The Role of Onboarding in Shaping DEI Experiences

When new employees join a company, their first experiences can make or break their perception of the organisation. There's a lot of discussion about the importance of diversity in the recruitment process and, in a UK context, recent studies have shown that diverse onboarding experiences can have a lasting impact on both engagement and retention. According to a report by CIPD (2023), new starters who perceive their onboarding as inclusive are 70% more likely to feel a sense of belonging in their first six months within the company. By involving current employees in onboarding, especially those from diverse backgrounds, companies can help create a richer, more inclusive onboarding experience for new hires.

A diverse onboarding team signals to new starters that the company values and prioritises different perspectives. Imagine joining an organisation and seeing that your initial contacts and mentors during onboarding are diverse across multiple dimensions – from gender and ethnicity to age and abilities. This representation instantly sets a precedent of inclusion. As reported by McKinsey's UK research (2022), employees who experience diversity from the start are more likely to integrate well and contribute fully in their roles. The early establishment of these dynamics is foundational to embedding DEI principles into workplace culture.

Why Involvement in Onboarding is a Key DEI Indicator

At Divrsity, our surveys are designed not just to measure perceptions, but to identify actionable insights that drive positive cultural change. By including a question on whether a participant has been involved in onboarding new colleagues, we gain insight and make improvements to a wide variety of important principles:

1. Setting Expectations : Onboarding is the perfect moment to set clear expectations around diversity and inclusion for new colleagues. This includes communicating the organization's values, policies, and procedures relating to D&I, as well as providing an overview of existing diversity initiatives and expectations regarding colleague behavior (Taylor et al., 2020).
2. Assessing Representation Amongst Onboarding Teams: Onboarding is the first formal interaction between new employees and the organisation. If only a certain demographic group is tasked with this responsibility, it can communicate unconscious bias to new employees. Ensuring that employees from diverse backgrounds are involved in onboarding sends a powerful signal about the organisation’s commitment to DEI values.
3. Shaping Perceptions : A person's early experiences and observations during onboarding can significantly shape their perceptions of the organization and its commitment to D&I. Research suggests that individuals form opinions about an organization's culture within the first few months of joining (Johnson and Johnson, 2018). Therefore, it is vital that new colleagues witness diversity and inclusion in action from the outset.
4. Cultivating Inclusive Leadership:
   Involvement in onboarding is often an unofficial form of leadership. Employees who participate in this process are, in essence, ambassadors of the company culture.
   By capturing data on who is involved, Divrsity can help organisations identify gaps and opportunities to distribute this responsibility more equitably across diverse groups. According to a 2022 study by the Institute of Leadership and Management, employees who had been given opportunities to onboard others demonstrated increased ownership over DEI outcomes.
5. Mitigating Bias During Integration: Onboarding is a stage vulnerable to bias. An analysis conducted by Business in the Community (BITC, 2022) in the UK showed that unconscious bias during onboarding often leads to microaggressions that can make marginalised groups feel excluded. Having a diverse set of current employees involved in the onboarding process helps mitigate these biases, ensuring a smoother integration process for new hires.
6. Building Allyship : Onboarding provides an opportunity to educate new colleagues about allyship and how they can actively support diversity and inclusion initiatives. This may include training on unconscious bias, diversity-related terminology, and strategies for intervening in inappropriate behavior (Rowe et al., 2019).

The Psychological Importance of a Diverse Onboarding Experience

The importance of having a diverse and inclusive team involved in onboarding cannot be understated, particularly regarding the psychological impact on new employees. Social Identity Theory, initially proposed by psychologist Henri Tajfel, suggests that individuals derive part of their self-esteem from the groups to which they belong. This theory is profoundly relevant in the onboarding context; when new hires see individuals like themselves in positions of influence or responsibility (like onboarding), it enhances their sense of belonging and confidence in their role.

