KNOWLEDGE VENTURES
Submitted By:
Associate Partner
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CONTENT
Certificate
Acknowledgment
Introduction
History
Objectives And Concepts
Definition Meaning And Concepts
Objectives Of The Study
Scope Of The Study
Limitation Of Study
Review Of Literature
Placement Of Onboarding
Objectives Of Onboarding
Employee Adjustment
Four Cs Of A Successful Onboarding
Research Methodology
Question Design & Formulation
Data Analysis And Interpretation
Conclusion
Finding And Observation
Survey Highlights
Questionnaire
Bibliography & Annexure
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CERTIFICATE
This is tocertify that MR. ADITYA CHAUHAN is a bonafide student of MASTER OF BUSINESS
ADMINISTRATION (MBA) programme of this institute for the academic year 2013-2015.
He has successfully completed the project work towards partial fulfillment of Master Of Business
Administratin degree course on the topic
_____________
______________
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Signature
Prof. Hemant Sir
(Internal Guide)
Signature
Signature
Prof. Dr. Vikas Madhukar
(ABS Dy Director)
(external Examiner)
ACKNOWLEDGEMENT
I take this opportunity to express my profound gratitude and deep regards to my guide Mr. Hemant
Sir for his exemplary guidance, monitoring and constant encouragement throughout the course of this
thesis. The blessing, help and guidance given by him time to time shall carry me a long way in the
journey of life on which I am about to embark.
I also take this opportunity to express a deep sense of gratitude to Mr. Rohit Anand Associate
Partner, KNOWLEDGE VENTURES, for her cordial support, valuable information and guidance, which
helped me in completing this task through various stages.
Aditya Chauhan
INTRODUCTION
Introduction
Everyone knows that starting a new job can be overwhelming and frightening. From trying to
decide what to wear, to getting to the new office on time, to finding a parking space and then Trying to
figure out where to go, that first day can be filled with uncertainty and anxiety. None Of this uncertainty
or anxiety experienced is even including the fact that you now need training For your new job. At least if
there is a solid employee Onboarding program in place to train the New employee, that area of anxiety is
covered and addressed for the new employee.
The joys of job hunting are nothing compared with the fun of starting work at a new firm. For
many people, self-confidence and enthusiasm about a new job give way on the first day to anxiety and
confusion. (What am I doing here? What do they expect of me? Who can I go to for help?)
How long that mental mayhem lasts--an hour or a few months--can depend a great deal on the
quality of the employee Onboarding.
Onboarding is a process, not an event. It is part of the overall integration of new employees into An
organization, by which it helps new employees adapt to the work environment and their jobs.
Onboarding is, in fact, a training opportunity to promote organizational effectiveness from the start of a
person's employment.
Successful Onboarding speeds up the adaptation process by helping new employees feel
comfortable in the organization and by making them more productive on the job. The process approach
to Onboarding also results in reduced employee turnover.
For many years employee Onboarding has applied to the narrow range of corporate activities
related to sign-ups and providing basic information. The goals of traditional Onboarding are relatively
narrow: to get new hires on the payroll, signed up for benefits, and to provide a brief overview of the
companys culture, products and values.
In todays world most companies are recognizing that this type of simple generic Onboarding is not
enough, a more complex employee Onboarding or Onboarding process is required. In order to be the
most effective this process must be started immediately on the first day, and continue over a period of
months. I see the employee Onboarding process as a way to start new employees off on the right foot.
Onboarding, also known as organizational socialization, refers to the mechanism through which
new employees acquire the necessary knowledge, skills, and behaviors to become effective
organizational members and insiders.
6
Many companies still have a one day Onboarding process, where the new employee is bombarded
with policies and procedures and tons of dry, boring and tedious information. And at the end of the first
day they are left feeling overwhelmed. If a companys Onboarding program stops at that point,
tremendous opportunities are missed to build commitment, relationships, productivity, sales potential,
and so much more. Rather than viewing new employee Onboarding as a paper work session, more and
more companies are learning about the power of a well-designed, comprehensive program that works to
train and retain employees in a competitive economy
Most organizations focus on the recruiting and hiring process and seem to forget about the Onboarding
process itself. The first few days on the job will set the tone for motivating and retaining new employees.
