First Impressions That Last Too Long: The Hidden Cost of Poor Onboarding in Sri Lanka's IT Companies
Introduction
Think back to your first week at your
current job. Were you handed a laptop, pointed at a desk, and told to
"figure things out"? Or did someone actually walk with you through
the role, the culture, the team? For many new joiners in Sri Lanka's IT
companies, that first week looks more like the former. And the cost of that
neglect is much higher than most HR managers realize.
Poor onboarding is the key reason, as it creates negative first impressions that stay with employees throughout their time in the company. These early experiences strongly impact employee engagement, performance, and retention, so onboarding should be treated as a key priority, not just an administrative task. As highlighted by scholars, managing and developing the “human resource flow” is essential, yet the first stage after hiring which is onboarding is often neglected by most of the organizations (Henderson, 2017).
What
the Researches Says
A comprehensive model of onboarding that
identifies four key dimensions: self-efficacy, role clarity, social
integration, and knowledge of culture was developed (Bauer, 2010).When any of
these break down in the first 90 days, organizations pay for it through early
attrition, extended ramp-up time, and disengagement. It is reported that organizations
with structured onboarding programs experience 50% greater new-hire
productivity and 82% better retention at the one-year mark compared to those
with informal or no onboarding (SHRM, 2022).
Figure 01 : Illustrating the difference between poor and structured onboarding affecting turnover, productivity, disengagement, and unmet role expectations.
Organizational
Socialization Theory explains that onboarding helps employees understand
roles, norms, and expectations (Bauer and Erdogan, 2011). However, many Sri
Lankan IT firms rely on informal or rushed onboarding due to project pressures.
This leads to unclear roles, low confidence, and slower work. According to
Psychological Contract Theory, when employees do not receive expected support
or guidance, they feel let down, which reduces their trust and commitment (Rousseau,
1995). Evidence suggests that such early dissatisfaction contributes to high
turnover in Sri Lanka’s IT workforce (Jayathilake, 2019). Moreover, nearly 40%
of IT employees who resigned within their first year cited unclear expectations
and lack of early support as primary reasons (Ranasinghe and Rodrigo, 2023).
Weak onboarding is not limited to IT.
Similar problems can be seen in Sri Lanka’s BPO and service sectors, where weak
HR practices lead to dissatisfaction without strong engagement strategies (Wijesiri,
2018). This shows that onboarding is a
problem across many sectors and needs better overall solutions.
 |
| Figure 2: Key elements of effective employee onboarding. |
Building Effective Onboarding
Strategies
Sri Lankan IT
companies can have the following approaches to address the aforementioned issues.
1. Structured Onboarding Programs
Organizations using structured onboarding with clear roles, training schedules, and expectations.
2. Mentorship and Buddy Systems
Assigning experienced employees as mentors
helps new hires integrate socially and professionally.
3. Continuous Feedback and Check-ins
Regular one-on-one meetings during the
first 3–6 months allow HR and managers to identify challenges early.
4. Digital and Hybrid Onboarding Tools
Use of digital onboarding platforms,
interactive learning modules to ease the remote working patterns.
5. Personalization of Onboarding
Experience
Employees learn differently, so onboarding
should be adjusted based on their experience.
6. Integration with Employer Branding
and Culture
Teaching company values and culture upon onboarding.
7. Cross-Functional Involvement
Onboarding should not be handled only by
HR. Team leaders and managers should be involved to make sure roles and
expectations are clear.
Conclusion
Onboarding is not a paperwork exercise. It
is the first chapter of the employee experience story, and in Sri Lanka's
competitive IT talent market, a bad first chapter rarely gets a second chance.
HR teams that invest in structured, meaningful onboarding programs are not just
being kind. They are protecting a very significant financial investment. The
first ninety days define the next three years. Get that right, and retention
largely takes care of itself.
References
- Henderson, R. (2017) Managing Human Resource Flow.
- Bauer, T.N. (2010) Onboarding New Employees: Maximizing Success. SHRM Foundation's Effective Practice Guidelines Series. Alexandria, VA: SHRM Foundation.
- Ranasinghe, S. and Rodrigo, T. (2023) 'Early Attrition in Sri Lanka's IT Sector: Causes and HR Interventions', Sri Lankan Journal of Human Resource Management, 13(1), pp. 31-50.
- SHRM (2022) Onboarding New Employees: Creating the Conditions for Early Success. Alexandria, VA: Society for Human Resource Management.
- Bauer, T.N. and Erdogan, B. (2011) Organizational Socialization: The Effective Onboarding of New Employees. APA Handbook.
- Jayathilake, H.D. (2019) ‘Retention of Generation-Z in ICT Sector of Sri Lanka’, Kelaniya Journal of Human Resource Management.
- Rousseau, D.M. (1995) Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements. Thousand Oaks: Sage.
- Wijesiri, N. (2018) ‘Impact of HR practices on employee retention in Sri Lankan BPO sector’, International Journal of Human Resource Studies.
This is a very thought provoking discussion that clearly highlights how first impressions can strongly influence workplace decisions and employee perceptions, often lasting longer than they should.
