Onboarding and Induction: Setting Staff Up to Stay

September 1, 2025

🎓 Blog 3 of 7 in our Workforce Development & Retention Series
Onboarding and Induction: Setting Staff Up to Stay

Links to all 7 blogs in this series are at the bottom of this post.

⏳ Why the First 90 Days Matter

Research consistently shows that the first 90 days in a role determine whether new staff members will stay or leave. In social care, where staffing shortages are already critical, losing people early creates constant churn and additional recruitment costs. Structured onboarding and induction aren’t optional extras — they are retention tools that commissioners and the CQC expect to see in practice.

Commissioners know that poor induction leads to poor care. That’s why method statements on staffing, recruitment, and induction are frequently scored questions in tenders. Inspectors also review induction records during CQC visits to ensure staff are prepared, confident, and supported in their roles.

📘 What Good Induction Looks Like

Good induction goes beyond handing out a staff handbook. It is a structured programme that equips staff to deliver safe, person-centred care from day one. This includes:

Compliance training — safeguarding, infection control, manual handling, medication awareness.
Shadowing opportunities — working alongside experienced staff to build confidence and competence.
Values alignment — reinforcing the provider’s mission, vision, and ethos of care.
Role-specific preparation — ensuring staff understand the unique needs of the people they will support.

Providers who can show structured induction programmes score higher in domiciliary care bids and home care tenders, because commissioners see induction as a safeguard against unsafe or inconsistent practice.

🧑‍🏫 The Role of Mentoring and Buddy Systems

One of the most effective retention tools is a buddy or mentor system. New staff are paired with experienced colleagues who provide support, answer questions, and model good practice. This reduces the risk of new employees feeling isolated or overwhelmed and encourages early integration into the team.

In learning disability services, mentoring also helps new staff develop skills in communication, sensory awareness, and positive behaviour support. Commissioners value providers who can evidence these supports, as they show commitment to both staff and service quality.

📊 Induction as Evidence in Tenders

High-scoring tender responses don’t just say “we have an induction.” They demonstrate:

Retention outcomes — e.g. “92% of new staff remain after 6 months.”
Structured induction timelines — outlining weeks 1, 4, and 12 activities.
Mentoring schemes — showing how staff are supported beyond training.
Service-specific preparation — e.g. dementia awareness for older adults, PBS for learning disability services.

These details should be reflected in workforce strategies and clearly articulated in bids. Our proofreading services ensure this detail is expressed in ways commissioners score highly.

💡 Practical Example

Two providers both include induction in their tenders:

❌ Provider A: “All staff complete a 2-week induction before starting.”
✅ Provider B: “Our 12-week induction includes shadowing, role-specific training, and buddy mentoring. New staff have monthly reviews during probation, resulting in 88% retention after 6 months. Families report improved confidence in new staff through structured onboarding.”

The difference is clear: Provider B moves beyond process into outcomes and assurance, which commissioners value.

🧰 Practical Tips for Providers

Develop a clear induction timetable and share it with staff on day one.
Use mentoring systems to reduce early turnover and build confidence.
Collect data on induction success (retention, probation completions).
Include induction processes and outcomes in bid strategy training so staff evidence is ready for tenders.

Item added to your cart