Is there any better predictor of retaining new hires and early-career employees within their first two years than the relationships they form while at work? We sure don’t think so. Organizations often spend countless hours and dollars to create an onboarding experience to remember but fail to understand that it’s all for naught if connections aren’t built.

With a buddy system initiative, organizations can rely on their employees to help new hires get acclimated into their new job but strategic planning is vital to the success of the program. Managers should carefully handpick their department “Buddy” or “Buddies” to make sure they are partnering high-performing, engaged employees with new hires.

The program should include an agreement that outlines expectations of a “Buddy”, as well as timelines for how frequently to meet with their assigned new hires. Buddy programs should also educate their “Buddies” on great questions to ask new hires and ways to include them in department activities.

Some companies with successful buddy programs have incentivized employees to participate with a stipend or other rewards. Other companies may opt to message participation as a development opportunity for those interested in moving into management.

Buddy systems also help improve organizational and departmental orientations by gaining insight into the new hires’ experience. HR should partner closely with departments implementing the program to understand any concerns or praise from a new hire about onboarding and orientation experiences.

According to Gallup, an analytics and advisory company based out of Washington D.C., only two in 10 employees agree that they have a best friend in the workplace. Making friends at work isn’t easy for everyone—without a close connection at work, employees are much more likely to leave within their first year.

The buddy system fosters a connection right at the get-go with an individual taking on the mentor role and getting the new hire involved as much as possible. While it may not result in a ‘best’ friend at work, it can grow friendships nonetheless and provide a buffer for new hires who may feel lost at times without familiarity.

HR’s role in the buddy system.

While HR should play a pivotal role in helping to set up a buddy program, they should not be expected to manage it for every department. Instead, managers or other experienced individuals should own it for their department—they will also know who the best options are to take new hires under their wing.

HR can have oversight of the program and should meet with departments frequently for feedback and to answer any questions or concerns that come up. Through surveys for both “Buddies” and new hires, HR can begin to measure the success of the program and track progress with yearly employee engagement surveys.

A well-established buddy system can also provide HR with intel on interpersonal dynamics within departments and any workplace concerns that could present risk. Staying connected with managers, “Buddies”, and new hires throughout the program needs to be a priority for HR.

The buddy system can be the perfect addition to the organization’s people strategy but it must be championed by leadership. When leadership can see the value in having a buddy system, there is excitement and momentum created. HR can share the successes of the program through feedback received and use benchmarking data to see year-over-year progress.

What the last few years have told us is that employees are more willing to move around to find the right fit than ever before. Employers shouldn’t just rely on the old ways of doing things to welcome new hires and should start focusing on initiatives with greater returns. The buddy system can have a profound effect on relationship building, productivity, and employee engagement.