None of us like to feel like we were second choice, but that’s inevitable in many instances, not least in the workplace. A recent study from Wharton explores how this makes people feel.

“What we found is that people feel less socially integrated in their work groups,” the researchers explain. “They feel like they belong less, and this makes them feel more distant from their co-workers.”

Emotional fallout

The researchers wanted to understand how feeling like a second choice affects people afterward. Do “second choice” hires feel inadequate, intimidated, or left out? Do they question their place on the team, struggle with imposter syndrome, or avoid group interaction? A new set of studies suggests they often do—and that how managers handle these feelings matters.

In their first study, researchers asked 499 full-time U.S. employees to recall a time when they knew they were either the first or alternate choice for a job. Those who were the alternate choice reported feeling less socially integrated, leading them to seek less feedback. This trend held up across demographics and regardless of how employees learned they were the second choice.

In a follow-up, about 1,000 interns were surveyed before and six weeks into their internships. Once again, interns aware they were not the first choice tended to be more withdrawn from peers.

“Consistently, we saw that alternate-choice employees felt less connected and sought less feedback,” the researchers noted. “So we asked ourselves—can organizations or leaders do anything to help?”

What managers can do

For their final study, the researchers turned to managers. They assigned 850 participants to roles where they were either the first or alternate choice for a team, then received one of two messages from their team leader: a welcoming, inclusive message asking for input or a straightforward task assignment. The results were clear: alternate-choice employees were more engaged and proactive when leaders took a welcoming, inclusive approach. Though inclusivity didn’t erase all feelings of self-doubt, it noticeably reduced them.

The researchers suggest several practical ways for managers to help second-choice hires feel welcome. Introduce the new hire to the team by highlighting their strengths or experience. Ask for their ideas, include them in decision-making, and show trust in their input. Sharing personal stories about overcoming similar challenges can also help new hires feel they belong.

What doesn’t work? Trying to keep their “second choice” status a secret. Employees often find out through hiring managers, human resources, or workplace gossip. Instead, the researchers recommend transparency: “It’s not just a matter of ‘Don’t tell,’ but ‘How can we discuss this honestly and make them feel part of the team?’”