Optimising Onboarding in Local Authorities: Enhancing Experience and Retention

In today’s local government landscape, recruitment and retention have become increasingly complex. With rising competition for talent, budgetary constraints, and evolving expectations around flexible working and organisational culture, councils must rethink how they welcome and integrate new employees. Onboarding is no longer a tick-box exercise it’s a strategic lever for long-term success.

When done well, onboarding creates a sense of belonging from day one. It helps new starters understand not just their role, but the values, priorities, and people that shape the organisation. It builds confidence, accelerates productivity, and lays the foundation for loyalty. Conversely, poor onboarding can leave employees feeling disconnected, undervalued, and unsure of their place often leading to early exits and reputational damage. For local authorities, where every hire represents a significant investment and where continuity of service is critical, optimising onboarding is essential. It’s about creating a consistent, inclusive, and engaging experience that reflects the council’s commitment to its people and its communities.

What Is Onboarding?

Onboarding refers to the structured process through which new employees are introduced to an organisation, its culture, and their specific role. It encompasses everything from the initial offer and pre-employment engagement, through to the first few weeks and months on the job. While orientation typically focuses on administrative tasks such as completing forms, setting up IT access, and reviewing policies onboarding is broader and more strategic.

Effective onboarding includes:

• Cultural immersion: Helping new employees understand the council’s mission, values, and behaviours.

• Role-specific training: Equipping staff with the knowledge and tools they need to succeed in their role.

• Relationship-building: Facilitating connections with colleagues, managers, and wider teams.

• Support structures: Providing access to mentors, peer networks, and regular check-ins.

In local government, onboarding must also account for the complexity of the operating environment. New starters may need to navigate political structures, statutory responsibilities, and multi-agency partnerships. They may be joining from outside the sector, requiring additional support to understand governance frameworks and public service ethos. Tailoring onboarding to reflect these realities is key to ensuring a smooth transition and long-term engagement.

Why Onboarding Matters

Onboarding is one of the most influential stages in the employee lifecycle yet it is often overlooked or under-resourced. For local authorities, where attracting and retaining skilled professionals is increasingly difficult, a well-designed onboarding process can be the difference between long-term success and costly turnover. Despite its importance, research shows that only 12% of employees strongly agree their organisation does a great job of onboarding. This statistic is particularly concerning in the public sector, where the complexity of roles and the need for rapid integration into service delivery make effective onboarding even more critical.

When onboarding is done well, the benefits are significant:

• It can increase employee retention by up to 82%, reducing the financial and operational burden of repeated recruitment cycles.

• It can boost productivity by over 70%, helping new hires become effective contributors more quickly.

• It enhances employee engagement, morale, and alignment with organisational values key drivers of performance and public service motivation.

  
  

Conversely, poor onboarding can have serious consequences:

• New starters may feel isolated, confused, or unsupported.

• Early disengagement can lead to premature resignations, often within the first six months.

• A negative onboarding experience can damage the council’s reputation as an employer, making future recruitment even more challenging.

In a sector where every hire matters, onboarding is not just a process it’s a promise. It signals to new employees that they are valued, supported, and set up to succeed. For councils striving to build inclusive, high-performing teams, investing in onboarding is not optional it’s essential.

What Good Onboarding Looks Like

A well-designed onboarding process is structured, inclusive, and human-centred. It recognises that the first few days and weeks in a new role are critical for shaping perceptions, building confidence, and fostering a sense of belonging. For local authorities, where roles often involve navigating complex systems and serving diverse communities, onboarding must be both practical and values-driven.

Here’s what effective onboarding typically includes:

• Preboarding

The onboarding journey should begin before the employee’s first day. Preboarding helps reduce anxiety and builds early engagement. This might include:

• Welcome emails from the hiring manager or team.

• Care packages with branded items, local information, or wellbeing resources.

• Access to a digital welcome hub with FAQs, organisational values, and introductions to key people.

• Early IT setup to ensure systems and logins are ready on day one.

In local government, preboarding can also include briefings on the council’s political structure, local priorities, and community engagement strategies helping new starters feel connected to the place as well as the role.

