtful offboarding of the prior role can be immensely beneficial for a variety of reasons:

• Knowledge Capture and Handover – a structured ‘exit interview’ or knowledge transfer session helps to ensure continuity. Many organizations cite “institutional knowledge loss” as their top risk during transitions, and so by consciously capturing this knowledge during an internal offboard, companies mitigate this risk significantly.
• Emotional Closure and Respect – internal promotions still represent endings. If this ending goes unacknowledged, an employee may feel somewhat abandoned (particularly by their old team). A formal offboarding gives psychological closure and reinforces respect for past contributions. It’s also an opportunity to celebrate wins, set the new direction, and encourage employee retention.
• Signal Clarity to the Team – the transition is going to affect the team being left as much as the new team being formed and the individual changing roles. By acknowledging the move formally, companies underscore the importance of the role change and set clear expectations for both old and new teams.
• Feedback Loop – just like exit interviews for departing employees, internal offboarding yields important insights, such as what worked in the old role, what obstacles they faced, and how the team can improve going forward.

Why ‘Onboard’ Someone Who Already Works For You?

While offboarding an employee from their old team can help smooth the transition between old and new, it is just as important for employers to have an onboarding process in place for those employees who are moving from one position to another – whether this be a lateral or promotional change.

It seems obvious that if an employee has been awarded a new role, they have likely shown they are capable of succeeding in it. But being capable is only one part of it; the idea that they will land feet first in this new role and hit the ground running isn’t realistic. However, it could become a reality with some dedicated onboarding time.

The new team members should be introduced to the ins and outs of the team they are joining. This means giving them clear milestones to work towards, ensuring there is clarity around the priorities of their role, and giving them a heads up on the culture of the new team. Yes, they are still working for the same company, but individual teams have different ways of working, and there may be a micro-culture operating under the macro-culture of the workplace that the transitioning employee needs to be onboarded into to help them perform the new job to the best of their ability.

A great way of doing this? Offer the promoted or transferred employee a mentor or buddy (much like what is commonly offered to brand new hires). The employee’s transition still involves learning a new social network and unwritten rules,  Having a buddy to guide them can help to accelerate their integration and act as a great sounding board for any questions or feedback they may have.

If the organization treats this new job as a ‘set them loose’ moment, employees may feel isolated or unsure, and then those retention benefits of internal mobility will begin to erode.

In a talent environment where retention is gold, treating internal movement casually is a missed opportunity. But when done thoughtfully, offboarding the old role and onboarding the new one lets you leverage internal promotions as a powerful retention anchor, knowledge accelerator, and culture builder. If you would like to discuss how we can help set up an efficient and productive internal onboarding process, please get in touch with me at amanda@orgshakers.com

For many new employees, the first few days at a company set the stage for their entire experience. A warm welcome, a clear understanding of expectations, and a sense of belonging can make all the difference.

Yet, a recent survey has found that over half (54%) of office-based employees said they were dissatisfied with their onboarding experience, with the reasons being cited including lack of structure, discrepancies between the role they applied for and the job they were hired to do, and confusion around daily tasks. This is why investing in a strong onboarding process is not just a courtesy but a strategic move that fosters engagement, productivity, and long-term retention.

First things first…first impressions matter. Starting a new job is exciting, but it can also be overwhelming. A well-designed onboarding process helps employees feel valued from day one, setting a positive tone for their journey.

A comprehensive welcome package, an introduction to company culture, and a mentor or buddy system can go a long way in ensuring new hires feel at ease. And, employees who feel welcomed are more likely to integrate quickly and contribute effectively.

Speaking of contributing effectively, many employers will know that engaged employees are productive employees. From this perspective, onboarding should be more than just paperwork and IT setup – it should immerse new hires in the company’s mission, values, and goals. When employees understand their role in the grand scheme of things, they feel a greater sense of purpose and commitment. Encouraging early participation in team meetings, collaborative projects, and company events can help to strengthen this connection.

Research shows that employees who experience effective onboarding are more likely to stay with a company long-term. Therefore, a strong onboarding process is essential for equipping employees with the tools and knowledge they need to perform their roles efficiently. Offerings such as structured training, access to key resources, and hands-on guidance are just some key examples to help new hires become productive faster. Without this support, employees may take longer to reach their full potential, which can impact overall team performance.

