What to do if a new hire struggles to fit in – Part 2

Why communication and culture matter

Starting a new job is a significant step for anyone, whether it’s their first role or a move up the career ladder. For employers, making someone feel welcome, valued, and part of the team from day one can make all the difference, not just for that individual but for their colleagues and the wider organisation. A smooth recruitment process may bring the right person through the door, but it’s the day-to-day culture and communication that determine whether they’ll stay and succeed.

Last time, we looked at how important the onboarding process is for new hires. In this blog, we’ll be examining how managers can create a culture of belonging and help new hires thrive through communication and connection.

A meaningful introduction

A new employee’s first impression of your organisation will have a lasting effect. They need a clear understanding of their role, their goals, and how they fit into the bigger picture. This clarity will build confidence, and with it, performance. Take the time to make your introductions personal and meaningful. Rather than simply showing them where they can make a coffee, explain how the team works together and what your values look like in practice.

You could schedule short, informal meet-and-greets between your new member of staff and their colleagues, or consider cross-departmental mentorships. Pairing someone from marketing with someone in finance, for example, builds inter-team rapport and encourages idea-sharing. In larger organisations, this is a powerful way to break down silos, encourage innovation, and allow your new hire to build a network outside of their immediate team.

Encourage open communication

Regular communication is one of the most effective ways to help someone feel included. Creating time for dialogue, not just updates, is an opportunity not only to share information and build relationships, but to listen and to invite input. People feel more involved when they know that their voice is heard. Use team meetings to gather feedback, share successes and address challenges, and encourage new hires to speak up, reinforcing their importance from the start.

Managers should be proactive in the early weeks of a new starter’s career. Offer guidance, ask questions, and make sure that they know who to go to for help if they need it. Even a short check-in can reveal concerns or highlight achievements that you may have missed. Encouraging open, honest conversations builds trust, and that’s essential when someone is negotiating a new environment.

Show that your culture matters.

Company culture isn’t created in strategy meetings; it’s what people experience every single working day. Make sure that your stated values are more than just statements on your website. Communicate with them clearly from day one in the way you treat your employees, collaborate internally, and manage conflict.

New employees quickly notice inconsistencies, and gaps between what was promised and what’s been delivered can cause them to disengage. A positive culture doesn’t have to be overt; what matters is consistency, respect, and a sense of belonging. People remember how they were treated in their first few weeks, whether they were welcomed or excluded, and whether their mistakes were criticised or have been learned from, and those impressions often shape their willingness to stay long term.

Create a supportive environment.

Not every new hire will feel comfortable raising concerns, especially during their period of probation. Consider offering confidential feedback routes or assigning a neutral mentor to check in on them regularly. And if much of your team works remotely or is based in a different office, new starters can feel isolated. Make sure that you encourage your existing team to reach out and include them in conversations, both about work and social topics, even if they’re just a passive listener at first.

And don’t overlook the meaningful value of the smallest of actions. Making someone a quick coffee, mentioning them in a team meeting, or simply asking them how they’re settling in can all reinforce their feeling of belonging. Inclusion doesn’t have to mean grand gestures; it just has to be intentional.

The role of managers and teams

It’s easy to assume that your new hire is getting on well in their new role if you haven’t asked and they haven’t told you otherwise. However, silence isn’t always healthy. Managers must lead by example, checking in, offering feedback, and creating an open channel of communication from day one to establish what’s working and what’s not. This will help them feel valued and give you insights into what could be improved in the future.

The wider team also shares the responsibility of ensuring that new talent settles in too. Ask them what helped them initially and whether there’s anything they would improve. Everyone benefits from a workplace where new ideas are welcomed, people are treated with respect, and support is available when it’s needed most.

Final thoughts

Helping your new hire feel that they’re part of a team, that they’re seen, supported, and included, doesn’t happen by accident and shouldn’t be left to chance. It requires thoughtful communication and connection, consistent values, and a supportive environment, and without that foundation, even the most seasoned professionals may struggle to thrive. Getting it right isn’t about having more meetings or creating complicated processes, it’s about being thoughtful, clear, and consistent in how you support your new hires so they can become confident and productive members of your team

At Allen Associates, we understand the importance of those first few weeks. Whether you’re recruiting a junior team member or a senior executive, we can help you create a positive, lasting impression that supports long-term success. From recruitment to onboarding, we’ll work with you to create a culture where every new hire settles in and succeeds. For more information on the range of assistance we can offer, contact us.