From New Hire to Team Player: Mastering the Onboarding Journey
27 min read
Why this focus: The official statestics numbers from 2023 is arrived:
The first 3 months: 30%, 6 months: 44%, 9 months: 49% and 12 months: 55%
It is somewhat puzzling why there isn’t more focus on this. As our intern says, “It costs the tip of a jet fighter,” but very few actually do anything about it. There is no simple answer to “where it happens,” but there are many indicators. It varies from company to company and country to country, but these are Danish figures. Consider the cost of having to recruit 55% of the workforce every year.
As mentioned, there are many reasons, but it is often due to failing to clearly define what is needed, not selecting correctly, and not ensuring proper onboarding and follow-up during the probation period. After the probation period, follow-up is often minimal. It is truly remarkable because this significantly impacts a company—not just financially but also in terms of the time it takes for the company to start up, the period during which the new employee is uncertain, and the time when the employee gives up and is on their way out.
What focus areas will be important to emphasise throughout the talent management process?
What do the candidate/employye know and understand
Do employees truly understand the company culture, its targets, how progress is tracked, key assignments, and the real objectives behind their roles? In the final part, the interviewers. Ensuring alignment in these areas is vital to improving retention.
Recruitment and Selection
Do the selectors base their decisions on the full range of relevant talent, or do they rely on assumptions?
Are those responsible for making the selection hesitant to bring in highly capable talent due to concerns about overqualification or potential organisational fit?
Is the talent being evaluated clearly defined and well understood in terms of both skills and potential?
Is the knowledge gathered throughout the recruitment process communicated effectively to the final decision-maker?
Are reference interviews conducted to provide specific insights into work tasks and professional behaviour?
Onboarding and Probation
How effectively does onboarding communicate the company’s mission, vision, and the employee’s role in achieving them?
Do new hires receive timely and constructive feedback during their onboarding period?
Are there gaps in training or resources that hinder the employee’s ability to perform effectively during the first 70 days?
Are managers accessible and proactive in supporting new employees during their probationary period?
Workplace Environment and Culture
Do employees feel that their contributions are valued beyond immediate tasks?
Is there an emphasis on fostering a collaborative and inclusive workplace environment?
Are employees provided with clear examples of how their work impacts the broader organisational objectives?
Is there a consistent and transparent communication style across teams and departments?
Leadership and Management
Do managers regularly recognise and reward employees for their efforts?
How effectively do leaders communicate organisational changes and their impact on individual roles?
Are managers equipped to mentor employees and guide their career development?
Do employees feel that leadership decisions align with the company’s stated values and objectives?
Work-Life Balance and Well-Being
Are flexible work policies aligned with the diverse needs of employees?
Do employees feel encouraged to prioritise their mental health and personal well-being?
Are there mechanisms in place to monitor and address workplace stressors before they escalate?
Career Development and Growth
Do employees have access to tailored growth opportunities that match their career aspirations?
Are learning and development programmes actively promoted and encouraged by managers?
Do employees feel empowered to take ownership of their personal and professional growth?
Compensation and Benefits
Are employees aware of how their compensation compares to industry benchmarks?
Do they perceive their pay as being tied fairly to their performance and contributions?
Are benefits packages reviewed and adjusted regularly to remain competitive?
Engagement and Retention
Are there ongoing opportunities for employees to voice their concerns and suggestions?
Do teams have a platform for collaborative decision-making that enhances engagement?
How well does the organisation act on feedback collected from employee surveys or exit interviews?
External Factors
Are competitors offering more compelling packages that draw employees away?
Is the organisation adapting to external trends that affect employee expectations, such as remote work flexibility?
Additional Insights
Are there specific times or events (e.g., performance reviews or restructuring) that correlate with spikes in turnover?
Are there patterns in turnover related to tenure, demographics, or geographic location?
What percentage of turnover is attributed to internal issues versus external opportunities?
By focusing on these aspects, companies can address underlying causes of turnover and ensure that employees feel connected to both their immediate roles and the broader organisational mission.
This underscores the importance of a structured and supportive onboarding process:
Preparation Before the Start
Before the employee begins, the company should ensure that all administrative details are in place, such as setting up a bank account for salary payments and registering emergency and next-of-kin contact information. Additionally, the workstation should be ready with the necessary technology and access to relevant systems. A comprehensive security briefing should be provided, including fire escape routes, procedures for handling other emergencies, and contact details for safety personnel. It is essential to inform the employee about the company’s health and safety organisation, including any special considerations or accommodations that may apply. In Denmark, the company should also provide information about the working environment regulations and introduce the employee to the roles and responsibilities of the health and safety representatives.
