Let me ask you something. When was the last time someone new joined your team and you genuinely paused to think about what their first few weeks would feel like from their perspective?
Not just ticked the boxes (laptop ordered, desk assigned, induction form sent…) but actually thought about how that person would feel walking in on day one. Whether they’d know where to go, who to ask, and whether they’d feel like they belonged.
The foundations you lay in those early weeks will shape everything that comes after, and in the food and drink industry (where talent is scarce, pace is relentless, and the pressure to just get on with it is enormous), this is something we genuinely can’t afford to get wrong.
The Cost of Getting Onboarding Wrong
We’ve all done it; been so consumed by the day job that we’ve forgotten to properly welcome someone into it. A new team member arrives, there’s no desk set up, no clear plan, and before long they’re just muddling through and hoping for the best.
That might feel harmless, but for the person on the receiving end (especially if they’re early in their career), it sends a very clear message: you weren’t expected. You’re not that important. Figure it out.
The knock-on effects are real: lost confidence, poor performance, and in some cases, a talented person walking away from the industry altogether. In a sector that’s already struggling to attract and retain the next generation, that’s a cost we simply can’t keep paying.
What ‘Getting It Right’ Actually Looks Like
Good onboarding doesn’t have to be elaborate. It doesn’t require a 40-page handbook or a week-long programme. What it requires is intentionality; someone in the business thinking ahead about what this person needs in order to settle in and succeed.
In practical terms, that means:
- Having the basics ready on day one; a workspace, a login, a plan for the week
- Being clear about their role, their boundaries, and who they go to with questions
- Introducing them to the right people; not just their direct manager, but a ‘safe person’ they can ask the things they’re afraid to ask in a meeting
- Setting up regular check-ins in those first few months, especially while they’re finding their feet
- Not drowning them in industry jargon and assuming they know what you mean; patience with language is a form of respect
None of this is rocket science. It’s just kindness, applied consistently.
The Hidden Risk: When Young People Are Set Up to Fail
There’s a particular kind of harm that happens when someone new, especially someone young and inexperienced, is left to fill gaps they were never properly prepared for.
Perhaps they’re the only one available when something goes wrong. Perhaps they’ve been quietly absorbing tasks that crept beyond their remit. Without clear communication about what is and isn’t their responsibility, they’ll often push through anyway; not because they’re reckless, but because they don’t want to let anyone down.
When it goes wrong, as it inevitably will, the blame lands on them, and that can do real damage; to their confidence, to their relationship with the industry, and to the trust you were trying to build.
The antidote is simple: clarity. Be explicit about what someone can and can’t do. Make it safe for them to say ‘I’m not trained for that’ without fear of judgment. Check in often enough to catch problems before they escalate.
Nurturing Talent Is Essential
We’re in an industry facing a genuine talent challenge. The pipeline isn’t as full as we need it to be. The people coming through (whether placement students, graduates, or career changers) are the ones who’ll be shaping this industry’s future.
Young people in particular bring something incredibly valuable: fresh eyes. They ask questions we stopped asking years ago. They notice things we’ve become blind to. They have energy and ideas that, when nurtured, can genuinely move a business forward.
But only if we create the conditions for that to happen. If someone spends their placement year feeling invisible, undervalued, or walking on eggshells, we haven’t just failed them, we’ve lost them. And we’ve told everyone they know that this industry isn’t worth their time.
Making someone feel valued isn’t soft. It’s strategic. A team member who feels seen and supported will give you more, stay longer, and tell others the industry is worth joining.
One More Thing Worth Saying
If you’re a business that regularly brings in placement students or junior hires, I want to gently challenge you: are you doing it because you’re genuinely invested in developing that person, or because you need the resource?
There’s nothing wrong with needing resource, but if the onboarding is an afterthought, if there’s no structure, no mentorship, no one taking real responsibility for that person’s experience, then it’s worth asking whether you’re really ready to bring someone in at all.
And for those of you who manage experienced hires too, this isn’t just a ‘young people’ issue. Everyone deserves a proper start. Everyone benefits from clarity, structure, and feeling like their arrival was expected and welcomed.
If you’re ready to put proper foundations in place (for yourself, your team, or the people you manage), I’d love to support you through it.
Find out more at https://fearlessfoodies.co.uk/fearless-foundations/
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