Onboarding maturity varies across organizations, from design and process to content and evaluation. Some treat it as mere paperwork, others create a smooth, engaging experience that sets the stage for success.
It is important to establish where your onboarding currently stands, as this will give you a shared framework to discuss and detect improvements. Breaking onboarding down into four clear maturity stages helps you to map the path from basic introductions to world-class retention.
Today I’ll share with you why onboarding matters, what each maturity stage looks like, and how you can spot where your organization stands today. I will also share valuable information about how you can advance your organization’s onboarding maturity.
Why The Four Stages Of Onboarding Maturity Matter
First impressions last. According to Gallup and SHRM, organizations with structured onboarding see up to 69% higher retention and 50% greater productivity from new hires.
On the other hand, companies with high turnover suffer the consequences. It costs anywhere from one-half to two times an employee’s salary to replace them. Also, vacant desks create a ripple effect: they hurt productivity, morale, and workplace culture. But smart onboarding does more than decreasing turnover. It gives a clear edge in keeping top talent who could work anywhere.
The payoffs for building a strong onboarding program:
- Higher employee engagement
- More referrals and positive word-of-mouth
- Lower training and hiring costs
- Stronger organizational culture
Effective onboarding gives new hires a sense of purpose and belonging. They’re not just another employee, their work matters. This recognition builds loyalty during difficult times.
The four onboarding maturity stages that drive retention
Great onboarding follows a structured process. Each phase builds towards better retention and stronger teams.
Stage 1: Basic
Most companies start here. New hires fill out forms, get a tour of the workplace, and may briefly meet the boss. The entire process often centers around compliance, it is more about ticking boxes than creating memorable first impressions. Communication relies heavily on traditional tools like PowerPoint presentations and email, and evaluations of the onboarding experience are sporadic at best. There is no role division for onboarding and the program mainly takes place during the first day(s) after the new hire’s start.
How to progress: To move beyond this surface-level approach, aim to streamline the administrative tasks. Designate a go-to person for support to help new hires feel grounded and informed. You can also provide a clear roadmap for the new hire’s first week, as this sets the tone for a purposeful and connected start.
Stage 2: Developing
While the program still carries ad hoc qualities, there are signs of central structure beginning to take shape. Some key elements are standardized, and there’s occasional use of checklists and assigned roles, which adds a layer of guidance and accountability.
Technology begins to play a role beyond just administration, offering limited support for components like basic skills training.
Communication formats remain inconsistent; organizations may use a mix of traditional presentations, scattered emails, and newer additions like intro videos. Evaluations are starting to become more deliberate, with a few fixed feedback moments, though much of the assessment still happens ad hoc.
How to progress: Develop a consistent onboarding plan that lasts several months with shared best practices. Incorporate elements such as structured learning modules that develop key. You can also make checklists and role ownership consistent across departments, so every new hire has a reliable support system.
Another way to move up the ladder is to develop a toolkit of formats (such as videos, documents, and workshops) with templates to ensure messaging is aligned and engaging across teams.
Stage 3: Mature
In this phase of onboarding maturity, organizations demonstrate a deliberate and strategic approach to welcoming new employees. The focus shifts toward fostering meaningful connections with the organization while also reinforcing operational competence. Onboarding is no longer viewed as a brief introduction but as a development journey that equips newcomers for long-term success.
The program unfolds over the course of several months, emphasizing repetition and continuous learning. A consistent central onboarding plan has been developed, anchored by shared best practices across the organization. However, local flexibility remains limited, which can sometimes reduce personalization.
Roles and responsibilities for onboarding are clearly defined and increasingly embraced throughout the organization, even if implementation is not yet universal. Technology is applied purposefully, is tailored to specific employee groups, and supports initiatives around learning, networking, and internal mobility.
Onboarding content is interactive and engaging across departments and job levels, designed to meet employees where they are in their journey. To ensure this experience delivers real impact, organizations have embedded regular measurement moments.