Introduction to the Company Culture
It is important to introduce the employee to the company’s mission, vision, and values. This can be achieved through introductory meetings, presentations, or mentorship programmes where experienced employees share their knowledge and experiences. Employees should also be informed about the framework and guidelines for any applicable unions or professional organisations that may be relevant to their role. A clear understanding of these foundational elements fosters alignment and a sense of belonging.
Clarification of Roles and Expectations
Clear job descriptions and objectives help the employee understand their responsibilities and success criteria. Regular follow-up meetings with their immediate manager can ensure that expectations are clear and that the employee receives the necessary support. Providing a structured plan for the first 90 days can help the employee prioritise and align their efforts with the team and organisational goals.
Social Integration
Feeling part of the team is essential for well-being. The company can arrange social activities, lunches, or team-building events to foster relationships between employees. Introducing the employee to key colleagues and encouraging informal connections can further ease their integration into the team dynamic. Discussing how the employee’s role fits within the broader organisational and union framework, if applicable, can also help establish a sense of inclusion and purpose.
Ongoing Feedback and Development
Regular feedback helps the employee adjust and improve their performance. Additionally, opportunities for professional development should be provided through courses, workshops, or mentoring programmes. Providing ongoing support ensures that the employee feels valued and has the tools they need to succeed. Encouraging the employee to engage with any union or professional body they may belong to can also support their professional growth and sense of security.
By focusing on these areas, including safety measures, working environment regulations, and union-related information, the company can create a positive onboarding experience that reduces the risk of early resignations and promotes long-term employment relationships.
To Do
The New Employee Can
Before You Start: Setting the Stage
Prepare Your Life for a New Job
Action: Organize your personal life to ensure you can focus on your new role without unnecessary distractions.
Tip: Arrange childcare, adjust your schedule for the new commute, and communicate changes to family or friends so everyone is on the same page.
Secure Emergency Contacts and Administrative Details
Action: Provide your new employer with essential information like bank account details, emergency contacts, and any required paperwork.
Tip: Double-check onboarding documents for completeness, including signed contracts, tax information, and proof of ID.
Research the Company and Role
Action: Learn as much as you can about the company, its culture, and your role before your first day.
Tip: Review the company’s website, mission statement, and social media profiles, and make a list of questions to ask during your first week.
Plan Your Commute and Workspace
Action: Test your commute beforehand to ensure you’re familiar with the route and timing. If remote, set up a dedicated workspace.
Tip: Ensure your workspace has reliable internet, proper lighting, and a comfortable setup to support productivity.
Get Mentally and Physically Ready
Action: Rest and recharge before starting to ensure you’re mentally prepared for the demands of a new role.
Tip: Practice mindfulness, get adequate sleep, and start adjusting to your new schedule a few days before starting.
The Employer Can
Before the Employee Starts: Laying the Foundation
Prepare Life Logistics for the Employee
Preparation: Ensure all administrative details, such as payroll setup, emergency contact registration, and contract signing, are completed before the start date.
Visible Action: Send a detailed welcome email with first-day instructions, including start time, dress code, and contact information for key people.
Follow-Up: Confirm receipt of paperwork and offer to address any questions via email or phone before the employee’s first day.
Ensure Tools and Workspace Are Ready
Preparation: Set up the employee’s workstation with necessary equipment, such as a computer, phone, and access to systems and software.
Visible Action: Provide a welcome kit with branded materials or a personalised note and ensure everything is functional and accessible.
Follow-Up: Have IT or an onboarding contact available on the first day to resolve technical issues and answer questions.
Introduce the Team Virtually or In-Person
Preparation: Inform the team about the new hire, sharing their start date, role, and a brief professional background.
Visible Action: Schedule an introduction meeting or virtual call on the employee’s first day to welcome them and set a positive tone.
Follow-Up: Encourage team members to proactively offer support and engage with the new hire during the first few weeks.
Day 1: Start Strong
Build Relationships
Action: Introduce yourself to colleagues and take a genuine interest in them and their work.
Tip: Schedule one-on-ones to learn about their roles and find pain points you can help with.
Listen and Observe
Action: Pay attention to workplace culture, team dynamics, and unwritten rules.