Organizations, must begin to realize that the hiring process is only the first half of the process, and the
second equally important half of the process is the employee Onboarding. Effective employee
Onboarding saves employers money, by reducing employee turn over.
First impressions are important! An effective employee Onboarding provides new employees with a
positive impression of employment with Belmont and greatly impacts the new employees motivation,
productivity and job satisfaction. An employee who gets off on the right foot is more likely to have
better job performance and to want to stay on the job longer. Recruiting and training a new employee
involves considerable staff time and effort and you want the investment to be a long-term one.
Fast Facts:
On average, the time for new external hires to achieve full productivity ranged from eight weeks for
clerical jobs to 20 weeks for professionals to more than 26 weeks for executives.
R. Williams, 2003
New employees decide whether they feel at home or not in the first three weeks in a company and 4%
of new employees leave a job after a disastrous first day.
The Wynhurst Group, 2007
6.2 months is the breakeven point for new managers.
Monster.com, 2007 Survey
The cost of losing an employee in the first year is estimated to be at least three times salary.
The Wynhurst Group, 2007
It is important to prepare for a new employee before his/her start date. The last thing you want a new
employee to say on the first day is " Nobody knew I was coming! Starting a new job is very stressful
and at the end of that first day you want your new employee to feel good about the decision come to
work
HISTORY
7
Antecedents of success
Onboarding is a multifaceted operation influenced by a number of factors pertaining to both
the individual newcomer and the organization. Researchers have separated these factors into three broad
categories:
1. New Employee Characteristics,
2. New Employee Behaviors,
3. Organizational Efforts.
New employee characteristics are individual differences across incoming workers, ranging from
personality traits to previous work experiences. New employee behaviors refer to the specific actions
carried out by newcomers as they take an active role in the socialization process. Finally, organizational
efforts help facilitate the process of acclimating a new worker to an establishment through activities such
as Onboarding or mentoring programs.
to help them adjust to their new work settings and therefore may be less affected by specific socialization
efforts because they have:(a) A better understanding of their own needs and requirements at work and
(b) Are more familiar with what is acceptable in the work context. Additionally, veteran workers may
have used their past experiences to seek out organizations in which they will be a better fit, giving them
an immediate advantage in adapting to their new jobs.
3. Organization Efforts
9
Organizations also invest a great amount of time and resources into the training and Onboarding of
new company hires. Organizations differ in the variety of socialization/Onboarding activities they offer
in order to integrate productive new workers. Possible activities include their socialization tactics, formal
Onboarding programs, recruitment strategies, and mentorship opportunities.
Socialization tactics
Socialization tactics, or Onboarding tactics, are designed based on an organization's needs, values, and
structural policies. Some organizations favor a more systematic approach to socialization, while others
follow a more "sink or swim" approach in which new employees are challenged to figure out existing
norms and company expectations without guidance.
Collective socialization refers to the process of taking a group of recruits who are facing a given
boundary passage and putting them through the same set of experiences together. Examples of this
include: basic training/boot camp for a military organization, pledging for fraternities/sororities,
education in graduate schools, and so forth. Socialization in the Individual mode allows newcomers to
accumulate unique experiences separate from other newcomers. Examples of this process include:
Apprenticeship programs, specific internships, on-the-job training, etc.
Formal socialization refers to those tactics in which newcomers are more or less segregated from
others and trained on the job. These processes can be witnessed with such socialization programs as
police academies, internships, and apprenticeships. Informal socialization processes, on the other hand,
involve little separation between newcomers and the existing employees, nor is there any effort made to
distinguish the newcomers role specifically. Informal tactics provides a non-interventional environment
for recruits to learn their new roles via trial and error. Examples of informal socialization include on-thejob training assignments, apprenticeship programs with no clearly defined role, and more generally, any
situation in which a newcomer is placed into a work group with no recruit role.
This dimension refers to the extent to which the steps have a timetable developed by the
organization and communicated to the recruit in order to convey when the socialization process is
complete. Fixed socialization provides a recruit with the exact knowledge of the time it will take
complete a given passage. For instance, some management trainees can be put on fast tracks where
they are required to accept new rotational assignment on an annual basis despite their own preferences.
Variable socialization processes gives a newcomer no specific timetable, but a few clues as to when to
expect a given boundary passage. This type of socialization is commonly associated upwardly mobile
careers within business organizations because of several uncontrolled factors such as the state of the
economy or turnover rates which determine whether any given newcomer will be promoted to a higher
level or not.
