For many organisations, the real hiring decision doesn't happen when a candidate signs the contract – it happens in the weeks that follow.

Research cited by coach and author Alain Hunkins in a Forbes article shows that roughly 20% of new hires walk away within the first 45 days, and about one-third have left by the 90-day mark, with replacement costs running from half to double an employee's annual salary.  

Employee experience expert Joey Coleman goes further, highlighting that globally around four per cent of new starters resign after a single day, and approximately 40% have left by the end of their first year.

In other words, the first 100 days are the danger zone – and the most powerful retention lever HR can pull.

For HR leaders already battling skills shortages, these numbers are more than disappointing; they are strategic risk indicators.

Improving the first 100 days

Coleman argues that one of the root causes of early attrition is how organisations have redefined HR's purpose over the past few decades.

"For the last 50 years or so, the focus of HR has shifted from culture to compliance," Coleman said in an episode of the Disruption Interruption podcast.

"Instead of a role that is focused on culture, we want them documenting procedures and managing benefits. We want them making sure that everything is set up for litigation prevention."

The impact is visible in onboarding. Too many programmes still look like extended orientation: forms, log-ins, slide decks, and policy briefings.

The process may be technically complete, but emotionally empty. New hires leave their first weeks knowing the expense policy but not whether they belong.

"The worst time to go out and hire someone is to fill a spot that has been vacated because everybody's under the stress that it has to be filled right now," Coleman said.

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