Tip: Listen far more than you talk, take notes, and regularly synthesize to learn quickly.
Learn the Company Culture
Action: Take note of how decisions are made, how people communicate, and what’s valued in the workplace.
Tip: Observe team interactions and ask for advice on navigating cultural nuances.
Clarify Expectations
Action: Align with your manager on goals, priorities, and success metrics.
Tip: Ask “What does success look like in the first 90 days, 6 months, and 1 year?”
Master the Basics
Action: Quickly learn tools, systems, and processes that are essential to your role.
Tip: Find a go-to person who can help you navigate new things without judgment.
Day 1: Setting the Tone
Make Expectations Clear
Preparation: Create a structured onboarding plan that outlines goals, key tasks, and success criteria for the first 30, 60, and 90 days.
Visible Action: Host a one-on-one meeting with the employee to review the plan, clarify expectations, and discuss immediate priorities.
Follow-Up: Schedule regular check-ins at 30, 60, 70, 90 and 180 days to monitor progress and adjust objectives as needed.
Explain the Company Culture
Preparation: Provide a written overview of company values, norms, and collaboration expectations.
Visible Action: Pair the employee with a buddy or mentor who can share informal insights about the workplace culture.
Follow-Up: Encourage the buddy or mentor to check in regularly during the first month to provide guidance and answer questions.
Support Relationship-Building
Preparation: Develop a list of key colleagues for the new hire to meet and introduce during their first weeks.
Visible Action: Schedule introductions and one-on-one meetings with these individuals, both within and outside the immediate team.
Follow-Up: Ask the employee if there are additional people they would like to meet and facilitate those connections.
First Week: Understanding and Integrating
Be Curious
Action: Ask questions to deepen your understanding of the company and stakeholders.
Tip: You lose your “new employee” excuse after 90 days, so ask all the basics now.
Know Team Goals
Action: Learn how your role contributes to team objectives, and prioritize accordingly.
Tip: Get as specific as you can, reviewing past performance reports or getting key KPIs.
Try to Find Strengths and Fit in the Team
Action: Identify the strengths of your teammates and figure out how your skills complement theirs.
Tip: Discuss roles and responsibilities openly to better understand team dynamics and find your place.
Find Connections to Other Departments
Action: Understand how your team interacts with other departments to contribute to overall company goals.
Tip: Map out cross-departmental workflows and attend meetings to learn about collaboration opportunities.
Integrate and Be Social
Action: Engage with your team by joining informal gatherings and contributing to group discussions.
Tip: Attend social events and team activities to build trust and camaraderie early on.
First Week: Providing Structure and Guidance
Help Master the Basics
Preparation: Ensure access to training materials, FAQs, and tutorials on tools and processes relevant to the role.
Visible Action: Schedule time for hands-on training sessions led by experienced colleagues or team members.
Follow-Up: Assign a go-to person or mentor who can provide ongoing assistance and answer questions as they arise.
Encourage Curiosity and Learning
Preparation: Create a list of common questions new hires typically ask and highlight resources available for answers.
Visible Action: Foster an open environment where the employee feels comfortable asking questions during meetings or one-on-ones.
Follow-Up: Check in with the employee during their first week to address any lingering questions or uncertainties.
Introduce Team and Cross-Department Connections
Preparation: Outline how the employee’s role interacts with other departments and teams, providing context for collaboration.
Visible Action: Schedule introductions with key stakeholders and organise cross-functional meetings to explain interdependencies.
Follow-Up: Review the employee’s observations and ensure they understand how their work aligns with broader company goals.
First Month: Taking Action
Get Early Wins
Action: Tackle a quick-win project that aligns with team goals and showcases your skills.
Tip: Don’t go big and risky out of the gate – start small but impactful to build credibility.
Show Initiative
Action: Volunteer for tasks – and especially those that others don’t want.
Tip: Without stepping on toes, proactively solve problems that are holding your team back.
Focus on Solutions
Action: Avoid complaining, and always bring proposed solutions with any problems.
Tip: Even when you’re unsure how to proceed, show that you pivot quickly toward solving.
Communicate
Action: Overcommunicate, keeping your boss updated on progress and challenges.
Tip: Send your manager weekly updates of accomplishments and next steps.
Find Out How Tasks Connect to Teams
Action: Learn how specific tasks relate to your team’s objectives and the work of other teams.