A serial socialization process refers to experienced members of the organization grooming the
newcomers who are about to occupy similar positions within the organization. These experience
members essentially serve as role models for the inexperienced newcomers. A prime example of serial
socialization would be a rookie police officer getting assigned patrol duties with an experienced veteran
who has been in law enforcement for a lengthy period of time. Disjunctive socialization, in contrast,
refers to when newcomers are not following the guidelines of their predecessors, and there are no role
models to inform new recruits on how to fulfill their duties.
This tactic refers to the degree to which a socialization process either affirms or disaffirms the
identity of the newly entering recruit. Investiture socialization processes sanction and document for
newcomers the viability and efficacy of the personal characteristics that they bring to the organization.
When organizations use this socialization process it prefers that the recruit remains the exact way that he
or she naturally behaves and the organization merely makes use of the skills, values, and attitudes that
the recruit is believed to have in their possession. Divestiture socialization, on the other hand, is a
process that organizations use to reject and remove the certain personal characteristics of a recruit. Many
occupations and organizations require newcomers to sever previous ties, and forget old habits in order to
create a new self-image based upon new assumptions.
Thus, tactics influence the socialization process by defining the type of information newcomers
receive, the source of this information, and the ease of obtaining it.
Building upon the work of Van Maanen and Schein, Jones (1986) proposed that the previous six
dimensions could be reduced to two categories: institutionalized and individualized socialization.
Companies that use institutionalized socialization tactics implement structured step-by-step programs,
enter into an orchestrated Onboarding as a group, and receive help from an assigned role model or
mentor. Examples of organizations using institutionalized tactics include the military, in which new
recruits undergo extensive training and socialization activities through a participative cohort, as well as
incoming freshmen at universities, who may attend Onboarding weekends before beginning classes.
On the opposite end of the spectrum, other organizations use individualized socialization tactics in
which the new employee immediately starts working on his or her new position and figures out company
norms, values, and expectations along the way. In this Onboarding system, individuals must play a more
proactive role in seeking out information and initiating work relationships.
Formal Onboardings
Regardless of the socialization tactics utilized, formal Onboarding programs can facilitate
understanding of company culture, and introduces new employees to their work roles and the
organizational social environment. Formal Onboarding programs may consist of lectures, videotapes,
and written material, while other organizations may rely on more usual approaches. More recent
approaches such as computer-based Onboardings and Internets have been used by organizations to
standardize training programs across branch locations. A review of the literature indicates that
Onboarding programs are successful in communicating the company's goals, history, and power
structure.
Recruitment events
Recruitment events play a key role in identifying which prospective employees are a good fit with
an organization. Recruiting events allow employees to gather initial information about an organization's
expectations and company culture. By providing a realistic job preview of what life inside the
organization is like, companies can weed out potential employees who are clearly a misfit to an
organization and individuals can identify which employment agencies are the most suitable match for
their own personal values, goals, and expectations. Research has shown that new employees who receive
a great amount of accurate information about the job and the company tend to adjust
better. Organizations can also provide realistic job previews by offering internship opportunities.
Mentorship
I order office supplies?") or politically sensitive ("Whose opinion really matters here?"). Like mentors,
buddies can be people who are officially assigned by a manager or who simply emerge informally (a
nearby co-worker, for instance) as an easily accessible resource and confidant. Furthermore, buddies can
help establish relationships with co-workers in ways that can't always be facilitated by a newcomer's
manager or mentor.
13
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Definition of Onboarding
Onboarding is a part of socialization process which enables the new recruit to adapt themselves to
their respective organization and their cultures.
Secondary objectives:
To know the coordination between the newly hired employee, who pass through the Onboarding
And Onboarding program.
15
The study is an attempt to determine the effectiveness of the Onboarding program at every
organization.
The research was design to contact new recruits and collect data regarding the Onboarding
process.
The research was designed to personally meet the top management and obtained their valuable
inputs and suggestion for further improvisation.
A period of 50 days was taken for completing this project
The sample size is very small, the results cant always be generalized to the entire population.
Time constraints was the major limiting factor. Hence, only specify samples from the entire
population were taken into consideration.
The results obtained from the employees could be biased.
