Starting a new role is exciting. There’s fresh energy, new relationships and the sense of possibility that comes with a new opportunity. But what many employers don’t realise is that the first 6–8 weeks of a new job can feel like an emotional rollercoaster for the employee.
We often refer to this as the “honeymoon period” of employment.
When we talk with clients about induction and onboarding, we share a simple concept: most new employees move through a predictable series of thoughts and emotions as they settle into a role.
While every individual is different, the stages often look something like this:
-
Excitement and optimism – the “rose coloured glasses” stage where everything feels new and promising.
-
Early doubt – the moment of “what have I done?” as the reality of a new environment sets in.
-
Growing confidence – the feeling of “I can do this” as things start to make sense.
-
Overwhelm – the point where the employee realises just how much there is still to learn.
-
Belonging and stability – where the employee feels supported: “they’ve got me, I’ve got this.”
For many people, this journey happens within the first six to eight weeks.
Importantly, the low points in this cycle are completely normal. However, they are also the moments where organisations are most at risk of losing a new employee.
Research suggests around 30% of new starters leave within the first 90 days, often before they have fully settled into their role. The difference between someone pushing through the difficult stage or deciding to leave often comes down to the quality of support they receive from their manager and team.
The Role Leaders Play
One of the most powerful things a leader can do is talk openly about this “honeymoon rollercoaster” early in the onboarding process.
By explaining that these stages are normal, you give new employees language for what they are experiencing and reassurance that the organisation expects this learning curve.
It also creates a safe space for conversation. When an employee reaches the inevitable moment of “what have I done?”, they are far more likely to raise it if they know it’s a recognised and supported part of the process.
Managers who support new hires well during this period tend to focus on three key things:
-
Taking the time to connect – building trust and understanding early.
-
Providing regular feedback – helping the employee see progress and direction.
-
Creating a safe space for upward feedback – allowing the new starter to ask questions and raise concerns.
The goal is not to eliminate the challenging stages — they are part of learning something new. Instead, the aim is to ensure employees feel supported enough to move through them.
Strong onboarding processes matter. Studies show they can improve new hire retention by up to 82% and productivity by more than 70%.
When employees reach the final stage of the journey — where they feel confident, supported and part of the team — the organisation begins to see the real return on its hiring investment.
Key Takeaways for Employers
-
New employees commonly experience a rollercoaster of emotions in their first 6–8 weeks.
-
The lowest points in this cycle are often the highest risk moments for early resignation.
-
Talking openly about the “honeymoon period” early helps normalise the experience and encourages communication.
-
Managers who connect, provide feedback and create psychological safety play a critical role in helping employees settle successfully.
Need help designing an induction and onboarding experience that sets new hires up for success?
The Focus HR team works with organisations to develop onboarding processes that support both leaders and employees through those critical early weeks.
If you’d like to review or strengthen your current approach, reach out to the Focus HR team.