ReplyDeleteHowever, how can HR reduce bias caused by first impressions in recruitment and performance evaluations to ensure fair and objective decision-making?
Thank you, I really appreciate your thoughtful question. Reducing the impact of first impressions requires more structured and consistent approaches, such as using clear evaluation criteria, standardized interviews, and multiple assessors. It also highlights the importance of regularly reviewing decisions to ensure they are based on evidence rather than initial perceptions.
DeleteThis is a very practical reflection on a frequently overlooked issue in Sri Lanka’s IT sector. The strong link drawn between poor onboarding and long-term outcomes like disengagement and turnover is particularly insightful, especially with the integration of theories like psychological contracts and organizational socialization. The suggested strategies are realistic and highlight that onboarding should be treated as a strategic investment rather than an administrative formality, especially in a highly competitive talent market.
ReplyDeleteThank you, I really appreciate your insight. I’m glad you highlighted the link between onboarding and long term outcomes, as it shows why organizations need to treat it as a more structured and continuous process. Focusing on early engagement and clear expectations can make a big difference in retention and overall employee experience.
DeleteThis was a very insightful and relatable read. I really like how you highlighted the lasting impact of first impressions and connected it with real-life situations—it makes the message both practical and memorable. The way you explained how quick judgments can shape long-term perceptions is especially powerful, as research also shows people form opinions within seconds and those impressions tend to linger.
ReplyDeleteDo you think it’s possible to completely change a negative first impression over time, or do people always carry a bias from that initial moment?
Thank you, I really appreciate your feedback. That’s a great question, while first impressions can be quite strong, they can definitely change over time with consistent behavior and better interactions. It shows the importance of giving individuals enough time and using more continuous and structured evaluation methods rather than relying too much on initial judgments.
DeleteDear Hashini, this is a very important and well-written blog post. You clearly highlight how poor onboarding can create lasting negative impressions and impact employee engagement and retention. The use of research and practical recommendations makes it very relevant, especially for Sri Lanka’s IT sector. With a bit more clarity in explaining the figures, this could be even stronger. Great job!
ReplyDeleteThank you so much for your feedback, Nalaka. I’m really glad you found the discussion relevant, especially around onboarding and its impact on engagement and retention. I appreciate your suggestion on improving the clarity of the figures and it’s definitely something I can refine to make the insights even more effective.
DeleteNicely put. Very compelling assertion about onboarding's strategic importance. In Sri Lanka's IT sector, where talent competition is fierce, structured onboarding isn't just HR kindness—it's risk management protecting recruitment investments. The 90-day window truly shapes multi-year retention; organizations treating onboarding as transactional paperwork hemorrhage both talent and capital, while those crafting deliberate experiences compound their human capital returns through engagement and loyalty.
ReplyDeleteThank you, that’s a really strong point. I agree, especially in a competitive environment, onboarding plays a critical role in protecting hiring efforts and setting the foundation for long term retention. It clearly shows why a more structured and intentional approach can make a significant difference in both engagement and overall outcomes.
DeleteThis was such a relatable and eye-opening read. It really made me think about how quickly we form opinions about people and how those first impressions tend to stick, even when they might not be completely fair. I’ve personally caught myself doing this without even realizing it, and your post was a good reminder to be more mindful and give people the chance to show who they really are beyond that first moment. It’s kind of scary but also important to reflect on. Really enjoyed reading this simple, honest, and thought-provoking.
ReplyDeleteThank you, I really appreciate your thoughtful reflection. I’m glad it resonated with you. It’s true that these judgments often happen without us realizing it, which is why being more aware and giving people more time can make a big difference in how fairly we evaluate others.
DeleteThis article talks about an important but often ignored problem in Sri Lanka's IT sector. It's very important to think about how early experiences affect how employees feel about their jobs in the long run, especially in a competitive job market. I really like how the article ties together real life problems with theories like the psychological contract and organizational socialization. But it would be even more helpful to include more real life examples from Sri Lankan IT companies to back up the point. In general, it clearly shows that onboarding should be seen as a strategic function and not just a formality for HR.
ReplyDeleteThat’s a really nice observation
DeleteYou’ve clearly picked up on how those early experiences shape how employees feel and behave over time, especially with ideas like the psychological contract and organizational socialization. In a fast-moving field like IT, those first few weeks can really decide whether someone feels connected or starts looking elsewhere.
I also agree with your point about adding more local examples. Real situations from Sri Lankan IT companies would make it even more relatable and practical for readers.
Overall, it strongly highlights that onboarding shouldn’t be treated as just a routine step it plays a big role in building trust, clarity, and long-term commitment from the very beginning.
This is a really important topic, especially in Sri Lanka’s growing IT sector where competition for talent is already intense.
ReplyDeletePoor onboarding often creates a “first impression gap” — new employees join with excitement, but when structured guidance, role clarity, or cultural orientation is missing, that enthusiasm quickly drops. In many cases, it doesn’t just affect productivity; it shapes how long an employee chooses to stay. In IT companies where skills are in high demand globally, a weak onboarding experience can quietly increase early turnover and replacement costs without leaders immediately noticing the pattern.