16
Review of literature
17
Placement Onboarding
Onbording is the task of introducing the new employees to the organization and its policies,
procedures and rules. A typical formal Onboarding program may last a day or less in most organization.
During this time, the new employee is provided with information about the company, its history, its
current position, the benefits for which he is eligible, leaves rules, rest periods etc. Also covered are the
more routine things a new comer must learn, such as the location of the rest rooms, break rooms, parking
space, cafeteria etc. In some organization, all this is done informally by attaching the new employees to
their seniors who provide guidance on the above matters. Lectures, handbooks, films, groups, seminars
are also provided to new employees so that they can settle down quickly and resume their work.
-V.S.P. RAO
Objectives of Onboarding:
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Advantage of Onboarding
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Removes fears: A newcomer steps into an organization as a stranger. He is new to the people,
workplace and work environment. He is not very sure about what he is supposed to do. Onboarding
helps a new employee overcome such fears and perform better on the job.
It assists him in knowing more about:
The job, its content, policies, rules and regulations.
The people with whom he is supposed to interact. .
The terms and conditions of employment.
2.
Creates a good impression: Another purpose of Onboarding is to make the newcomer feel at home
and develop a sense of pride in the organization.
Onboarding helps him to:
Adjust and adapt to new demands of the job.
Get along with people.
Get off to a good start.
Through Onboarding, a new recruit is able to see more clearly as to what he is supposed to do, how
good the colleagues are, how important is the job, etc. He can pose questions and seek clarifications
on issues relating to his job. Onboarding is a positive step, in the sense; it leaves a good impression
about the company and the people working there in the minds of new recruits. They begin to take
pride in their work and are more committed to their jobs.
3.
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EMPLOYEE ADJUSTMENT
Role clarity
Role clarity describes a new employee's understanding of his or her job responsibilities and
organizational role. One of the goals of an Onboarding process is to aid newcomers in reducing
ambiguity and uncertainty so that it is easier for them to get their jobs done correctly and efficiently.
Because there often is a disconnect between the chief responsibilities listed in a job description and the
specific, repeatable tasks that employees must complete to be successful in their roles, it's vital that
managers are trained to discuss exactly what they expect from their employees.A poor Onboarding
program, for example, may produce employees who exhibit sub-par productivity because they are unsure
of their exact roles and responsibilities. On the other hand, a strong Onboarding program would produce
employees who are especially productive because they know exactly what is expected of them in their
job tasks and their organizational role. Given this information, it is easy to see why an organization
would benefit substantially from increasing role clarity for a new employee. Not only does role clarity
imply greater productivity, but it has also been linked to both job satisfaction and organizational
commitment.
21
Self-efficacy
Self-efficacy is the degree to which new employees feel capable of successfully completing their
assigned job tasks and fulfilling their responsibilities. It makes logical sense that employees who feel as
though they can get the job done would fare better than those who feel overwhelmed in their new
positions, and unsurprisingly, researchers have found that job satisfaction, organizational commitment,
and turnover are all correlated with feelings of self-efficacy.
Social acceptance
Social acceptance gives new employees the support needed to be successful. While role clarity and
self-efficacy are important to a newcomer's ability to meet the requirements of a job, the feeling of
"fitting in" can do a lot for one's perception of the work environment and has been demonstrated to
increase commitment to an organization and decrease turnover. If an employee feels well received by his
or her peers, a personal investment in the organization develops, and leaving becomes less likely.
22
Compliance is the lowest level and includes teaching employees basic legal and policy-related
rules and regulations.
Clarification refers to ensuring that employees understand their new jobs and all related
expectations.
Culture is a broad category that includes providing employees with a sense of organizational
norms both formal and informal.
Connection refers to the vital interpersonal relationships and information networks that new
employees must establish.
The building blocks of successful Onboarding are often called the Four Cs.
The degree to which each organization leverages these four building blocks determines its overall
Onboarding strategy, with most firms falling into one of three levels.
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Research methodology.
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MEANING OF RESEARCH
Redman and Mory define research as a systemized effort to gain new knowledge. Some
people consider research as a movement, a movement from the known to the unknown.
Research is an academic activity and as such the term should be used in a technical sense.
According to Clifford Woody, research comprises defining and redefining problems, formulating
hypothesis or suggested solutions; collecting, organizing and evaluating data; making deductions
and reaching conclusions; and at last carefully testing the conclusions to determine whether they fit
the formulating hypothesis.