It’s also good to remember thatonboarding isn’t just about integrating employees into their roles – it’s also about fostering a sense of community. When new hires feel connected to their colleagues and company culture, they are more likely to contribute positively to the workplace environment.

Tripping at the first hurdle can be costly, but with a strong onboarding process in place, businesses can set new employees up for success from day one. A little effort at the beginning of an employee’s journey can yield significant long-term benefits – so why not make onboarding a priority?

If you would like to discuss how we can help strengthen your onboarding process and ensure a well-rounded assimilation for new team members, please get in touch with us today!

Once upon a time, in a workplace not so far away, three employees faced challenges that tested the magic of their HR departments. With the right support from their employers, they knew that they could find their happily ever after…

“Hansel and the Breadcrumbs”

Hansel was excited to start his new job. He had worked hard to land a role in his dream company, but after onboarding, he felt lost in an unfamiliar forest of responsibilities. His manager was always too busy, and any guidance he received was scattered, much like a breadcrumb trail leading nowhere.

Hansel isn’t alone – over half (54%) of office-based employees said they were dissatisfied with their onboarding experience. Without any clear direction, he struggled to find his way, second-guessing himself and feeling isolated.

How can Hansel’s employer help him?

Firstly, companies should ensure structured, well-documented onboarding programs that don’t leave new hires to fend for themselves. Regular check-ins with a mentor or manager can help employees feel guided and supported. A buddy system, where a more experienced colleague helps navigate the first few months, can also work wonders.

And, most importantly, onboarding shouldn’t end after a few weeks. Continuous learning opportunities and career development plans ensure employees feel valued long after their first day. And this sentiment rings true – a Glassdoor survey found that a strong onboarding process improves a company’s retention rate by 82%.

“Rapunzel and the Remote Tower”

Rapunzel was thriving in her fully remote role – until she wasn’t. At first, working from home felt liberating. But over time, isolation crept in, and the excitement of flexible working turned into a lonely existence. She missed casual coffee chats and brainstorming sessions, and despite attending every virtual meeting, she still felt disconnected.

Rather ironically, she’s not alone – 67% of remote workers reported feeling disconnected from their colleagues. This is because a lack of in-person interaction can make employees feel like they’re trapped in a tower, with little social engagement.

So, how can Rapunzel’s employer support her?

Remote work should not mean working in solitude. Employers can implement virtual coworking sessions, casual chat channels, or monthly team-building activities to foster community. Hybrid work options, where employees can meet in-person periodically, can also help combat isolation if this is an option.

Most importantly, leaders should check in with their remote employees regularly – not just about tasks, but about their wellbeing, too. Encouraging employees to set boundaries and take microbreaks is key to ensuring they don’t feel trapped within their own four walls.

“The Three Little Pigs and the Big Bad Layoffs”

The Three Little Pigs worked hard to build their careers, but storm clouds loomed overhead. Economic downturns and restructuring left them anxious about job security. Some of their colleagues had already been let go, and rumors of more layoffs circulated like the wind. The first pig tried to ignore it, hoping it would blow over. The second panicked, applying to jobs frantically. The third, however, sought clarity from leadership.

With about 70% of employees saying layoffs negatively impact workplace morale, how can companies ensure their people feel secure, even in uncertain times?

Transparency is key. Leaders should communicate openly about business challenges and any potential restructuring, rather than letting rumors dictate the narrative. If layoffs must happen, organizations should prioritize empathy, offering career transition support and mental health resources.

For those staying, companies must rebuild trust by reinforcing a clear vision for the future, ensuring employees feel supported rather than expendable. Strong foundations – just like the pig who built his house of bricks – are what keep employees engaged even during turbulent times.

In today’s ever-changing workplace landscape, the magic isn’t in fairy godmothers or enchanted castles – it’s in the HR policies and leadership decisions that shape an employee’s experience. If companies want their employees to live happily ever after, then they must continue their commitment to making workplace wellbeing more than just a fairy tale. If you would like to discuss how we can help you achieve this, please get in touch with us today!