Research published by Oxford University (2023) demonstrated that UK-based employees who saw diversity reflected in their onboarding teams were 25% more likely to rate their experience as "excellent." This perception had tangible follow-on effects on their productivity and commitment to the organisation over the subsequent year. By incorporating employees from different backgrounds into onboarding processes, organisations effectively communicate that everyone has the opportunity to contribute, leading to a stronger sense of belonging among new recruits. In a 2019 study published in the Journal of Management, researchers found that "the degree to which newcomers observe diversity in key organizational representatives during onboarding is positively related to their perceived inclusion" [3].

Onboarding is a key moment to create a first impression that fosters belonging and community. A report by Deloitte UK (2022) found that employees who felt a sense of belonging within the first three months of employment were twice as likely to remain with the organisation for at least three years. The first impression during onboarding matters immensely, and seeing diverse individuals actively involved in this process can reduce anxiety and improve confidence among new hires.

Finally, a diverse onboarding team provides a variety of role models that new employees can relate to, which in turn boosts their confidence and motivation (Catalyst, 2019). Having relatable figures within the organization helps create an inclusive atmosphere conducive to growth.

Actionable Insights: Improving Onboarding through DEI-focused Survey Data

The Divrsity survey platform aims to help companies create actionable Diversity and Inclusion Action Plans, driven by real data. By asking whether employees have been involved in onboarding, the survey provides insights into how equitably the onboarding responsibility is being distributed. In a 2023 analysis of aggregated UK data, we found that organisations with the highest inclusion scores had onboarding teams that reflected the diversity of their entire workforce, rather than a single department or group.

By asking about involvement in onboarding, organisations can gain valuable insights into the employee experience and take actionable steps to improve their D&I practices:

1. Review Onboarding Materials : The response to this question may prompt a review of existing onboarding processes. Organisations should ensure that all new hires are introduced to diverse teams and employees from different backgrounds. This includes not only those with protected characteristics but also a diversity of thoughts, skills, and experiences.
2. Identify Diversity Champions : Those who are regularly involved in onboarding may be natural Diversity Champions within the organisation. These individuals can be leveraged to further D&I efforts by seeking their feedback on current practices and ideas for improvement. They may also benefit from additional training or resources to enhance their skills in this area.
3. Address Bias and Discrimination : If certain groups are found to be consistently excluded from onboarding, this is a red flag that should prompt immediate action. Organisations should investigate the reasons behind this exclusion and take steps to address any biases or discriminatory practices that may be at play. This could include unconscious bias training for those involved in assigning onboarding tasks. [11]
4. Ensure Consistent Application : Organisations should also examine if certain departments or teams consistently involve employees in onboarding, while others do not. This could indicate a siloed approach to D&I efforts and highlight the need for more cohesive strategies across the organisation. Best practices should be shared and applied consistently throughout the company.
5. Enhance Onboarding Experiences : Responses may also prompt organisations to enhance their onboarding programmes by making them more interactive, engaging, and inclusive. This could include social activities that encourage new hires to connect with existing employees and feel part of the team from day one. Mentoring schemes, where diverse mentors are paired with new hires, can also be beneficial.

Best Practices for Inclusive Onboarding

To ensure an inclusive onboarding process, organisations should consider the following:

• Start Early : Send out welcome packs or emails that introduce new hires to their diverse team before they start. This simple step can help them feel welcomed and valued even before their first day.
• Diverse Introductions : Ensure introductions go beyond the immediate team, showcasing the diversity across the organisation. This can include a welcome video featuring employees from different departments or backgrounds, sharing their experiences and insights.
• Inclusive Language : Use inclusive language in all onboarding materials to signal that everyone is valued. Avoid gendered phrases like "guys" when referring to groups and ensure pronouns are respected and normalised.
• Unconscious Bias Training : Provide unconscious bias training for anyone involved in the onboarding process, from recruiters to mentors, to ensure they understand potential biases and how these may impact new hires' experiences.
• Clear Reporting Routes : Make sure new employees know how to report any issues or concerns during onboarding (and beyond). This includes understanding the organisation's policies on discrimination, harassment, and bullying, with clear guidance on who to contact if needed.
• Social Activities : Organise social events that encourage interaction between new hires and existing employees from diverse backgrounds. These could be informal catch-ups over coffee or more structured activities designed to foster connections and a sense of belonging.

