One in four junior employees say their onboarding experience made them more likely to quit, according to research published by UAE recruitment firm Robert Walters.
Just 31 per cent said they felt very supported by their manager during onboarding, and 21 per cent said it took them more than six months to feel effective in their role.
The contrast with more senior staff is stark. Among middle managers, 52 per cent said they felt very supported during onboarding, and only 6 per cent reported taking more than six months to feel fully effective.
The findings come as entry-level roles grow more demanding. Robert Walters Chief Commercial Officer Andrew Powell pointed to shifting expectations on junior hires: “A lot of attention is rightly being paid to the challenges early-career talent is facing in securing a role. In addition to a highly competitive jobs market, the expectations placed on junior employees once they start a job are changing rapidly. They are often being asked to contribute sooner, navigate AI advancements and develop skills that have traditionally been associated with more experienced professionals. Effective onboarding plays a critical role in helping young people build confidence, understand expectations and become productive more quickly.”
That pressure is reflected in separate research: PwC’s 2026 Global AI Jobs Barometer found that many entry-level roles are becoming increasingly “seniorised,” with employers placing greater weight on judgement, communication and leadership from the outset.
Training and role clarity were cited as the most common onboarding gaps, named by 44 per cent of respondents. Manager support followed at 37 per cent, with team integration cited by 19 per cent. Among middle managers specifically, 52 per cent said training and role clarity were lacking, 42 per cent flagged poor communication before their start date, and 33 per cent had difficulty accessing the tools and systems needed to do their job.
Across the full sample, 51 per cent rated their onboarding as good or excellent, while 22 per cent called it poor or very poor. A third said the experience made them more likely to stay; 22 per cent said it made them more likely to leave.
For the UAE, the stakes may be higher than in most markets. “The UAE’s workforce is unusually diverse, with talent relocating from across the region and beyond. That makes onboarding even more important locally, new hires aren’t just learning a role, they’re often learning a new market and culture at the same time. Getting that right early has a direct impact on retention,” Jason Grundy, Managing Director of Robert Walters Middle East added.
However, Powell cautioned against treating onboarding as an administrative exercise. “Onboarding is often seen as an administrative process focused on policies, systems and compliance. In reality, it is one of the most important stages of the employee experience. The first few months in a role shape how employees feel about their manager, their team, future career opportunities and the organisation as a whole.”
Robert Walters published a guide to onboarding practice alongside the research, aimed at giving hiring managers a practical framework rather than a policy document.