Thank you, that’s a very real and well explained point. The idea of a “first impression gap” really captures what happens when expectations and reality don’t match in those first few weeks.
DeleteWhen new hires don’t get enough clarity, support, or connection early on, it’s not just their productivity that takes a hit it affects their sense of belonging too. And like you said, in the IT sector where opportunities are everywhere, even a small disconnect can make people start reconsidering their decision much sooner than expected.
What makes it more challenging is that this kind of early turnover often goes unnoticed until it becomes a pattern. That’s why a more structured and engaging onboarding approach can make a big difference not just in helping people settle in, but in making them feel confident that they made the right choice from day one.
Good point , very relatable topic. From an HR perspective, first impressions really do shape trust, but they shouldn’t become a final judgment. Good candidates or employees can still grow after a weak start. So I’d say: first impressions matter, but consistent behaviour matters more than one moment. HR should balance both, not overreact to the first interaction.
ReplyDeleteThank you for your feedback and hat’s a good way to put it. First impressions can build or break initial trust, but they’re not always accurate. People often need a bit of time to adjust and show what they’re really capable of.
DeleteWhat matters more is how they perform and behave consistently over time, so it’s important not to judge too quickly based on one moment.
Very insightful post. I like how you highlighted onboarding as a strategic investment rather than just an HR process, especially in Sri Lanka’s competitive IT sector.
ReplyDeleteThe link between poor onboarding and early turnover is very clear, and your use of concepts like psychological contract and socialization adds strong depth. The practical strategies, especially mentorship and structured programs, are highly relevant.
Overall, it clearly shows that getting the first 90 days right can make a lasting impact on retention and performance.
Thank you, I'm glad you found it useful! You’ve captured the key idea really well those first 90 days can set the tone for everything that follows.
DeleteMentorship and structured onboarding aren’t just nice to have; they help new hires feel supported, understand expectations, and settle in faster. When that foundation is strong, it naturally reflects in both retention and performance over time.
This is a very strong and well-focused HRM discussion. What makes it effective is how you connect a “simple HR stage” like onboarding to long-term outcomes such as retention, productivity, and employee trust.
ReplyDeleteThe opening is especially engaging because it reflects a real workplace experience many people in Sri Lanka’s IT sector can relate to. That immediately grounds your argument in reality rather than theory.
Your use of organisational socialisation theory and psychological contract theory is well applied. It clearly explains why early experiences shape long-term attitudes, not just short-term adjustment. The link to Bauer’s onboarding model (self-efficacy, role clarity, social integration, and culture knowledge) is also well used because it breaks onboarding into measurable dimensions instead of treating it as a vague concept (Bauer, 2010).
The evidence you included, especially SHRM’s findings on productivity and retention improvement, strengthens your argument significantly. It clearly shows onboarding is not just “nice to have” but directly impacts business performance (SHRM, 2022). The Sri Lankan context, particularly the 40% early attrition statistic, makes the issue feel urgent and local rather than generic (Ranasinghe and Rodrigo, 2023).
One strong point in your writing is how you expand beyond IT and mention BPO and service sectors. That helps show onboarding is a broader HRM weakness, not an isolated industry issue (Wijesiri, 2018).
Your solutions section is also very practical. The inclusion of mentorship, feedback loops, and personalized onboarding is particularly strong because it moves from theory to implementation. One refinement you could consider is slightly separating “operational onboarding” (systems, tools, processes) from “psychological onboarding” (belonging, identity, confidence), as research shows both impact retention differently but equally strongly.
Do you think Sri Lankan IT companies currently see onboarding as a strategic HR investment, or is it still treated as an administrative onboarding checklist?
Thank you, this is a really thoughtful take. You’ve picked up on both the theory and the practical side really well, especially the way onboarding links to long-term outcomes.
DeleteI also like your suggestion about separating operational and psychological onboarding that’s a useful way to look at it, because both clearly shape how people settle in.
To your question, I think many Sri Lankan IT companies are still somewhere in between. Some are starting to treat onboarding more strategically, but in many cases it still leans toward a checklist approach. The shift is happening, but probably not as consistently as it should be yet.
Strong argument on something many IT firms still underestimate onboarding as a strategic retention tool rather than an admin step. The link you draw between early role clarity and long-term engagement is especially relevant in project based environments where employees are expected to contribute quickly.
ReplyDeleteIn your view, is the biggest onboarding failure in Sri Lanka more about lack of structured processes, or inconsistent involvement from line managers after HR hands over the employee?
Thank you for your thoughtful comment!
DeleteYou’ve raised a very relevant point, especially in project-based environments where early role clarity matters. In the Sri Lankan context, both factors contribute, but inconsistent involvement from line managers is often the bigger issue. Even with a structured onboarding process, the real impact depends on how actively managers support and guide new employees.
So, a balance of clear processes and strong manager involvement is key to effective onboarding and long-term engagement.