Furthermore, asking about involvement in onboarding also opens up discussions around training and development. It highlights whether employees feel adequately prepared to contribute to an inclusive onboarding process or if they need more support and training. By identifying gaps in knowledge or comfort around onboarding, organisations can work to improve not only onboarding practices but also the inclusive skill set of their staff more broadly.

Sign-up now to gain data-driven workplace insights

Conclusion: Creating Lasting Change Through Inclusive Onboarding

In conclusion, the onboarding process is foundational to embedding diversity, equity, and inclusion into the DNA of any company. By including a question on involvement in onboarding new colleagues, the Divrsity platform aims to capture a critical aspect of the employee experience that is too often overlooked. Diversity during onboarding is a powerful symbol of a company’s commitment to equity from day one. It influences how comfortable, included, and valued new employees feel, and directly impacts retention, satisfaction, and long-term engagement.

The UK workforce is changing rapidly, and companies must keep pace by fostering environments where people from all backgrounds can thrive. The onboarding process is one of the most effective tools available to ensure that DEI values are not just communicated but demonstrated from the very first day of employment. By equipping companies with insights into who is conducting onboarding and whether this reflects organisational diversity, Divrsity helps pave the way for truly inclusive work environments.

A holistic, data-driven approach to DEI should always include evaluating onboarding processes, and this is precisely why we include questions on it in our surveys. It is our goal to assist organisations in understanding that diversity is not simply about who you hire, but also about how you welcome and integrate those individuals into your community. Inclusivity must start from the very beginning — and that beginning is onboarding.

What do you think about the role of onboarding in fostering DEI in the workplace? Have your own experiences reflected these findings? Connect with us (support@divrsity.team) to learn more about how Divrsity can support your DEI initiatives.

Further Reading

For those wishing to explore this topic further, consider the following resources:

• Chartered Institute of Personnel and Development (CIPD) (2023), The Importance of Inclusive Onboarding in the UK. Available at CIPD UK.
• Business in the Community (BITC) (2022), Tackling Unconscious Bias During Onboarding. Available at BITC UK.
• Deloitte UK (2022), The Value of Belonging in the Workplace. Available at Deloitte UK.
• Kreitz, G., & Pluut, C. (2016). The role of socialization tactics in newcomer onboarding and employee turnover: A longitudinal study. Journal of Vocational Behavior, 98, 54-67.
• Huang, J., Pearce, C. L., & Sims, H. P. (2019). Making a good first impression: Antecedents and consequences of perceived inclusion during organizational socialization. Journal of Management, 45(8), 3768-3791.
• Ragins, B. R., & Miller, K. (2002). Relationships of organizational cynicism to demographics, attitudes toward diversity, and perceived discrimination. Journal of Organizational Behavior, 23(5), 687–714.

Sign-up to run your survey today

Related Articles See All Blog Articles

• See the latest set of Diversity and Inclusion Survey Questions
• Read our article on how your company's public face is crucial from a representation perspective.
• If you're a company director, then you should read our comprehensive guide to Diversity and Inclusion for UK Company Directors
• We also offer insights into meaningful changes that you can make to improve the employee experience for the 17% of your organisation that is Neurodiverse, those experiencing menopause, or those with Why Caring Responsibilities should be the 10th Protected Characterstic
• Since we're asking such personal questions, learn how Divrsity is Obsessed with Anonymity
• We love EDI Surveys, but there are Legal and Ethical considerations that you should consider
• Explore the articles in our Diversity Dictionary Series: Representation, Woke, Anti-Racist, Unconscious Bias, Performative DEI, Employee Resource Groups, Equity vs Equality, Intersectionality, Ableism, and Transgender