Dear Sixth Level,
Part of my job is to onboard new employees. I work in the manufacturing sector and our company operates a single facility that houses all personnel. Since COVID, the onboarding process has been virtual, but we are losing many employees in the first 30 days. I proposed to my boss that we return to in-person onboarding or make changes to the curriculum to make the virtual more effective. My boss said, “It seems to be working fine as is and we have too many other fish to fry.” Not only do I feel stuck, I worry my ideas do not matter. Is there another way?
Tired of Trying in Detroit
Dear Tired of Trying,
We feel your pain and encourage you to try again. Your objectives are solid. Connecting with team members on day one helps build an engaged culture that reduces turnover costs. The Sixth Level calls this, “MUTUALITY,” and the value of mutuality is amply illustrated in The Sixth Level chapter, “Three Pillars for Successfully Transforming Corporate Culture,” by Lorri Slesh. This chapter describes affinity groups called “biomes” and illustrates how a company won a “Top Place To Work” award and incurred only a modest expense.
Before revisiting the idea of in-person onboarding with your supervisor, collect data on employee turnover within the first 30 days. Did the current virtual onboarding process engender a feeling of mutuality? Did it strike their motivational bone – were they inspired by and feel attached to the company? Find out what did not work for them.
Forbes Technology Council (June 16, 2025) writes that “In general, companies with effective onboarding see 2.5 times the profit growth than those that don’t, and have up to an 82% higher retention rate. However, great onboarding practices and remote work don’t always go hand in hand. The lack of in-person interactions and face-to-face relationship building can quickly lead to feelings of disconnection, both personally and technologically.” Forbes recommends an onboarding strategy that combines technology, human connection and comprehensive training focusing on structured digital learning paths that blend self-paced training with interactive, real-time collaboration. It should include screen sharing and hands-on engagement that build connections with colleagues.
For better or worse proposing an in-person onboarding program is swimming against the tide. Virtual onboarding, in and of itself, may not be the problem. There are many successful virtual onboarding programs that are described on the internet, and illustrated by the Lorri’s biomes idea, that can create attachment and motivation. The Sixth Level can provide guidance for redesigning the program. Then propose a 90-day pilot with clear metrics to evaluate its impact. The success of your program should put you on your boss’s radar, especially if you show your boss the metrics.
It is frustrating to run up against barriers when in your gut, you know there is a better way. Imagine the feeling of satisfaction you will have when you have reduced the 30-day turnover rate and developed a culture that makes employees want to stay. Both you and your boss will be seen as valuable leaders who have a meaningful impact on the company.
Thank you for your inquiry!
TSL
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