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. Research
methodology constitutes of research methods, selection criterion of research methods, used in
context of research study and explanation of using of a particular method or technique so that
research results are capable of being evaluated either by researcher himself or by others. Why a
research study has been undertaken, how the research problem has been formulated, why data have
been collected and what particular technique of analyzing data has been used and a best of similar
other question are usually answered when we talk of Research methodology concerning a research
problem or study. The main aim of research is to find out the truth which is hidden and which has
not been discovered as yet.
Data Source
The data can be collected from two sources, i.e.
i.
ii.
PRIMARY &
SECONDARY.
PRIMARY DATA:
It is collected directly from people and organization via questionnaires or surveys before being
analyzed to reach conclusions concerning the issues covered in the questionnaire or survey.
Various Sources:a) QUESTIONNAIRE
b) PERSONAL OBSERVATION
27
SECONDARY DATA:
Whereas secondary research is a means to reprocess and reuse collected information as an
indication for betterments of the service or product. Both primary and secondary data are useful for
businesses but both may differ from each other in various aspects.
Various Sources:a) Newspapers
b) Internet
c) Prospectous
POPULATION: 28
QUESTIONNAIRE DESIGN/FORMULATION: A questionnaire consists of a set of questions presented to respondents for their answer.
Because of its flexibility, the questionnaire is by far the most common instrument used to collect
primary data. Questionnaires need to be carefully developed, tested, and debugged before they are
administered on a large scale.
In preparing a questionnaire, the professional marketing researcher carefully chooses the
questions and their form, wording, and sequence. The form of the question asked can influence the
response. Marketing researchers distinguish between closed-end and open-end questions. Closedend questions pre-specify all the possible answer. Open end-questions provide answers that are
easier to interpret and tabulate. Open-end questions often reveal more because they do not constrain
respondents, answers. Finally, the questionnaire designer should exercise care in the wordings and
sequencing of questions. The questionnaire should use simple, direct, unbiased wording and should
be pre-tested with a sample of respondents before it is used. The lead question should attempt to
create interest.
SAMPLE DESIGN
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1. SAMPLING UNIT: Who is to be surveyed? The marketing researcher must define the target population that will be
sampled.
The sample unit taken by me: General public of different age group, different gender and different
profession.
4. SAMPLE SIZE:The number of population items selected when a sample is drawn from a
population. For causal-comparative, correlation research 30 in each group, and
15 in experimental research are generally recommended as minimum sample
size.
30
Table 1.1
AGE OF THE RESPONDENTS
AGE GROUP
BELOW 25 YRS
25YRS- 35YRS
ABOVE 35 YRS
TOTAL
RESPONDENTS
16
27
7
50
PERCENTAGE
32
54
14
100
AGE OF GROUP
9%
10%
23%
59%
32
INFERENCE:
From the above table it can be inferred that 32% of the respondents are below 25 yrs of age, 54% of the
respondents are between 25yrs-35 yrs of age and the remaining 14% of the respondents are above 35 yrs.
Table 1.2
Gender of the sample of employees
GENDER
RESPONDENTS
PERCENTAGE
Male
Female
Total
45
5
50
90
10
100
Female; 10
Male; 90
33
INFERENCE:
From the above table it is observed that 90% of the respondents are male and 10% of the respondents are
female. Hence, majority of the respondents are male.
Table 1.3
Initial welcome to the organization
RESPONSE
RESPONDENTS
PERCENTAGE
Highly satisfied
Satisfied
Dissatisfied
Highly dissatisfied
Total
20
23
7
0
50
40
46
14
0
100
34
Initial Welcome
50
45
40
35
30
25
20
15
10
5
0
Highly satisfied
Satisfied
Dissatisfied
Highly dissatisfied
INFERENCE:
From the above table it is observed that 40% of the respondents are highly satisfied, 46% are satisfied,
and the remaining 14% are dissatisfied regarding the initial welcome to the organization. Hence,
majority of the respondents are satisfied he initial welcome to the organization.
Table 1.4
Programmers effectiveness of putting employees at ease
RESPONSE
To a great extent
To some extent
To a little extent
Total
RESPONDENTS
34
13
3
50
PERCENTAGE
68
26
6
100
35
Putting At Ease
80
60
40
20
0
To a great extent
To some extent
To a little extent
INFERENCE:
From the above table it is inferred that 68% of the respondents are put at ease to a great extent, 26% of
them to some extent and the remaining 6% to a little extent. Hence, majority of the respondents are put
at ease to a great extent.
