In a recent LinkedIn post, Alvin Huang shifts the focus from traditional 90-day reviews to the critical, often overlooked, early interactions with new hires. Huang argues that while many organizations track a new employee’s first three months, they frequently fail to gauge the individual’s actual experience and well-being during this formative period. This oversight, he contends, can have significant consequences for ramp-up time, confidence, and long-term retention.
Huang emphasizes that the initial weeks are pivotal. “That first month and a half shapes everything,” he writes. “How fast they ramp, how confident they feel, Whether they stay long enough to make an impact.” The core of his message is that managers often err by concentrating solely on task completion, neglecting the human element.
“But most managers make one big mistake: They check if the work is getting done… and forget to check if the PERSON is okay.”
According to Huang, new employees are unlikely to volunteer information about their struggles. Therefore, proactive engagement from leadership is essential. “New hires won’t tell you what’s broken. So you have to ask. Early, directly and consistently,” he advises.
The Pitfalls of Neglecting the ‘Person’
Huang details a common managerial blind spot: focusing on output rather than the new hire’s holistic experience. He points out that by solely assessing whether tasks are completed, managers miss crucial indicators of a new employee’s integration and comfort level. This can lead to misunderstandings, decreased morale, and ultimately, a higher likelihood of turnover.
The Importance of Consistent Inquiry
To combat this, Alvin Huang proposes a set of nine targeted questions designed to be asked within the first 90 days. These questions are not merely procedural checks but are intended to foster open communication and identify potential issues before they escalate. Huang suggests that these brief conversations, taking around 15 minutes, can yield substantial long-term benefits, saving organizations from the costs associated with confusion and employee churn.
“These conversations take 15 minutes. But they save you months of turnover, confusion, and slow ramp.”
Huang highlights the value of asking about clarity versus confusion, inefficiencies, and the comfort level in asking questions. He posits that understanding a new hire’s perception of the company culture and their role’s connection to the broader organizational goals is vital for engagement. Furthermore, he stresses the importance of inquiring about unmet needs and potential improvements to their daily workflow.
“The goal isn’t to have all the answers. It’s to make people feel heard BEFORE they stop talking.”
Fostering Psychological Safety and Impact
A key theme in Huang’s post is the cultivation of psychological safety from day one. Questions like “Have you felt comfortable asking questions?” are designed to gauge whether new hires feel empowered to seek clarification without fear of judgment. As Huang notes, hesitation in asking questions can lead to guesswork rather than genuine learning.
He also underscores the significance of understanding how an individual’s role contributes to the larger organizational objectives. “People disengage when their work feels disconnected,” Huang writes, advocating that providing this context “builds ownership.” His approach encourages managers to be attentive to even minor friction points that could lead to burnout, believing that addressing these proactively builds trust.
In essence, Alvin Huang’s LinkedIn post serves as a call to action for managers to move beyond superficial performance metrics and engage deeply with the experience of their new team members. By consistently asking the right questions, leaders can ensure new hires feel supported, understood, and set up for long-term success.
📝 About This Content
This article is based on insights shared by Alvin Huang on LinkedIn.
📅 Originally posted on January 10, 2026 | View original post on LinkedIn →