• Structured Orientation

Orientation should be more than a PowerPoint presentation. It should provide:

• Clear policies and procedures, including safeguarding, data protection, and equality and diversity.

• Cultural immersion, introducing the council’s mission, values, and behaviours.

• Administrative setup, such as ID badges, payroll, and system access.

Some councils now offer blended orientation, combining in-person sessions with digital modules to accommodate hybrid working patterns.

• Role-Specific Training

Generic onboarding is not enough. Employees need tailored support to understand their specific responsibilities. This might include:

• Job shadowing with experienced colleagues.

• Department-led sessions on systems, workflows, and service standards.

• Regular supervisor check-ins to clarify expectations and provide feedback.

For example, a new planning officer might benefit from early exposure to local development plans, committee processes, and GIS systems, while a finance officer may need training on budget monitoring tools and audit protocols.

• Mentorship and Peer Support

Assigning an onboarding buddy or mentor can make a huge difference. This informal support helps new employees navigate the culture, ask questions, and build relationships. It’s especially valuable in large or remote-working teams, where informal connections can be harder to establish.

Some councils have introduced peer networks for new starters, creating a cohort experience that fosters camaraderie and shared learning.

• Feedback Loops

Good onboarding is iterative. Councils should seek feedback at key milestones typically at 30, 60, and 90 days to understand how the new employee is settling in and where improvements can be made. This might involve:

• Short surveys.

• One-to-one check-ins with HR or line managers.

• Opportunities for new starters to suggest improvements to the onboarding process itself.

Creative Enhancements

To make onboarding more engaging and memorable, some organisations are introducing creative elements such as:

• Onboarding games or trivia to help staff learn about the organisation in a fun, interactive way.

• Welcome videos from leadership, offering a personal touch and reinforcing strategic priorities.

• Virtual coffee chats or “meet the team” sessions for remote or hybrid workers, helping to build relationships across departments.

These enhancements not only improve the experience but also signal that the organisation values innovation, inclusion, and employee wellbeing.

What Bad Onboarding Looks Like

While good onboarding builds confidence and connection, poor onboarding can do the opposite leaving new employees feeling overwhelmed, unsupported, and disengaged. In local authorities, where roles often carry significant responsibility and public visibility, a weak onboarding experience can quickly erode trust and motivation.

Here are some common pitfalls:

• Overwhelming Information Dumps

Bombarding new starters with dense policy documents, jargon-heavy presentations, and endless forms on day one can be counterproductive. Instead of feeling informed, employees often feel confused and anxious. This is especially true in councils where statutory obligations and governance frameworks are complex without context or pacing, information overload can alienate rather than empower.

• Lack of Clear Expectations or Direction

When employees aren’t given a clear understanding of their role, objectives, or how success will be measured, they’re left to guess. This ambiguity can lead to mistakes, frustration, and a sense of failure. In local government, where accountability is high and decision-making often involves multiple stakeholders, clarity is essential from the outset.

• Disconnected Technology and Unprepared Teams

Starting a new role only to find that your laptop isn’t ready, your email doesn’t work, or your team didn’t know you were arriving sends a strong message: “We weren’t expecting you.” These logistical failures can undermine confidence and suggest a lack of organisational care. For remote or hybrid roles, this disconnect is even more damaging, as it can delay integration and isolate the employee.

• No Follow-Up or Feedback Mechanisms

Onboarding shouldn’t end after the first week. Without structured follow-up such as check-ins, feedback surveys, or progress reviews employees may feel forgotten. This lack of ongoing support can lead to early disengagement and prevent issues from being addressed before they escalate.

“Throwing the employee into the fire in a ‘sink or swim’ type of mentality is the easiest way to chase an employee away.” Heidi Kurter, Forbes Columnist

This quote captures a common but damaging mindset: assuming that capable people will simply figure things out. In reality, even the most experienced professionals benefit from guidance, context, and connection especially when joining a new sector or navigating the unique dynamics of local government.

