Many years ago, I worked with a client who asked us to recruit for a senior technical role.  We were directed to HR for all communications relating to the project, as part of their new process.  Nothing wrong with this, of course, but once we had identified a successful candidate, and offered them the role verbally, we started to notice a few red flags.

• 3 weeks for paperwork. I suggested to my contact in HR that it would be good if someone from the employer reached out to the candidate while he was waiting for his contract, to provide reassurance, since he was increasingly nervous about the lack of a formal offer. For reasons I can’t quite fathom, they said no.  So I tried to reassure the candidate myself, and explained that it can take a while in bigger organisations.  Which is true, but probably not particu
• No welcome from the line manager. I suggested that the candidate’s line manager reached out to him to welcome him to the team – have a chat about what his first few weeks would be like, etc.  But they insisted this was not something that they do.
• Zero first-day clarity. The candidate worked his 3 month-notice period, with no communication from the employer.  I reached out to HR to confirm the arrangements for his first day. Who should he ask for at reception? Where should he park?  What was the plan for his first week?  The response – complete silence.

Remarkably, this candidate did start.  But they didn’t stick around.  Although they hadn’t received a counter-offer on handing in their notice, the sheer unwelcoming nature of their new employer drove them to strike up a conversation with their old employer, to whom they returned swiftly, although not before there had been both time and budget allocated to them.

The thing is, it’s so easy to get onboarding right – and more important than ever now that teams are often dispersed across the UK or even the globe.  Looking back on the scenario I’ve described above, I’ve never been less surprised to find that a candidate had left the role so soon.  I was frankly amazed that he started at all.

I must emphasise that this was an unusual situation for us – most HR teams that we deal with understand the critical nature of a good onboarding process and will proactively work with the hiring managers to ensure a smooth transition.

A strong onboarding process in IT isn’t just about giving someone access and showing them the coffee machine — it sets the tone for engagement, retention, and productivity. Here are 6 great tips:

1️⃣ Start before Day One

• Send welcome emails with company culture resources, team introductions, and necessary documents.
• Ensure accounts, hardware, and access credentials are ready.
• Share a simple first-week plan so they know what to expect.
• Tip: Include a “buddy” or mentor assignment early so they feel connected immediately.

2️⃣ Structured First Week

• Map out clear objectives for the first week: team introductions, system walkthroughs, and key projects.
• Include a combination of formal training and hands-on tasks.
• Provide context on team workflows, coding standards, deployment processes, and communication tools.
• Tip: Avoid overloading them with too much tech jargon at once — gradually build complexity.

3️⃣ Assign a Buddy / Mentor

• Pair the new starter with someone experienced for guidance.
• The buddy helps answer questions, explains unwritten rules, and assists with cultural onboarding.
• Tip: Make it a two-way relationship — allow the new starter to shadow, ask questions, and gradually take ownership.

4️⃣ Provide Access to Knowledge & Tools

• Ensure they have access to code repositories, documentation, ticketing systems, DevOps pipelines, and monitoring dashboards.
• Give a clear explanation of how your IT systems interconnect.
• Tip: A centralised knowledge base or wiki helps reduce repeated questions and accelerates learning.

5️⃣ Early Wins and Ownership

• Assign small, achievable tasks in the first 1–2 weeks to build confidence.
• Let them contribute to code, fixes, or configurations under guidance.
• Tip: Recognize early contributions publicly to boost confidence and engagement.

6️⃣ Regular Check-Ins and Feedback

• Schedule frequent 1:1s with managers in the first month (weekly) to review progress and address blockers.
• Encourage team members to provide constructive feedback.
• Tip: Use these sessions to align expectations, clarify priorities, and reinforce team culture.

Bonus tip: If your interview process explored the candidate’s interests, hobbies, or personal passions, use that knowledge. Whether they’re a squash player, dog enthusiast, ultimate frisbee obsessive or hobbyist programmer, small personal connections during onboarding make a big difference — especially for candidates with long notice periods.

Bottom Line:
A strong onboarding process in IT isn’t complicated — it’s intentional. It ensures your new hires feel welcomed, confident, and part of the team from the very start. The result? Higher retention, faster productivity, and a more engaged workforce.