The arrival of new employees is a crucial moment for any company. Although onboarding is often perceived as an HR issue, in practice it is based on close cooperation between HR and management. Management plays a much more important role than is often assumed. Lucca shows you what key responsibilities management has to ensure successful integration.
Article in 1 minute
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Managers play a central role in onboarding: they adapt the integration process to the specific role, exemplify the corporate culture, and create a climate of trust from the outset.
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Their responsibilities cover all important phases—from preparation and the first day at work to clarifying tasks and providing regular support during the first few months.
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A stable relationship between managers and employees strengthens employee loyalty in the long term.
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Through recognition, constructive feedback, and clear guidance, managers contribute directly to engagement and long-term employee loyalty.
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In Switzerland, managers must also take into account multilingualism, cultural diversity, and legal and cantonal peculiarities to ensure smooth and legally compliant integration.
Why is the manager a key player in onboarding?
Even though onboarding is often initiated by HR, it cannot be effective without the active involvement of the manager.
Thanks to their proximity to the team and direct contact with new employees, they are in a position to tailor the integration process to the specific role, team context, and operational requirements.
Their role goes far beyond organizational tasks. They communicate the company's values in everyday life, shape the team culture, and provide new employees with guidance in their first few weeks.
By establishing a relationship of trust at an early stage, they facilitate orientation and quickly identify any need for support. At the same time, they have a significant influence on commitment by aligning the company's expectations with the personal goals of employees.
What are the manager's tasks in onboarding?
The manager's responsibility in onboarding can be divided into four key areas of action:
1. Preparing for the arrival of new employees
Effective onboarding begins before the first day of work. The manager should:
work with HR to develop an individual integration program.
prepare the team for the new colleague and make their role transparent.
inform new employees in advance about the process, place of work, working hours, and contact persons.
This preparatory phase creates clarity, reduces uncertainty, and lays the foundation for trust.
2. Organizing a successful welcome
The first day of work sets the tone for future collaboration. Managers should therefore make a conscious effort to ensure that the onboarding process is appreciative and professional. This includes:
introducing the team and work environment
preparing the workplace and handing over a welcome package
organizing a joint lunch or an informal get-together
introducing the training plan, tools, and initial tasks
Good to know: In hybrid or remote contexts, digital onboarding enables an equally structured and engaging integration—for example, through collaborative tools, online modules, and interactive content.
3. Clarify expectations and goals
Clear orientation is crucial for a successful start. The manager should:
explain responsibilities and expected results transparently.
explain the team's goals and the overall company goals.
schedule regular meetings to clarify questions and adjust priorities.
This transparency strengthens commitment and makes it easier for new employees to position themselves in their role.
4. Provide regular support and feedback
Responsibility for integration does not end after the first week. Continuous support is essential. This includes:
regular one-on-one meetings or team meetings
constructive feedback on initial results
availability for questions or challenges
By remaining attentive and actively supporting the development of new employees, managers signal their appreciation and strengthen motivation in the long term.
How does the relationship between managers and employees strengthen loyalty?
A stable relationship between managers and employees is one of the most effective factors in combating high turnover. It has a significant influence on how long a working relationship lasts.
Managers strengthen employee loyalty on several levels:
Promoting a sense of belonging: Managers anchor new employees in the team through regular interactions, recurring team rituals, or informal exchanges.
Valuing performance: Consciously recognizing even small efforts or progress strengthens employee motivation and satisfaction.
Promoting skills development: By offering targeted training or development opportunities, managers show that they believe in the further development of their employees.
Giving constructive feedback: Regular, clear, and benevolent feedback enables employees to develop further and make corrections without unnecessary pressure or stress.
Good to know: A committed manager from the outset increases motivation, loyalty, and willingness to perform.
What are the special features of onboarding in Switzerland?
In Switzerland, onboarding requires special attention with regard to linguistic, cultural, and regulatory conditions, which make the role of the manager even more relevant.
Multilingualism and cultural diversity
With its four official languages—German, French, Italian, and Romansh—and a cosmopolitan workforce, Switzerland requires conscious linguistic and cultural adaptation.
Managers must ensure that onboarding documents are available in the working language of each employee.
Compliance with legal requirements
Swiss labour law contains specific provisions that must be taken into account for legally compliant onboarding. These include, among others:
legal requirements regarding health and safety in the workplace, in particular the prevention of risks depending on the function
provisions on working hours, mandatory minimum breaks, and probationary periods
the protection of personal data, governed by the Swiss Data Protection Act (DPA) and—where data from the EU are processed—the GDPR
Good to know: In close coordination with HR, managers help to ensure that these aspects are implemented correctly from the outset.
Adaptation to cantonal specifics
Depending on the canton, additional regulations may apply, for example with regard to:
collective labour agreements (CLAs)
public holidays
weekly working hours
duration of the probationary period
Managers should take these differences into account in the onboarding process and work closely with HR to comply with internal guidelines and local requirements.
The role of the manager is therefore not limited to welcoming new employees. It has a significant influence on how effective onboarding is in the long term. By preparing for their arrival, clearly defining expectations, and ensuring regular support, they provide new employees with guidance and strengthen their commitment from the outset. Onboarding marks the start of a working relationship, and managers set the pace. Through their presence, concrete actions, and ability to build trust, they play a key role in determining whether new employees are simply trained or whether they become sustainably integrated and committed.