Tip: Ask colleagues how their tasks align with your own and identify areas for joint contributions.
First Month: Encouraging Initiative and Results
Focus on Quick Wins
Preparation: Identify small, low-risk tasks or projects aligned with the employee’s strengths and team objectives.
Visible Action: Assign these projects during the first week with clear instructions and timelines to ensure success.
Follow-Up: Recognise and celebrate the employee’s achievements publicly to build confidence and credibility.
Promote Initiative and Ownership
Preparation: Share examples of successful initiatives taken by employees and explain how initiative is valued within the company.
Visible Action: Encourage the new hire to volunteer for tasks that need a fresh perspective or additional support.
Follow-Up: Offer constructive feedback on their approach and provide guidance on how to further develop their ideas.
Facilitate Solutions and Feedback
Preparation: Create a culture where employees are encouraged to propose solutions to challenges they encounter.
Visible Action: Review the employee’s initial solutions to problems and coach them on refining their approach.
Follow-Up: Schedule a feedback session to celebrate successes and address areas for improvement.
Probation Period Focus: Preparing for the 70-Day Evaluation
Understand Expectations
Action: Revisit the success criteria and objectives defined during onboarding. Ensure you fully understand your role, responsibilities, and deliverables.
Follow-Up: Schedule time with your manager to clarify any doubts or ambiguities about goals or expectations.
Track Progress
Action: Keep a detailed record of your work, achievements, and challenges during the probation period. Focus on showcasing early wins and contributions that align with the team’s goals.
Follow-Up: Prepare examples of how your work has added value and be ready to discuss these during the evaluation meeting.
Seek Feedback Regularly
Action: Actively ask for feedback from your manager and colleagues on your performance and areas for improvement.
Follow-Up: Use the feedback to make necessary adjustments and demonstrate your ability to adapt and improve.
Build Relationships
Action: Strengthen connections with team members and other colleagues. Demonstrate collaboration and effective communication in daily tasks.
Follow-Up: Highlight examples of successful collaborations or contributions to team efforts during the evaluation.
Reflect and Plan
Action: Evaluate your own performance, identifying what has gone well and where you could improve. Prepare suggestions for how you can further contribute to the team or company.
Follow-Up: Share your reflections and ideas for growth during the evaluation, showing your commitment to development.
For the Employee: Preparing for a Possible Departure During the Probation Period
Understand and Reflect on the Role
Evaluate whether the role aligns with your expectations and professional goals. Consider if challenges arise from tasks, team dynamics, or company culture. Reflect on whether adjustments are possible or if the role does not suit your career ambitions. Document specific situations that highlight your contributions or areas where expectations were unclear.
Engage in Open Communication
Initiate a discussion with your manager to address concerns or challenges you may be experiencing. Clearly articulate your perspective, including difficulties you have encountered and how they may be resolved. Actively listen to feedback and be open to suggestions that might improve the working relationship.
Prepare for the Evaluation
Review your initial goals and the expectations set during onboarding. Ensure you can articulate your achievements and efforts during the probation period. Be ready to discuss what you have learned and where you may need further support. Collect evidence of your contributions and areas where you have made progress.
If; Consider the Need for Voluntary Resignation
If it becomes evident that the role is not a fit, prepare to formally resign. Draft a clear and professional resignation letter, explaining your decision and ensuring it aligns with any contractual obligations, such as notice periods. Deliver the resignation letter in person and ensure both you and your employer retain a signed copy for mutual records.
Prepare for Transition
Before leaving, ensure that all company property, such as laptops, ID cards, and keys, is accounted for and ready to be returned. Fulfil all outstanding responsibilities and leave thorough handover notes for your replacement. Maintain professionalism in all interactions to preserve relationships and ensure a smooth departure.
Reflect on the Experience
Take time to assess what you have learned during your probation period, both about the role and yourself. Identify areas for growth and how these insights can guide your next career steps. Use this experience to refine your goals and focus on roles that better align with your skills and aspirations.
Probation Period Focus: Preparing for the 70-Day Evaluation
Reiterate Expectations and Provide Tools
Preparation: Review the success criteria and objectives with the employee to ensure clarity. Provide any additional resources, tools, or training needed to meet these expectations.
Visible Action: Host a check-in meeting around 30 days to discuss progress and address any barriers or concerns.
Follow-Up: Share a written summary of discussed goals and provide ongoing support for achieving them.
