At Hive, we’re privileged to work with some of the most insightful minds in the world of People Science—and Georgie, Lead People Scientist, is no exception. With a deep understanding of employee engagement, behavioural trends, and organisational psychology, Georgie helps organisations uncover what really drives performance, satisfaction, and retention. All the things leaders need to know to ensure sustainability and success of their workplace.
One of the most powerful frameworks Georgie works with is The Tenure Curve. A concept that uncovers how engagement evolves over time and how organisations can act proactively to support employees at every stage of their journey. Now, enough spoilers, over to Georgie, to talk you through how to navigate the tenure curve and unlock its potential in your workplace.
What is the Tenure Curve?
“The Tenure Curve illustrates the relationship between how long employees have been with an organisation and their level of engagement, motivation, and satisfaction. Rather than a straight line, this curve is dynamic—often peaking early in an employee’s time with a company, dipping in the mid-years, and rising again among longer-tenured individuals who’ve found purpose, mastery, or leadership in their roles.”
“But this isn’t just a theoretical model. Understanding and responding to the Tenure Curve is a strategic necessity. It can mean the difference between a workforce that thrives and one that quietly disengages.”
Why the Tenure Curve matters now more than ever
“Employee engagement isn’t static—and neither should your people strategy be. Engagement naturally shifts with tenure, and unless organisations evolve their approach accordingly, they risk losing talent to boredom, burnout, or external opportunity. By recognising the typical patterns of engagement decline, organisations can implement interventions before disengagement becomes widespread.
When we understand where engagement tends to rise or fall, we can:
- Intervene before disengagement sets in
- Design support systems for each career phase
- Increase retention and reduce hiring costs
- Strengthen employee performance and satisfaction
- Maintain a healthy, motivated culture
Maintaining engagement at every stage of an employee’s tenure directly influences overall organisational performance.
There are three key phases of the Tenure Curve, each with its own risks, opportunities, and strategic takeaways. So let’s take a look at those:
Phase 1: The initial phase (0–2 Years)
“Commonly known as “The Honeymoon Period”, early tenure is often marked by high engagement, driven by novelty, excitement, and ambition. Employees in this phase are eager to prove themselves, learn quickly, and make an impact.
During this phase, employees usually receive significant support and attention from managers and colleagues, which helps them feel valued. As a result, positive engagement behaviours—such as high participation, proactive problem-solving, and a strong willingness to contribute—are common.”
What organisations should prioritise in this phase:
- Onboarding & integration: First impressions count. Strong onboarding and socialisation set the tone for long-term engagement.
- Frequent recognition: Celebrate early wins and provide fast feedback loops to build confidence and connection.
- Clarity & vision: Define expectations early. Help new employees see where they’re heading and how they’ll grow.
Georgie's takeaway:
“Leaders often assume high engagement early on is a given. But it takes intention to sustain it. Get onboarding right and stay close to new starters—you’re laying the foundation for long-term loyalty.
Hive has a great employee survey question bank to help you understand from your people if you’re hitting the nail on the head when it comes to onboarding. Grab a copy, use it when you’re onboarding new people, and make improvements where necessary.”
Phase 2: Mid-tenure (2–10 Years)
“The Plateau Risk Zone. This is the most volatile part of the Tenure Curve, so get your pen and paper ready. Employees often feel competent but uninspired. Without new challenges or a clear path forward, their motivation can wane. And that’s understandable.
At this point, you might find employees seek more responsibility, new challenges, or a clearer path for career advancement. But without these opportunities, their engagement can plateau, leading to a decline in motivation and job satisfaction. You might then start to see stagnation set in if employees no longer feel challenged or if career progression appears uncertain, causing their work to feel repetitive and diminishing their intrinsic motivation.
This can be compounded by disillusionment, as mid-tenure staff may have seen things like multiple cycles of managers and initiatives come and go, weakening their trust in lasting change and further impacting their engagement.”
What organisations should prioritise in this phase:
- Career development conversations: Regularly explore what’s next for your people—both vertically and laterally.
- Job enrichment: Inject new challenges, rotate responsibilities, or involve them in strategic projects.
- Leadership opportunities: Give mid-tenure employees autonomy and influence—they’re ready for it.
Georgie's takeaway:
“This is where we lose people—not just to other companies, but to quiet quitting. If you’re not investing in mid-tenure talent, you’re sitting on untapped potential. Regularly surveying your people helps uncover how attitudes and motivations evolve over time, offering real insight into what different groups need at different points in their journey.
By understanding this, you’re not only able to respond to disengagement before it sets in—you’re proactively building a culture where people feel seen, supported, and inspired to grow with you.”
Phase 3: Long-term tenure (10+ Years)
“Phase 3 of the Tenure Curve looks at employees of 10 years or more service. You might see this phase as ‘The Loyalty–Burnout Balancing Act’. Long-tenured employees can be some of your most engaged and loyal people. With years of experience under their belt, they often become the go-to experts in the business—the ones who know how things work, have deep relationships, and genuinely care about the organisation’s success. Many thrive in this phase because they still feel challenged, supported, and valued. But it’s not always smooth sailing.
