Let's address the elephant in the room.
We spend months finding the perfect candidate. We fight with Finance for the budget. We endure the excruciating notice period. They join, we mark the requisition as 'Closed,' and we finally breathe.
Then, 60 days later, before they’ve even figured out who approves their leave, I get that dreaded email: 'I don't think this is the right fit. I resign.'
In HR terms, we call this "Infant Attrition." In reality, it’s a waste of time, money and morale.
When an employee leaves after 2 years, they leave for growth. When they leave after 2 months, let's be honest, it’s not them, it’s us. It means the picture we painted during the interview didn't match the movie they walked into on Day 1.
Why this happens and exactly how I fix it.
The Diagnosis: Why They Really Leave
Candidates don’t quit because they suddenly hate working. They quit because of "Shock."
1. The "Instagram vs. Reality" Gap
In the interview, we sell them a dream: "You will be leading strategic initiatives!"
On Day 1, the reality hits: "Here is an Excel sheet. Please clean this data for the next 4 weeks."
When the actual job doesn't match the JD, trust breaks instantly. And once trust is gone, the notice period begins.
2. The "Sink or Swim" Onboarding
We give them a laptop, a terrifyingly large handbook, and point them to a desk. Then, their manager disappears into meetings for 6 hours.
The new hire sits there, awkward and disconnected. If they feel invisible in Week 1, they will be gone by Week 8.
3. The Culture Shock
We claim to have a "collaborative culture," but they see silos and politics immediately. They realize they don't fit in, and instead of trying to adapt to a broken system, they cut their losses.
The Cure: 3 Strategies to Stop Early Attrition
We need to move from just "Recruiting" to actually "Integrating."
1. The "Anti-Sell" (Realistic Job Preview)
Stop selling a fantasy. During the interview, I tell them the ugly truth.
Strategy: Share the challenges upfront. "This role involves 20% strategy but 80% execution. You will deal with difficult clients and tight deadlines. Can you handle that?"
Why it works: Candidates who say "Yes" to the struggle are the ones who stay when the struggle actually happens. I’m not scaring them away; I’m filtering for resilience.
2. The "Buddy System 2.0"
Don’t just assign a buddy to show them the washroom. Assign a Cultural Interpreter.
Strategy: Pick a high-performing peer (not their boss). Their job is to take the new hire for coffee and explain the unwritten rules: "Here is how to get approvals quickly" or "Here is who you really need to talk to for IT issues."
The Rule: The Buddy takes them out to lunch on Day 1. No new hire eats alone on my watch.
3. The 30-Day "Stay Interview"
Most companies do Exit Interviews when it’s too late. I do Stay Interviews while there is still time to fix things.
The Fix: At the 30-day mark, we may (or a Skip-level Manager) ask three specific questions:
- Is the job what you expected it to be?
- Do you have the tools you need?
- What is the one thing frustrating you right now?
The Outcome: If they say "My laptop is slow," it can fix it tomorrow. If we wait 90 days, they will have already accepted another offer.
Conclusion
The first 90 days are the "Honeymoon Phase." If the marriage turns sour here, divorce is inevitable.
Retaining a new hire isn't about grand gestures or expensive welcome kits. It’s about alignment and attention. Show them the real job, make them feel seen on Day 1, and ask them how they are doing before they decide to leave.
My Challenge to You: Look at your last 5 exit interviews of people who left within 6 months. Was the reason "Better Opportunity" (which is usually a polite lie) or "Role Clarity"? The answer will tell you exactly which part of your onboarding is broken.
By: HR MIT I HR Professional
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