For business owners, social media has become a valuable resource for understanding employee challenges in today’s fast-changing economy. When I started my career, employees tended to struggle in silence. Now, people share their career trials and tribulations with a hashtag to match, from #sundayscaries to #quietquitting and more. 

“Shift shock” is one of the latest workplace trends sweeping the workforce via Instagram and TikTok. A survey by The Muse found that 72% of respondents have experienced it—nearly 3 out of 4 professionals. As CEO myself, I realize that if I ignore trends like shift shock, I risk losing talent. 

Here is a closer look at this viral career trend, and how you can prevent your new hires from experiencing shift shock. 

What is shift shock?

Shift shock is the feeling of when you realize a new job is entirely different from how it was advertised during the application process. For instance, if an employer emphasized a healthy workplace environment during the interview phase, but in actuality promotes toxic leaders and unfair working conditions. 

If you’ve ever purchased property, you might know the term “caveat emptor,” which is Latin for “let the buyer beware.” In a legal contract, caveat emptor puts the onus on the buyer to do their research and ask the right questions. If the buyer finds fault with the property after the sale—and if they have buyer’s remorse—it’s on them. 

I believe we are currently witnessing a shift toward caveat venditor, meaning that the onus is on the seller. And I think we’re seeing the same change in the workplace. Workers will no longer stand for “bait and switch” style recruiting. Employers are responsible for providing information about their companies and the inner workings of open roles. If they don’t—and if new hires report shift shock—employee retention will suffer and recruiting expenses will soar. This should motivate employers to reduce shift shock and increase transparency during the application process. 

How employers can prevent shift shock

Preventing shift shock begins during hiring. The key is to be as transparent as you are thorough. Hiring managers should address day-to-day responsibilities, performance KPIs, connectedness expectations, and company culture. Twenty-nine percent of those surveyed by The Muse said their shift shock was impacted by both the job and the company. Interviewers should introduce interviewees to the company’s unique personality and be ready to answer questions. Honesty is the only way to determine whether an interview will thrive in your culture. At my company, Jotform, for example, we’re a mostly in-office workplace. We’ve found that the shared physical environment fosters camaraderie and builds momentum toward shared goals. We also understand that it doesn’t fit everyone’s ideal work situation—and that’s okay. 

At Jotform, I’m highly involved in the hiring process—it’s one of the core responsibilities I rarely delegate. I’ve found that interviews are more successful when they’re dialogues, rather than a hiring manager firing question after question at a nervous prospective hire. At the same time, interviewees don’t always feel comfortable. Hiring managers should be empowered to be completely candid and ask pressing questions. 

I have also found that a less formal interview, like a meet-and-greet with several team members at some point in the interview process, is a great way to assuage some of the interview nerves and help people feel comfortable enough to voice their concerns. Not to mention, a more informal interview moment can help interviewees gain further insight into the company culture. 

Once someone is hired, leaders should continue the conversation with new hires to ensure the new role meets their expectations. An annual review is simply not enough. By that point, the damage (disengagement, dissatisfaction, even resignation) may already be done. Keep in mind: 41% of those surveyed by The Muse said they would give a new job two to six months if they felt shift shock as a new hire. Regular check-ins are critical in those first months on the job. 

If employees feel unprepared to meet the demands of a new role, employers should offer learning and development resources to help them succeed. Importantly, learning and development programs are more effective when incorporated into an individual’s workflow rather than when leaders require employees to attend training sessions outside of work. As the Harvard Business Review reports, “the greater the distance between the context in which something is learned and the context in which it will be applied, the less likely the student is to retain and use what they’ve learned.” Learning meetings, during which managers carve out time to teach team members a new skill or idea that they can discuss and apply in their daily work, is one way to make sure new hires feel engaged and supported. 

Interviewing is an exciting process for companies and job seekers alike. Understandably, both parties want to put their best foot forward. But it’s important to balance the urge to attract and hire top talent with the desire to keep them—and that means not overselling your company and following up with new hires to ensure their expectations are met. Like any relationship, a healthy work dynamic requires honesty and commitment on both sides. And I firmly believe that candor and care upfront during the interview process pays off in the long run.