If these employees start to feel stuck, like there’s no room to grow or their work has become too routine, engagement can quickly slip. The excitement they once had can fade, especially if their contributions go unrecognised or if they feel their career has hit a ceiling. Burnout, complacency, or quiet disengagement can creep in. And if it goes unchecked, even your most experienced people might start thinking about what’s next—outside your organisation. That’s why it’s so important to keep long-tenured employees feeling energised, appreciated, and part of what’s still to come.”
What organisations should prioritise in this phase:
- Recognition & legacy: Celebrate milestones and create legacy roles, like mentoring or training, to help them share their expertise.
- Role evolution: Provide opportunities for reinvention—new projects, secondments, or lateral moves.
- Retention check-ins: Show you still see their future with the company. Keep the career vision alive.
Georgie's takeaway:
“Some of your most experienced people are flying under the radar. Ask yourself: do they feel seen? Are they still growing? If not, they’re likely quietly disengaging. You might find that your more experienced employees have built relationships where they’re comfortable enough to speak openly about some of the challenges that can lead to disengagement after 10 years of working in one organisation.
Not everyone will feel comfortable speaking openly—especially long-tenured employees who’ve been loyal for years. There can be a sense of guilt in expressing anything negative about a place they’ve invested so much in.
That’s why it’s crucial to offer a variety of listening channels, both digital and face-to-face. From 1-2-1s and team meetings to town halls, regular surveys, and always-on confidential feedback tools—give people options to share in a way that feels safe. Just because someone’s been with you for 10 years doesn’t mean they’ll stay for another 10—unless you keep listening and improving.”
What the data says: The Hive customer snapshot
“Our Q1 2025 engagement data across Hive customers brings the Tenure Curve to life—clearly illustrating how employee engagement shifts over time:
- 0–2 Years: Engagement Score – 8.4
Engagement is at its highest in the early years. This stage is often defined by excitement, new challenges, and the fresh energy that comes with joining a new organisation. Employees are eager to make an impact, and the sense of possibility fuels motivation.
- 2–5 Years: Engagement Score – 7.1
This is where we see the sharpest dip. As the novelty fades and routines set in, many employees hit a career crossroads—questioning their growth, value, or future within the company. Without clear development paths or fresh challenges, engagement often stalls.
- 5–10 Years: Engagement Score – 7.4
A modest uptick here suggests some employees begin to re-engage as they take on more responsibility or step into new roles. This phase shows the potential impact of targeted development, job enrichment, and career progression.
- 10+ Years: Engagement Score – 7.7
Engagement rebounds again for many long-tenured employees. With a strong sense of purpose, legacy, and mastery, this group often finds renewed meaning in mentoring others, contributing at a strategic level, or evolving their roles in ways that align with their strengths.
These insights confirm what we see in practice: engagement isn’t static—it shifts over time. And understanding where your people are on the curve helps you meet them with the right support, at the right moment.”
Common trends across the curve
- Engagement decline is normal, but preventable: A dip after the honeymoon phase is expected, but that doesn’t mean it should go unaddressed. Monitor trends and take preemptive action.
- Communication needs to evolve over time: Your messaging, check-ins, and feedback style should shift as tenure increases. What works for a new hire won’t engage a 10-year veteran.
- Engagement must be personalised: Tenure is only part of the picture. Preferences, ambitions, and life stages vary. Tailored engagement strategies—from growth paths to flexible roles—are key.
Start making data-driven decisions about the future of your organisation
Why getting this right drives real business results
Prioritising engagement along the Tenure Curve isn’t just good for people—it’s smart business. When organisations proactively support employees through different stages of their journey, the ripple effects touch every major performance KPI leaders care about:
Improved retention = reduced costs: Replacing an employee can cost up to 6–9 months of their salary. Retaining mid-tenure and long-term talent significantly cuts recruitment, onboarding, and training costs—while preserving institutional knowledge.
Higher engagement = better performance: Engaged employees are more productive, more innovative, and more committed to delivering quality work. That means better output, stronger collaboration, and ultimately, improved customer outcomes.
Lower absence = more consistency: Engaged teams take fewer sick days and report lower burnout. That stability can translate into more consistent performance and smoother operations across teams.
Stronger culture = more talent attraction: When people feel seen and supported across the entire tenure journey, they talk about it. That builds reputation, boosts your employer brand, and attracts top talent—reducing spend on hiring.
Aligned engagement strategy = sharper focus: Using data to drive engagement means less guesswork and more targeted interventions—making your people’s investments more impactful and aligned with strategic business goals.
Long-term loyalty = long-term results: High-performing organisations don’t just hire well—they retain and grow great people over time. Supporting employees through every tenure phase creates a culture of trust, resilience, and long-term success.
Georgie's final thoughts
“Engagement is not a fixed state. It’s a curve—predictable, navigable, and full of opportunity if you know where to look. The smartest organisations design their employee experience with tenure in mind, using data to shape every stage of the journey.
From onboarding to exit, and every check-in in between, employee surveys are one of your most powerful tools. They give people a voice, surface hidden insights, and help you understand what’s really going on beneath the surface. When you listen regularly, you can spot trends, intervene early, and tailor the experience to keep your people growing, performing, and staying for the long haul.”