Table 1.5
Introduction to managers and new colleagues
RESPONSE
YES
NO
TOTAL
RESPONDENTS
48
2
50
PERCENTAGE
96
4
100
36
YES
NO
INFERENCE:
From the above table, it is inferred that 96% of the respondents have been personally introduced
to their Managers and New colleagues and the remaining 4% of the respondents have not been
personally introduced. Hence, majority of them have been personally introduced to their Managers and
New colleagues.
Table 1.6
Has the Onboarding programme helped to create good impression about the organization.
RESPONSE
To a great extent
To some extent
To a little extent
Total
RESPONDENTS
31
14
5
50
PERCENTAGE
62
28
10
100
37
Response
70
60
50
Sales
40
30
20
10
0
To a great extent
To some extent
To a little extent
INFERENCE:
From the above table it can be inferred that 62% of the respondents have felt that the Onboarding
program has created a good impression about the organization to great extent,28% of the respondents to
some extent and the remaining 10% to a little extent on the above said matter. Hence, majority of the
respondents have felt that the Onboarding program has created a good impression about the organization
to a great extent.
Table 1.7
Has the Onboarding programme helped the respondents and job, responsibilities, and work
standards
Response
Yes
No
Total
Respondents
41
9
50
Percentage
82
18
100
38
YES
NO
INFERENCE:
From the above table, it is inferred that 82% of the respondents were able to understand their
job,responsibilities and work standards and the remaining 10% of the respondents were unable to
understand. Hence,majority of the respondents were able to understand their job,responsibilities and
work standards.
Table 1.8
Were the respondents given information regarding policies, rules and regularities of the
organization.
Response
Yes
No
Respondents
39
11
Percentage
78
22
39
Total
50
100
YES
NO
INFERENCE:
From the above table it can be noticed that 78% of he respondents were given information regarding the
policies, rule and regulation of the organization and the remaining 22% of the respondents were not
given such information. Hence, majority of the respondents were given information in the Onboarding
programme.
Table 1.9
Were the respondents given information regarding pay, benefit, holidays and leaves.
Response
Yes
No
Total
Respondents
39
11
50
Percentage
78
22
100
40
NO; 22%
YES; 78%
INFERENCE:
From the above table it can be noticed that 78% of the respondents were given information about the
Information Regarding Pay, Benefits, holidays And Leaves and the remaining 22% of the respondents
were not given such information. Hence, majority of the respondents were given information about the
Information Regarding Pay, Benefits, holidays And Leaves.
Table 1.10
Were the respondents given the information about training opportunities.
Response
Yes
Respondents
33
Percentage
66
41
No
Total
17
50
34
100
NO; 34%
YES; 66%
INFERENCE:
From the above table it can be notice that 66% of the respondents were given information about training
opportunities and remaining 34% of the respondents were not given such information. Hence, majority
of the respondents were given information about the training opportunities.
Table 1.11
Were the respondent given information about safety needs.
Response
Yes
No
Respondents
48
2
Percentage
96
4
42
Total
50
100
INFERENCE:
From the above table , it is inferred that 96% of the respondents were given information about the
safety needs in their working environment and the remaining 4% were not given such information.
Hence, majority of them were given information about the safety needs in their working environment.
Table 1.12
Confidence with computers
Response
No Confidence
Respondents
0
Percentage
0
43
Little Confidence
Some Confidence
Confident
Very Confident
Total
11
8
19
12
50
22
16
38
24
100
No Confidence
Little Confidence
Some Confidence
Confident
Very Confident
INFERENCE:
From the above table, it is inferred that 24% of the respondents are very confident, 38% of the
respondent are confident and 16% of the respondent have some confidence and the remaining 22% of the
respondents have little confidence with computers. Hence,majority of the respondents are confident with
computers.