Track and Acknowledge Employee Progress
Preparation: Use the onboarding plan and initial goals to track the employee’s progress. Keep records of completed projects, challenges, and feedback from colleagues.
Visible Action: Recognise early wins and highlight areas where the employee has demonstrated strengths.
Follow-Up: Offer constructive feedback and guide the employee on how to improve any weaker areas before the probation period ends.
Facilitate Feedback Opportunities
Preparation: Create a feedback loop by gathering insights from colleagues, team members, and supervisors who interact with the new hire.
Visible Action: Share this feedback with the employee during one-on-one sessions, focusing on actionable improvements and growth areas.
Follow-Up: Check in regularly to monitor their response to feedback and provide additional guidance as needed.
Promote Relationship-Building
Preparation: Organise opportunities for the employee to connect with team members and other colleagues, such as cross-departmental projects or social events.
Visible Action: Encourage team members to share positive feedback and support the new hire’s integration.
Follow-Up: Ensure the employee feels socially connected and address any concerns about fitting into the team.
Evaluate and Plan for Long-Term Success
Preparation: Gather data on the employee’s performance, including examples of achievements, challenges, and overall alignment with the role.
Visible Action: Conduct a structured evaluation meeting around 70 days, covering key areas such as progress, fit, and growth potential.
Follow-Up: Share the outcome of the evaluation, highlighting next steps, opportunities for development, or adjustments to the role if needed.
For the Employer: Managing a Potential Termination During the Probation Period
Prepare Documentation and Communication
Ensure all relevant documentation is ready, including a formal termination letter outlining the reasons for the decision, notice period, and details regarding final payments, unused holiday entitlement, and company policies. Avoid dismissing employees who are on the way to, currently in, or just after a maternity leave period, as this could result in legal and reputational risks. Schedule a dismissal meeting to deliver the decision in person (or virtually if required), ensuring clarity and professionalism. Offer the employee an opportunity to ask questions or seek clarification. Provide the employee with a signed copy of the dismissal letter and retain a copy for company records to ensure compliance with employment laws. Ensure all aspects of the process are documented, preferably in writing. The employee should also provide a signed acknowledgment of the dismissal letter.
Handle Company Assets and Access
Prepare a checklist for collecting company property, such as laptops, keys, ID cards, or mobile phones. Review access to company systems, ensuring a secure deactivation plan is in place to protect data. During the dismissal meeting, request the return of physical assets and confirm the process for system access removal. Handle sensitive data securely to protect company information. Ensure all collected equipment is accounted for, and deactivate system access immediately after the dismissal meeting to prevent security breaches.
Formalise the Exit Process
Draft a written exit agreement, if applicable, that outlines the terms of the dismissal. This document should include information about company secrets, non-disclosure agreements, or other contractual clauses the employee must uphold after leaving. Have the employee and an authorised company representative sign the document during the exit process. Provide a copy to the employee for their records. Confirm compliance with the clauses and agreements after the dismissal, particularly regarding sensitive company information or competitive activity.
Reinforce Compliance with Company Policies
Review any applicable confidentiality agreements, restrictive covenants, or clauses in the employee’s contract. Prepare a brief reminder to share during the dismissal process. During the dismissal meeting, inform the employee once again about company policies regarding confidentiality and post-employment clauses, ensuring they understand their obligations. Monitor adherence to these clauses post-departure and address any violations promptly to protect company interests.
Handle the Process Respectfully
A respectful and empathetic approach to dismissal is essential to maintaining the company’s reputation and fostering a professional environment. By following a structured and fair process, the employer ensures that the dismissal is handled efficiently while minimising emotional strain and preserving the dignity of the departing employee.
First 90 Days: Refining and Adjusting
Learn
Action: Seek feedback often and from all levels, and write down what you learn from it.
Tip: Receive the feedback gracefully, and thank people who give it to encourage more.
Absorb and Adapt Knowledge
Action: Take the time to learn and adapt to new information and workflows in your role.
Tip: Break down complex tasks into manageable steps and actively seek guidance from experienced colleagues.
Reflect and Adjust
Action: Pause at 30 and 60 days to assess your progress and recalibrate as needed.
Tip: Share your reflections with your manager, initiate an adjustment, and ask for feedback.
Stay Organized
Action: Use a system to track tasks, deadlines, and follow-ups without burdening others.
Tip: Block time on your calendar for focused work and planning to stay ahead.
