It’s no secret that communication plays a key role in professional relationships. Strong communication is one of the highest-rated “soft skills” by hiring managers in nearly every industry. On the other hand, poor communication is one of the most common reasons candidates give for leaving an employer.

But what does “good communication” look like in practice? Here, we focus on engaging, acclimating, and retaining top talent through strong communication practices during one of the most critical times in a professional relationship: the hiring process.

Engage: From the First Interview to Offer Acceptance

Engaging candidates starts during the interview process. When scheduling, conducting, and debriefing interviews, keep in mind that this is the hottest candidate market ever — great candidates have a lot of options, and they know it. So, interview basics matter more than ever. When you schedule a meeting (whether it’s in person or via phone or teleconference), avoid canceling or rescheduling unless it’s absolutely unavoidable. Then, let the candidate know when you’ll follow up with them for feedback, and stick to that timeline as well.

When communication is delayed or unreliable at this stage, the candidate can feel like the company isn’t that interested in them. After all, if the manager really wanted them to join the team, wouldn’t the manager have called when they said they would? This thought process can damage a candidate’s enthusiasm about an opportunity, and they might start to wonder what else the company might say and then not do — what other commitments they might not keep. Then, the candidate may be much more likely to consider a counteroffer or alternative opportunity when it is presented.

Acclimate: From “Pre-Boarding” to the First 6 Months

Once the interview process is completed and an offer has been extended and accepted, managers often feel like the hard part is over. In reality, the time between offer acceptance and a candidate’s start date is the biggest “danger zone” in the hiring process. Changing jobs is incredibly stressful, so if managers turn down the dial on engagement, new hires may feel forgotten and second-guess their choice. This is also the time when counteroffers are a major threat, with more than half of senior-level candidates receiving some form of counteroffer after submitting their resignation.

We call this time period “pre-boarding,” when a manager can mitigate the risks of losing out on a new hire by staying in close contact. Connect with the new hire at least once a week during the transition period. Send them new hire packets with information about the company or the city, a set of plans for the first project they’ll be working on, or team bios. Get the family involved: invite the employee and their spouse to lunch or coffee to welcome them to the team. And most importantly — don’t make any adjustments to the salary, perks, or other elements of the job offer.

Many managers consider the “onboarding” period to last for 90 days, but the truth is, candidates are vulnerable to turnover for the first six months of employment. When asked why they left a job within the first three months, more than half of candidates gave a reason that was directly related to poor communication: a change in job description or duties, unkept promises, and a lack of communication with their direct supervisor. So, keep lines of communication open during this time and make sure new hires feel supported, engaged, and appropriately challenged.

Retain: From 6 Months to the Long Term

When a manager prioritizes clear, open communication during the “engage” and “acclimate” periods of the hiring process, they set a strong foundation for employee retention. Employees who feel respected, valued, and listened to early in their tenure with a company are more likely to commit to long-term careers there. So, retaining top talent starts with the very first interview.

After an employee’s six-month mark, managers can help ensure long-term retention by continuing to practice open communication. Schedule regular check-ins with the employee, talk about their future with the company, and create short- and long-term lists of goals and challenges for them to meet. In short, let the employee know that you see a future for them with the company and care about their engagement, fulfillment, and success.

Strong communication practices are critical to making successful, long-term hires. Lapses in communication result in candidates dropping out of the hiring process or new employees leaving for new opportunities within the first few months of employment, but great communication can engage, acclimate, and retain top talent.