Table 1.13
Presentation AIDA used for Onboarding
44
Response
Very good
Good
Adequate
Poor
Total
Respondents
14
29
7
50
Percentage
28
58
14
100
Presentation AIDS
14%
Very good
28%
Good
Adequate
Poor
58%
INFERENCE:
From the abpve table,it is inferred that 28% of the respondents feel that the presentation AIDS used for
Onboarding are very poor, 58% of the respondents feel that they are good , and the remaining 14% of
them feel that they are adequate. Hence, majority of the respondents feel that t6he presentation AIDS
being used are good.
Table 1.14
45
Response
Sufficient
Insufficient
Total
Respondents
39
11
50
Percentage
78
22
100
DURATION OF ONBOARDING
78
22
Sufficient
Insufficient
INFERENCE:
From the above table, it is inferred that 785 of the respondents feels that the duration of Onboarding
program is sufficient and the remaining 22% feel that it is not sufficient. Hence, majority of them feel
that the duration of the Onboarding program is sufficient.
Table 1.15
46
Respondent
18
29
3
0
50
Percentage
36
58
6
0
100
70
60
50
40
30
20
10
0
Highly satisfied
Satisfied
Dissatisfied
Highly dissatisfied
INFERENCE:
From the above table, it is inferred that 36% of the respondents are highly satisfied about the
socialization process during Onboarding, 58% of the respondent are satisfied, and the remaining 6% of
the respondent are dissatisfied. Hence, majority of the respondents are satisfied about the socialization
process during Onboarding.
Table 1.16
47
Respondent
23
22
Percentage
46
44
10
100
50
46
44
30
20
10
0
10
To a great extent
To some extent
To a little extent
Interence:
Fvrom the above table, it is inferred that 46% of the respondent feel that Onboarding helped them to
perform better in their job to a great extent, 44%of them felt the above said to some extent and the
remaining 10% of the respondents of them felt the above said to a little extent. Hence,majority of the
respondent feel that Onboarding helped them to perform better in their job to a great extent.
Table 1.17
48
Respondents
19
27
4
0
50
Percentage
38
54
8
0
100
Poor; 8
Very good; 38
Good; 54
INFERENCE:
From the above table, it is inferred that 38% of the respondents feel that the Onboarding is very good,
54% of the respondents feel that it is good and the remaining 8% feel that it is poor. Hece, majority of
the respondents have rated the Onboarding program to be good.
Conclusion
We could conclude from the research that the rating of the Onboarding programme in the organization,
given by the employees is reasonably good. However, if the above said suggestions are taken into
consideration, the Onboarding programme would be even more productive. It would also help in
increasing the satisfaction level, moral and performance of the new recruits.
Since the joining formalities are conducted at the same time as the Onboarding program, some
respondents felt that they were unable to focus on the Onboarding part.
A few respondents highlighted the fact that the Onboarding programme did not cover certain
important areas such as financial results, career progression etc.
As most of the new recruits did not possess the knowledge for navigating through the HR
portal, they were unable to access information regarding promotion, gtransfer, pay ,leaves etc.
Few new recruits pointed out that information regarding training opportunities and self
development programmes could be made available during the Onboarding program.
Few employees highlighted that the duration of Onboarding programme to be extended for few
days in order to obtain detail information about the organization.
Majority of the respondents felt that interactive sessions with seniors/experts would help them
to perform better in their job.
Top management feels that it is necessary to include a mega site visit as a part of the
Onboarding program.
Slide show of the facilities available for the employees at the working site to be shown to the
new recruits.
Inspirational stories about employees who joines organization at a lower level and have risen to
the top management needs to be shared with the new recruits in order to motivate them.
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Aptech:
The company takes its new entrants through a structured Onboarding training program. The one day program
includes a briefing on the companys market position, the business it is in, its functioning style, its organizational
structure and its HR policies. The entrants are also familiarized with what others do, before being deputed to their
own departments. A six month behavioral training is also offered in team building, self development customer
sensitivity etc. Finally, the recruits are put through an appraisal process to gauge fitment and progress.
MarutiUdyog:
The company customizes its initiation programs to suit the new recruit. For engineers the program is offered in
four parts: (1) familiarize with various functions and meet division heads (2) work on shop floor (3) work at
various other departments (4) work finally in departments for about 2 months where they will eventually work.
Standard chartered bank:
The management trainees are picked from premium B schools and undergo Onboarding training for about 6
months. During this period, the trainees spend time in the various divisions of the bank to get a holistic view of the
bank operations and get a chance to meet each of the banks business leads. A two day session dedicated to team
building is also conducted thereafter. After taking charge of the job, the new recruits have to attend a review
session about the job itself.