How to progress: If you work in a large organization, allow business units to personalize onboarding elements while staying aligned with core principles. This bridges consistency with relevance. Strengthen your feedback mechanisms by aligning onboarding metrics with broader organizational KPIs, such as retention, engagement, and performance benchmarks. You can also build stronger accountability for onboarding responsibilities across teams and departments.
Stage 4: Very mature
Few organizations reach this stage. Here, onboarding doesn’t end after a week or a month. It’s a springboard for long-term development and deep alignment. Employees are not simply introduced to the workplace; they are deeply connected to the company’s culture and strategic direction, empowered to build strong internal networks, and equipped with skills that fuel the start of a thriving career.
A centralized plan ensures consistency across the business, while local adaptations make the program feel personal and relevant. Roles and responsibilities within the onboarding process are very clearly defined. The content of the onboarding program is filled with interactive and inspiring elements that don’t just inform but engage and motivate.
Companies at this level establish clear agreements clear agreements to measure whether agreed objectives are achieved within the organization.
How to progress: Even the most comprehensive onboarding programs can lose their impact over time. At this advanced stage, the focus shifts from further development to maintaining the freshness of the program and keeping employees engagement. This is a considerable challenge for mature onboarding programs.
Organizations can struggle to preserve the inspirational quality of their content, particularly as staff become familiar with the established tools, communication style, and framework. When a program receives acclaim or appears “finished,” teams often become reluctant to modify or question its effectiveness. Without continuous evaluation, even exemplary processes can gradually become obsolete.
| How mature is this in your organization? | Basic | Developing | Mature | Very mature |
| Goals for onboarding | The administrative tasks are in order for the arrival of a newcomer | Particular attention is paid to operational effectiveness: getting to know the job, the culture and the norms and values of the organization. | A targeted approach with a focus on connecting with the organization and operational strength, with development elements that go beyond pure introduction | A complete experience for newcomers that ensures mutual reinforcement, connection with the organization, building a network, an introduction to the culture and strategy, operational strength and the start of the career |
| Length of the program | The program mainly takes place during the first day/week | The program is planned over the course of a few weeks | The onboarding content is spread over a few months, with a focus on repetition and continuous learning | The duration is tailored to each new employee. We consider when each individual is ready for various modules (first year) |
| Coördination of the program | The program is ad hoc per region or business unit | Mostly ad hoc, but some elements are centrally organized | A central consistent onboarding plan with shared best practices, but little local customization | A clear central onboarding plan with local customization |
| Role division for onboarding | There is no role division for onboarding | There is a division of roles with, for example, checklists, which is applied occasionally | There is a clear division of roles that is accepted and (limitedly) applied by the organization | The roles are clear and are taken on almost automatically by those involved |
| Use of technology | Technology exists that supports administration | Technology supports limited components such as certain skills training | Technology is purposely used for specific target groups with a focus on learning, networking or career opportunities | There is inspiring interactive content that provides an excellent experience for new employees |
| Use of engaging formats | Information is provided through traditional channels: for example PowerPoints and emails | The formats used are not consistent. A number of formats have been developed, such as an introduction video | There is interactive engaging content for all levels and all stages of onboarding | There is inspiring interactive content that provides an excellent experience for new employees |
| Evaluation of the effectiveness of onboarding | An ad hoc evaluation is made of how the onboarding went | Often an ad hoc evaluation with a few fixed evaluation moments | There are clear measurement moments to measure the newcomer’s experiences as a manager, in line with other measurement instruments within the organization | Clear agreements to measure whether agreed objectives are achieved within the organization |
Source: Kaiser Associates inc, 2015.
Conclusion
Employee retention starts with onboarding—it’s just that simple. Companies that treat onboarding as a journey, not a checklist, keep their best people. Remember these four onboarding maturity stages:
- Basic: Paperwork and quick hellos
- Developing: Structured but still limited
- Mature: Cultural and social integration
- Very Mature: Long-term growth and personal alignment
Moving just one stage up can change everything. If you want loyal teams and real retention, start by upgrading your onboarding. Your company and its employees will reap the rewards
