Learn It

Issues with retention can sometimes be invisible. By the time an employee is gone, it might not be clear why they moved on. Retention and employee development are a two way street. Working with and keeping newcomers in your business involves agreeing on expectations for both sides of the relationship. Some jobs are expected to be building blocks, while others are just a temporary fit. Regardless,what type of job you’re presenting to employees, there are a few things you can do to improve your worker loyalty across the board. 

A best practice for working with newcomers is checking in after the first week. For many, understanding what the role will entail and how the day to day work of the job will feel is something that can only be understood by trying it. Sometimes, the employee may feel that the role is not what they expected and they may better serve the company with something else. Sometimes the job may simply not be for them, and it might not be worth pursuing further shifts. Other times, opening this dialogue can help to work on the most difficult aspects of the work for them. There are many cases where the most difficult aspect of work can be explained and trained into a solution with a little guidance from the supervisor. The first step in retaining and helping newcomer employees succeed is checking in with them to better understand their perspectives and challenges.

Career Building from Square 1

Though some jobs might be seen as simple and unimportant, each person starts their employment journey somewhere, and many of us start with simple jobs. Many first jobs for those born in Canada come from a friend, family or an acquaintance, and involve manual labour or unskilled work. Though these first jobs aren’t always seen as part of the career trajectory, they very much lay the groundwork for being a good worker and achieving greater career goals. Workplace culture, being on time, and how to treat superiors are some of the many things this groundwork entails, and without them, greater career advancement is impossible. 

For newcomers to Canada, a lot of this groundwork can be lost. Since their foundation is built on different principles from another country, much of their work training must be restructured or relearned. Starting from square 1 can be incredibly frustrating for skilled workers, but it is equally important for them to embrace the challenge. 

As an employer, it’s natural to treat an entry level job, and thus the entry level worker, with a certain level of disregard, since the financial investment is low and the turnover can be high. For newcomers to Canada however; it isn’t just a job. Small lessons around work culture, immersion in the English language, and meeting new people, even friends, are all part of the job for a newcomer. Since newcomers are already in a learning mindset, they have an incredible propensity to grow during this time. 

Working with newcomers is both a responsibility and a net benefit. The juncture of working their first few jobs in Canada is absolutely formative for newcomers. It presents a unique opportunity for growth and development, and can build not only the newcomers foundation, but that of the company they work for. Approach newcomer employees with a growth mindset, and find ways for them to learn and grow while on the job.

International Experience

In unregulated industries, acknowledging foreign education and work experience can send a powerful message to an individual that they are valued.

Career Development 

Retention is about helping people grow. Make pathways to advancement clear, and work with employees on targeting skills and knowledge that can help them contribute to the company in new ways. During performance reviews, leave a portion of the discussion time for advancement. 

Newcomers often encounter “glass walls” and “glass ceilings” — invisible barriers that prevent them from progressing, even when they perform well. These barriers limit their ability to take on new responsibilities, move laterally within the organization, or advance in their careers. They’re called “glass” because they’re hard to see: not formal policies, but unwritten norms and biases that shape how others perceive and judge newcomers' intentions and potential.

Supervisors may sometimes misinterpret a newcomer’s current skill level as their final destination, rather than recognizing it as a starting point. In reality, newcomers are often in a learning mindset, especially when beginning work in a new country like Canada. They tend to acquire new skills quickly, and personal and professional growth often happen simultaneously. It's important not to assume that a newcomer is satisfied with staying in the same role or earning the same pay long-term. Underestimating their ambitions or judging their potential solely based on early performance is a serious mistake. Take the time to have conversations about their goals and aspirations. Offer cross-training opportunities when employees show interest, and clearly communicate the pathways to advancement. Support newcomers in building the skills they need to grow into the roles they’re aiming for.

Glass Walls vs. Ceilings

“Glass walls” are sneakier than “glass ceilings”—they block horizontal movement and opportunities, not just promotions! This highlights the need for proactive support and equal access to mentorship and development opportunities. Offering clear promotion pathways and access to training is one of the biggest factors in whether newcomers stay long term with an organization.

Each newcomer is different, just as each position and its potential to advance are different. Approach employee development on a person to person level, and adapt your expectations to meet what you are hearing from your employee. Newcomers may not have ambitious goals for advancement in the company, because they have ambitious goals for self development at this stage of their lives. 

Take the example of Fatima. She is a newcomer from Syria, and has started her first job in Canada as a cashier. Greg, a small business owner and manager of a corner store, faces multiple challenges towards her development early in her employment and must act in a responsible but respectful way to support her. 

Help Greg navigate some of these everyday challenges in the section below

Remember to always approach advancement from a person to person perspective. These scenarios are often much less simplistic in real life, with countless factors and communication queues to complicate matters. Ask newcomers if they are interested in opportunities instead of assuming what they want.

Reflect On It

Think of a high-performing newcomer on your team. Have they had the same access to mentorship, promotion, and leadership training as others?

Produce It

Create a planner or template to guide newcomer development. Include:

• Short- and long-term goals
• Access to training or English support
• Regular check-ins with supervisors
• Opportunities for additional assignments outside of regular duties

This planner can be adapted for each new hire and used during performance conversations.