First 90 Days: Building Long-Term Success
Support Reflection and Adjustment
Preparation: Provide templates or guidelines for self-reflection and progress reviews at 30, 60, and 90 days.
Visible Action: Schedule one-on-one meetings to discuss the employee’s achievements, challenges, and adjustments needed.
Follow-Up: Adjust goals and provide additional resources or training based on these discussions to ensure continued success.
Encourage Feedback-Seeking Behaviour
Preparation: Emphasise the importance of feedback during onboarding sessions and model constructive feedback practices.
Visible Action: Proactively ask the employee for feedback on their onboarding experience to identify areas for improvement.
Follow-Up: Train team members to provide regular, actionable feedback and encourage the new hire to do the same.
Provide Opportunities for Social Integration
Preparation: Organise team-building activities or informal gatherings to foster connections and a sense of belonging.
Visible Action: Invite the employee to participate in existing social activities and ensure they feel included in the team dynamic.
Follow-Up: Check in regularly to assess how integrated the employee feels and offer additional opportunities to connect socially.
Ongoing Habits for Long-Term Success
Be Kind
Action: Steer clear of office gossip, cliques, and negativity, and focus on being kind.
Tip: Being easy to work with will take you a long way – listen, help, and take an interest in others.
Find Out the Direction of the Company
Action: Understand where the company is headed and how your role fits into its goals.
Tip: Read company strategy documents and ask leaders about long-term priorities.
Ongoing Focus: Supporting Employee Development
Reinforce the Importance of Being Kind and Collaborative
Preparation: Highlight the organisation’s commitment to fostering a positive and inclusive work environment.
Visible Action: Recognise and celebrate employees who demonstrate kindness and collaboration to set an example.
Follow-Up: Provide mentorship opportunities to model these behaviours and encourage new hires to adopt them.
Continue Role Alignment and Goal Reviews
Preparation: Ensure the employee’s role remains aligned with team and company objectives as they evolve.
Visible Action: Share updates on team goals and key performance indicators (KPIs) to maintain alignment.
Follow-Up: Conduct quarterly reviews to assess performance, growth opportunities, and overall alignment.
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Denmark: A Flexible Labour Market with High Turnover
Denmark has long been known for its “flexicurity” model, which allows businesses to hire and terminate employees with relative ease. This model has been praised for providing flexibility to employers while offering security to workers through strong social protections. However, this very flexibility has also contributed to the country’s growing turnover rates. In 2019, the 3-month turnover rate in Denmark stood at 18.25%, but by 2023, it had surged to 30-55%. Similarly, the 12-month turnover rate rose from 40.55% to 55.35% over the same period. These figures indicate that more than half of all employees leave their jobs within the first year of employment, a clear sign that Denmark’s labour market is struggling with employee retention.
A significant factor contributing to these high turnover rates is the lack of training and expertise for managers in the recruitment process. Traditionally, the “hiring manager role” was considered a crucial function, requiring managers to have specialised knowledge in assessing candidates, ensuring cultural fit, and making strategic hiring decisions. However, in recent years, this role has diminished in importance. Many managers in Denmark are not adequately trained in recruitment techniques, leading to poor hiring decisions. Interviews are often conducted based on intuition rather than structured assessments, and there is little emphasis on evaluating candidates for long-term potential. The absence of a strategic approach to hiring means that many employees quickly realise their role or the organisation is not a good fit, leading to high turnover.
In addition to the decline in recruitment expertise, there is a clear disconnect between HR departments and management teams. HR professionals often have a wealth of knowledge regarding best practices for recruitment, including the use of structured interviews, personality assessments, and competency-based evaluations. However, this expertise is not always utilised effectively, as managers frequently bypass HR or fail to collaborate with them in the decision-making process. This lack of coordination results in fragmented recruitment efforts, with HR and management operating in silos. The consequence is a recruitment process that is inconsistent, inefficient, and ultimately contributes to the high turnover rates observed in Denmark.
The demographic trends in Denmark further exacerbate the problem. The working-age population (18-64 years) has been shrinking steadily, decreasing from 3.6 million in 2019 to 3.54 million in 2023. This decline, coupled with the country’s ageing population, has made it increasingly difficult for employers to find qualified candidates. As the talent pool shrinks, businesses are forced to compete for a smaller number of available workers, which in turn drives up turnover as employees are lured away by better offers or more favourable working conditions.