And Then What? Psychological Safety fades after year one
Starting a new role is often filled with optimism, curiosity, and a desire to contribute. There’s a natural energy in those first few weeks as new hires are soaking it all in, eager to make a difference and prove themselves. Managers and peers are also eager to get them in and pass along the workload piling up.
But what happens when that spark starts to fade?
Not because of the employee. But because the environment stops welcoming that energy.
Recently, I revisited a piece from Harvard Business School that echoed a concern I’ve seen time and time again in my work: new employees tend to lose psychological safety after their first year. The research, led by renowned scholar Amy Edmondson, reveals a subtle but dangerous shift. The same environment that once welcomed a fresh perspective can morph into one where speaking up begins to feel risky.
Let that sink in: the very things that made someone feel safe and seen can start to disappear.
The Short Shelf-Life of “Welcome”
Many organizations have solid onboarding plans. They outline what the first 30, 60, or 90 days should look like. They set up introductions, offer training, and walk new hires through systems and structures. And while these checklist-style programs check the basics, they often stop short of the real goal:
Helping people feel connected, valued, and safe to show up as themselves long after the welcome tour ends.
When onboarding is treated as a project with an endpoint, we unintentionally send a message:
“You’re on your own now.”
That’s why my work centers on building onboarding experiences that stretch across the first year—and sometimes longer. Because culture isn’t built in a week. Trust doesn’t form in a quarter. And belonging isn’t automatic.
And Then What?
This is the question I keep returning to as I design tools and resources for people managers:
What happens after day 90? After the checklist is complete?
Managers are uniquely positioned to shape the experience of new hires beyond those initial milestones. They're not just delivering the orientation—they’re modeling the culture. And if we want our culture to be one of inclusion, growth, and trust, then managers need to practice those values consistently and visibly.
Psychological safety, Edmondson’s core concep, isn’t something you check off. It’s something you practice. Sustain. Protect.
What This Means for Leaders and HR
If you’re a people leader, ask yourself:
Am I creating space for honest conversations after onboarding ends?
Do I still check in with employees in month 6? Month 10? Year 2? With intentional question and conversation?
Have I equipped managers with the coaching skills to model vulnerability and invite feedback?
Psychological safety erodes in silence. But it can be rebuilt through intention.
We have to move beyond the welcome email and toward a culture that says, again and again:
“You belong here. Your voice matters. We’re still listening.” even beyond the honeymoon phase when we’re trying to win our new hire over so they stay.
Onboarding isn’t just about getting someone up to speed. It’s about building the conditions for long-term success and belonging. The real work begins after the paperwork is filed and the checklist is done.
So the next time you hear someone say, “We have a great onboarding process,” or “WE got this person to year one,” ask them:
“And then what?”
