The onboarding blind spot: middle managers are being left behind

52% lack the training and role clarity needed to make an impact

More than half (52%) of Belgian middle managers say that training and clarity around their role were lacking during their onboarding with their current employer. This is according to new research by global talent solutions specialist Robert Walters. Notably, this group is more likely to experience shortcomings in their onboarding than both junior employees (33%) and senior managers and C-suite executives (37%).

According to Robert Walters, many organisations underestimate how much context even experienced professionals need to make an impact quickly.

When an experienced professional steps into a management role, employers often assume that extensive onboarding is less necessary. However, the research shows that middle managers are the group most likely to feel that their onboarding fell short. In addition to gaps in training and role clarity, 35% also highlight insufficient access to the right tools and systems as a key challenge.

These findings are particularly significant given the crucial role middle managers play within organisations. They translate business strategy into day-to-day execution, lead teams and make operational decisions that directly contribute to business performance. Jülide Tunali, Senior Manager Director at Robert Walters, explains: "Many organisations see experience as a substitute for onboarding. However, even the most experienced manager needs time to understand a new organisation’s decision-making processes, internal dynamics and expectations."

As middle managers are often expected to deliver results quickly, a well-structured onboarding experience is essential. Without the right context, it takes longer for them to make a meaningful impact.
 

Experience does not automatically shorten the learning curve

The findings show that experience does not necessarily translate into faster integration. More than one in five middle managers (22%) say it takes longer than six months before they feel fully effective in their new role. According to Jülide, this represents an underestimated risk: "Companies invest significantly in attracting experienced managers but sometimes overlook the fact that they also need time to understand how an organisation operates. It is not just about processes or systems, but also about how decisions are made, what expectations exist and how teams collaborate. Without that knowledge, even highly capable managers cannot fully leverage their experience."

Onboarding is a strategic investment

The research also shows that the most effective onboarding experiences go beyond administrative processes or a first-day introduction. Team integration is the factor professionals most frequently identify as having the greatest positive impact on their onboarding (45%), followed by support from their manager (35%) and access to the right tools and resources (34%).

According to Robert Walters, this represents a significant opportunity for organisations. "The human side of onboarding is particularly important for new managers. They need to understand not only their responsibilities, but also build relationships, establish trust and learn the dynamics of the organisation. That cannot be achieved through a checklist or a single introductory session alone," concludes Jülide.

To help organisations strengthen onboarding outcomes, Robert Walters has launched its Complete Guide to Onboarding, outlining the principles that underpin successful onboarding programmes.