Onboarding is Talent Acquisition’s (TA) and HR’s best opportunity to make a lasting impression on new hires—and too often, it’s a missed one. To be sure, some companies ace the process, but overall, myriad surveys find significant issues, including one in four new hires have cried within their first week on the job; nearly one-third of those who quit early report receiving little to no onboarding; only one in ten employees think their employer has done a great job bringing them onboard.
Among the problems with onboarding programs is one that’s easy to fix, and it concerns the language you speak. I’m not talking about English, Spanish, French, etc., rather it’s the language of Human Resources. Much of onboarding is crafted in HR’s preferred communication styles, while the audience—employees from diverse departments like IT, Marketing, or Sales—might need something entirely different.
Research from one million takers of Leadership IQ’s communication styles test shows that people fall into four primary communication styles, each influencing how they process information, respond to instructions, and engage with others:
Most HR professionals lean toward the Personal and Functional styles, which makes sense—they are often relationship-focused and process-driven. However, the onboarding audience is typically a mix of all four styles. That’s where the disconnect happens.
The first rule of great onboarding is to know your audience. Don’t wait until the first day to figure out how your new hires like to communicate. Incorporate questions into pre-hire surveys or interviews to assess their preferences:
For example, an Analytical communicator might say they want data-driven explanations, while an Intuitive communicator could emphasize wanting to understand the big picture. This insight can help you tailor the onboarding process before the employee even starts.
Onboarding programs often default to a one-size-fits-all approach, which can alienate those whose communication preferences aren’t addressed. Instead, aim to include all four styles in every session or module. Here’s how:
By addressing all four styles, you ensure that no one feels left out or disengaged.
While group sessions should blend styles, one-on-one interactions are an opportunity to customize fully. Active listening is key. Pay attention to what your new hires ask for:
Listening to their needs allows you to adjust your communication style on the spot, ensuring your message resonates.
Onboarding doesn’t stop after the first week. Pay attention to how new hires are responding. If an Analytical communicator looks disengaged, provide more data. If an Intuitive communicator seems restless, cut unnecessary details and get to the point.
Functional communicators will appreciate updates on progress and steps, while Personal communicators may need more relational touchpoints.
When HR leaders incorporate communication styles into onboarding, they signal to new hires that individuality matters. Employees feel seen, heard, and understood, creating a foundation for trust and engagement.
Onboarding isn’t about HR’s comfort zone—it’s about what works for the employee. It’s not about what you say—it’s about what they hear. And when employees feel their unique communication style is understood, they’re far more likely to stay, thrive, and contribute to the company’s success.
So, TA and HR leaders, take the test, know your style, and then make the conscious choice to step into your employees’ world. It might just make the difference between onboarding that feels like a chore and onboarding that inspires.
