Phase 3

Onboarding and Development

By Redaktion techport.ai, HR-Beratung · Last updated on 21 August 2026

The most expensive resignation is within the first year. Recruitment costs have been paid, induction training invested, and the person leaves before becoming productive. The most common reason cited in exit interviews: what was promised did not materialise, or no one explained what happens next.

This area covers the time between contract signing and the moment someone leaves the company or moves into a new role. Onboarding, feedback, development, learning. Four processes that exist individually in most companies and are rarely connected.

Typical Problems

On the first day, the laptop, access credentials and the manager are missing. The HR department learns of the start date via casual conversation.
The annual review takes place because it has to. Documentation is incomplete, and completely absent in the event of a conflict.
Employees change companies to get promoted because no one internally showed them a path.
Further training is a catalogue. No one knows what skills the company will need in two years.
Mandatory training and certificates are tracked in Excel until the audit arrives.

What we do in this area

We build onboarding as a process that runs in the system, from the offer acceptance to the end of the probationary period. We replace annual review rituals with documented feedback that has consequences. We make career paths visible and link learning to competencies rather than catalogues. And we ensure that certificates are no longer tracked in spreadsheets.

Topics in this field

Career Paths and Internal DevelopmentWhy people resign to get promoted, how career models based on job architecture are created, and how development becomes traceable in the HR system.Priority topicOnboarding that enduresReduce early attrition with an onboarding process that runs within the system: pre-boarding, access and equipment on the first day, mandatory training, feedback points, and time-to-productivity as a key metric.Performance Management without RitualWhy the annual appraisal fails, how continuous feedback with clear objectives works, why documentation is crucial under employment law, and how calibration ensures fairness.Mandatory training and certificatesKeeping track of instructions, qualifications, and certificates with expiry dates: automatically monitor deadlines, centrally manage evidence, pass audits. For regulated industries and all others.Skills Management and LearningHow a competency model that is used in daily operations is created, how needs analysis guides further training, when a learning management system makes sense, and how learning becomes measurable.

Frequently asked questions

Where do we start when everything is urgent at the same time?

With onboarding. It is the process with the fastest measurable effect, it equally affects IT, managers and HR, and it creates the systemic foundation upon which others can build.

Do we need our own Learning Management System for development?

Not at the beginning. First, it must be clear what competencies are needed and who possesses which ones. This can be mapped in the HR system. An LMS is worthwhile if the training volume and compliance requirements are sufficiently high.

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