Last week we talked about how inexperience impacts your organization. The next question becomes just as important: What are you doing to help those new employees stay long enough to become experienced?

The research is clear and has been for decades: When looking at employee departures, the first year is when about 30% take place — especially in work areas in which the new hire works with different people. This is very true in healthcare and hospitality. 

Why is that? It is because coworkers have a huge impact on how a person feels about their job. It’s not because you made a bad hire. Often people choose to exit due to self-doubt and fear of not making it. Those early days, weeks, and months can feel confusing or overwhelming. The good news is there are actions you can take to increase retention. 

The process starts with awareness. How do new employees feel? What are they experiencing that leaders should be aware of? They will likely not tell you. They don’t feel comfortable sharing their concerns.

New hires often look confident on the outside–but internally, many are navigating a quiet mix of anxiety, hope and self-doubt. Understanding what they’re really experiencing helps leaders respond with empathy instead of assumptions.

Below is what most new employees are feeling in the early weeks:

I don’t want to mess this up.

Do I actually belong here?

I’ll never be good enough.

I don’t want to bother people.

I need to prove myself fast!

As leaders, we need to make the first 90 days feel safe, not overwhelming. Early exits happen because people feel lost, embarrassed, or anxious. It is good to send the message: You are not expected to know everything yet. Give them time to get the experience.

Share that it is normal for a new person to have doubts. Do I fit in? Can I do this? Is this the place for me? I have a short video I can send to you that you can use with new hires. Contact me at Quint@QuintStuder.com if you’d like to receive it. 

Once a person knows that others have these feelings, while still uncomfortable, the early adjustment process is much better. The items below will help.

Check in more than you think you need to. Let the person know you will be checking in often. If they don’t know the many checks are normal, it can create anxiety. This is nothing scripted. Be authentic. Ask, “What questions do you have? Do you have the support you need?” I even go so far as asking, “Is there anything that is causing you to rethink your taking this job?” Add positive statements about ways the person is adjusting. 

It is good to ask if the coworkers are helping. Usually, the answer is yes. Get the coworkers’ names and share that the new hire is appreciative for their help.

Normalize questions–and reward them. Assign a go-to person for questions. Make it easy for them to ask questions and thank them when they do. Inexperienced employees often stay quiet because they don’t want to look incapable. Psychological safety speeds learning far more than pressure ever will. 

If they work a variety of shifts, it is common for the buddy to not be on this same shift. TriHealth in Cincinnati makes sure there are designated shift buddies in this case.

Build the relationship. Check in as a human, not just a manager. Build the emotional bank account. 

Balance patience with development. There are skill and understanding gaps. Even a highly skilled person will need time to adjust to a different environment.

People rise to expectations when they believe success is achievable–and supported.

As the supervisor, we usually are far removed from those first days on a job. A key aspect of showing the new hire you care about their well-being is to have empathy.

As a line in the Peace Prayer of Saint Francis of Assisi states, “Grant that I may not so much seek…to be understood as to understand.” 

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Quint Studer is the author of 16 books on leadership. His book “Building a Vibrant Community” is a valuable resource for civic leaders, business owners, and all who have a stake in building a community.

He can be reached at Quint@QuintStuder.com.