The problem may begin before the employee starts work

Recruiting, onboarding, and management are often treated as separate activities, but the employee experiences them as one continuous process.

What the candidate is told during recruitment shapes expectations about the role. What happens during onboarding determines how quickly those expectations become practical understanding. The manager establishes what actually matters, what good performance looks like, and how quickly the employee is expected to contribute. Early feedback then tells the employee whether they are meeting those expectations.

When those parts of the process reinforce one another, a new employee has a much clearer path to successful performance. When they do not, the organization can spend months trying to correct a problem that began before anyone recognized it.

The New Hire Failure Audit™ examines that entire path. SCG looks at the role the organization intended to fill, how the position was presented during recruitment, what the employee actually encountered after starting, how expectations were established, whether the manager was prepared to integrate the new hire, how onboarding supported the work, and what happened when early concerns began to appear.

The purpose is not simply to determine whether onboarding was completed or whether a manager followed a prescribed process. It is to determine whether the organization created a realistic and effective transition from hiring to performance.

The audit shows where the breakdown is occurring

The engagement produces a focused explanation of why new employees are struggling, leaving early, or failing to meet expectations.

You receive a New-Hire Failure Findings Summary identifying the conditions most strongly contributing to the problem. The Hiring-to-Performance Alignment Review examines whether the position described during recruitment matches the priorities, responsibilities, pace, and demands employees encounter once they begin the job.

The audit also examines manager readiness and role clarity. This includes whether expectations are established early enough, whether new employees receive useful feedback, whether managers recognize developing problems, and whether concerns are addressed before uncertainty becomes an established performance pattern.

Where several new hires have experienced similar difficulties, SCG looks for recurring patterns. The same problem may repeatedly appear during recruitment, onboarding, the transition to the manager, role design, early feedback, or the point at which the organization expects the employee to work independently.

The audit concludes with prioritized recommendations and a New-Hire Success Action Path identifying what should change first and who needs to act.

The purpose is not to redesign every part of the hiring process. It is to identify and correct the points most likely to be turning otherwise reasonable hiring decisions into disappointing outcomes.

New Hire Failure Audit™ — CA$1,495

The engagement includes advance intake, review of relevant hiring and new-hire information, management or Human Resources discussions where appropriate, analysis of the hiring-to-performance process, written findings, and prioritized recommendations.

If new employees are repeatedly leaving early, taking too long to become productive, or disappointing managers after appearing strong during recruitment, the organization needs to understand whether it is selecting the wrong people or making it unnecessarily difficult for the right people to succeed.