Examples from Inside and Outside the Sector

To understand what excellent onboarding looks like in practice, it’s helpful to explore examples from both within local government and the wider employment landscape. These case studies demonstrate how thoughtful, strategic onboarding can transform the employee experience and improve retention.

Inside the Sector: Local Government Innovation

1. Bristol City Council – Human-Centred Recruitment and Onboarding - Bristol City Council revamped its recruitment and onboarding process to better reflect modern expectations. They focused on:

• Simplifying application processes to reduce barriers.

• Improving preboarding communications to make new hires feel welcomed before day one.

• Embedding values and culture early in the onboarding journey.

This approach helped Bristol attract a more diverse talent pool and improve early engagement .

2. West Midlands Combined Authority – Youth Engagement and EVP - The authority developed a strong Employee Value Proposition (EVP) and used onboarding as a key moment to reinforce it. Their onboarding materials highlighted:

• Career pathways in local government.

• Inclusion and wellbeing support.

• Real stories from current employees to build authenticity .

3. Bexley Council – Social Work Onboarding - Bexley’s onboarding for social workers includes:

• Values-based induction focused on long-term impact.

• Mentorship and peer support to help new staff navigate emotionally demanding roles.

• Ongoing development conversations to support retention in high-pressure environments .

Outside the Sector: Private Sector Excellence

1. Google – Data-Driven Buddy System - Google’s onboarding includes:

• A structured buddy programme where new hires are paired with experienced colleagues.

• Manager nudges to ensure regular check-ins.

• Use of analytics to refine onboarding based on feedback and outcomes.

This approach has been shown to improve satisfaction and productivity .

2. Airbnb – Preboarding with Purpose - Airbnb sends new hires:

• A welcome pack with branded items and a personal note from leadership.

• Access to a digital onboarding guide.

• Early sessions focused on community, belonging, and inclusion.

This preboarding strategy reduces anxiety and builds early connection .

3. Cognizant – Social Mobility-Led Onboarding - Cognizant redesigned its graduate onboarding to support social mobility:

• Removed CVs and application forms to reduce barriers.

• Focused on potential and mindset over academic background.

• Delivered onboarding via a personalised digital portal, starting from offer acceptance.

This inclusive approach helped bridge knowledge gaps and foster confidence among diverse cohorts .

4. Microsoft – Hybrid Onboarding Toolkit - Microsoft’s onboarding is tailored for both remote and in-office staff:

• Digital access to tools like Teams and SharePoint.

• Virtual leadership sessions to reinforce mission and values.

• Custom learning tracks for role-specific development .

5. Pinterest – KnitCon for Connection - Pinterest runs KnitCon, a week-long onboarding event where employees share personal skills and hobbies. This:

• Builds cross-departmental relationships.

• Fosters creativity and collaboration.

• Reinforces a culture of authenticity and inclusion .

These examples show that great onboarding is not about ticking boxes it’s about creating meaningful experiences that reflect organisational values, support individual needs, and build lasting engagement. Whether in local government or the private sector, the principles remain the same: clarity, connection, and care.

Conclusion

Local authorities operate in a uniquely complex and high-impact environment. Every new hire represents not just an addition to the workforce, but a potential catalyst for innovation, service improvement, and community engagement. In this context, onboarding is far more than an HR function it is a strategic investment in people, performance, and public value.

By designing onboarding experiences that are inclusive, engaging, and structured, councils can significantly improve retention, reduce time-to-productivity, and foster a culture of belonging. Effective onboarding helps employees feel seen, supported, and aligned with the organisation’s mission from day one. It builds trust, strengthens relationships, and lays the groundwork for long-term commitment.

Moreover, in a sector facing increasing competition for talent, onboarding is a powerful differentiator. Councils that prioritise the employee experience starting with how they welcome and integrate new staff send a clear message: we value our people. This message resonates not only with new starters but with existing teams, reinforcing a culture of care and professionalism.

To truly optimise onboarding, local authorities must move beyond templates and tick-boxes. They must listen to their employees, learn from best practice across sectors, and continuously evolve their approach. When onboarding is treated as a strategic priority, it becomes a lever for transformation turning recruitment into retention, and new hires into long-term contributors to public service excellence.