From onboarding to retention: How program managers build employee experiences

Program managers setting team culture

Every organization talks about retention, but in public sector staffing, the conversation often starts too late; after a consultant is disengaged, eyeing the door, or already gone. There are many initiatives proposed about how to improve employee experiences, reduce burnout, and improve productivity, but most issues when it comes to retention and longevity in a role are usually present on day one. While interviews create a candidate’s first impression of a company, new hire onboarding is a look into how the organization truly operates.

Retention doesn’t start at the 90-day check-in or the annual performance review; it begins when a new employee accepts the offer. Research shows that companies with formal onboarding programs report retention increases up to 82% and productivity gains exceeding 70%.¹ It’s essential to get the early experience right, and especially in government roles where there are high costs associated with losing a team member.

Unfortunately, the onboarding processes for government roles are complex and time-intensive. Delays, confusion, or lack of preparation can create both operational risks and negative first impressions. With the already high stakes for quick adaptation and modernization becoming even higher, public-sector agencies are left scrambling. With all this disorientation, establishing a positive experience before day one is essential to ensuring both employee retention and project success. This is where the role of the program manager becomes vital to shaping employee onboarding.

Program Managers and New Hire Integration in the Public Sector

Onboarding is rarely a simple process in government staffing. The employee experience in government agencies is notoriously complex, with new hires needing to complete certifications, compliance training, and credentialing requirements before they can begin working. Employees in the public sector enter complex ecosystems of agency stakeholders, internal teams, and contract requirements. In a public sector environment, a delayed account setup doesn't just cause frustration, it can prevent someone from doing their job at all. Program managers sit at the center of all the moving parts to ensure the employee is well prepared. They can break down gaps in processes, follow up on delays, and communicate with all parties.

A thoughtful orientation (that explains how the pieces of the organization fit together) helps to reduce the anxiety that comes with navigating an unfamiliar environment. Also, this makes good financial sense because effective onboarding decreases costly turnover. Replacing a mid-level employee can range from 50% to 200% of their annual salary, with higher costs attributed to leadership roles.²

To achieve this, organizations need someone on staff who knows how roles fit together and the components of different departments and product functions. The ideal person would have mapped out compliance requirements in advance, so a new employee isn’t blindsided by training deadlines on their second day. When these pieces are in place before day one, new employees arrive feeling prepared rather than overwhelmed. That feeling matters more than most organizations realize.

Why is onboarding important for retention?

The onboarding process doesn’t end after orientation. Sustained engagement (such as regular check-ins, team knowledge-sharing sessions, and visibility into their own performance trajectory) is what converts a good first impression into long-term commitment. Consultants can sometimes feel isolated at client sites or disconnected from their home organization. Maintaining consistent touchpoints helps reinforce their sense of belonging to a broader team and demonstrates ongoing investment in their development.

In public sector staffing, the program manager is often the person continuing the training and setting the tone for both internal and external partnerships. Sitting at the intersection of human resources (HR), talent acquisition, finance, and client interactions, a strong program manager manages logistics, while also shaping the environment that determines whether a new employee stays or goes. This is proven by a Gallup study that found that only 12% of employees strongly agree that their organization does a great job onboarding new employees.³

The relationship between a staffing partner and a placed consultant is ongoing in government structures, with many contracts lasting decades. These multi-year engagements rely on strong relationships where the consultant is responsible for their staffing firm’s brand and reputation with the client’s agency. Society for Human Resource Management (SHRM) has proven this through its research showing that 69% of employees are more likely to stay with a company for 3 years or more if they experienced great onboarding.⁴ Trust, once built, is a key retention driver. People don’t leave organizations that make them feel supported and set up to succeed. This key element is the missing piece for most employee retention strategies.

Driving employee engagement strategies through relationship development

From onboarding and orientation through ongoing support, in many ways, program managers create the foundation for a new hire’s long-term success. By aligning people and processes, program managers remove obstacles and ensure employees have the resources they need to thrive. Program managers foster a sense of belonging and trust that strengthens engagement. Their diligence and attention to detail encourage retention through communication, relationships, and commitment to employee success.

Employees who feel supported and connected are more likely to remain invested in their work, contribute positively to team culture, and deliver strong results for clients and colleagues. Successful employee engagement is built through preparation, communication, and ongoing support. By championing these efforts throughout the employee lifecycle, the importance of program management plays a key role in maintaining workforce stability, strengthening client partnerships, and creating value for both employees and the organizations that they support.

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