Citibank:
At Citibank, trainees spend the first two and a half weeks learning about the banks three major levels of businessthe corporate bank servicing institutional clients, the consumer bank serving individual customers and
personalized service besides the functional divisions within each. The business head, thereafter, will make a
presentation (question answer session, discussions, case studies film, etc used) offering general information about
the services offered by the bank. Simulation exercises follow this presentation. Trainees for instance are made to
role play the clearance of an overdraft cheque. Through interaction with peers, trainees learn about the processes
and methods followed at Citibank. The trainees are assigned a specific job in the third week. A mentor will help
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the trainee discharge the given responsibilities in a proper way. The trainee is now given freedom to carry out the
task as per his understanding. During this period, the inductees are neither given fixed hours nor a time to sign in
every morning. The idea is to allow freedom to the trainees so that he can bring his own personality and set of
skills to his job. The trainee has to find his way of achieving a given objective in the process, the Onboarding
training also becomes a test of independence a quality that is highly required of managers in Citibank.
Meanwhile the mentor offers help wherever required. After spending two months on the job the trainees attend
classroom learning sessions conducted at the Asia Pacific banking Institute in Singapore
KPMG:
KPMG follows different standards for new entrants on the basis of their past experience. The managers who join
with experience in consulting are expected to start performing immediately, and hit the ground running whereas
people who come from related sectors where KPMG is working are given enough leeway to understand what
consulting business is all about and then start performing. However, all newcomers are on probation for six
months. This is the time when both the stakeholders the employee and the employer get an opportunity to
understand each other. The individuals are expected to have technical finesse, show adaptability, a sense of team
play and display ability to handle the given volume of work.
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We asked what respondents would change about their Onboarding programs, and
here are the common themes that emerged. They wanted:
Face-to-face interaction.
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Facilitate introductions with senior leaders who model the culture. It is important to
expose the new leader to others who embody the culture. This is done more often in
social settings outside of the workplace, helping to provide a more objective perspective
of the organization.
3.
Help the new leader achieve early wins. Identify ways the new leader can make quick,
meaningful contributions. Look for opportunities to add value with key stakeholders in
other functional areas as a way to build credibility and trust.
4.
Provide feedback. Constructive feedback is critical to the new leaders success. For
example, Sonesta Hotels re-recruits new hires at 30, 60, and 90 days with a two-way
dialogue. This dialogue enables the manager and new leader to assess strengths and
weaknesses, acknowledge unforeseen challenges, identify learning and development
opportunities, reassess goals and expectations and ensure the Onboarding program is on
track.
5.
Assign a mentor. Assigning a mentor for a new leader is highly important in the
Onboarding process. A mentor can play a key role in ensuring successful assimilation by
acting as a guide and influencer. This helps the new leader navigate the organization and
adapt to the culture. It is important to involve the new leaders manager in the mentor
selection process so that there is alignment on key objectives and focus.
6.
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7.
Direct the new leader to resources. Ensuring the new leader knows where to find key
information and resources, as well as how to access them can help decrease the time to
the breakeven point. At Johnson & Johnson, they make many of their standard onboarding tools, such as strategy documents, key presentations, and performance reviews,
available online.
8.
Provide training for the steepest learning curves. Determine what skills and
competencies are most critical to brining the new leaders to the breakeven point quicker.
Once identified, provide developmental training in those areas as part of the Onboarding
process.
9.
Communicate the cultural. Many new leaders are not aware of the
informal rules that guide behavior until one is broken. Avoid
unnecessary missteps by clearly communication organizational norms.
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The benefits
To avoid lengthy meetings and paper handouts, online Onboarding:
Brings new hires up to speed quickly on the history of the organisation, the companys vision and its
values
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Potential drawbacks
You might feel its important that all communications take place face-to-face or over the phone, but
online Onboarding can involve personal touches if thats more in line with your organisations culture.
You might also be worried about the cost of designing an online Onboarding process. This will
differ from organization to organization, but many employers now feel that the initial cost of creation is
more than made up for in productivity.
The results
Your employees are your best brand ambassadors, so making their first encounter of your business a
positive impression is vital.
Many candidates feel that during the gap between their offer and start date they have lost touch of
what the organisation and role is about, mainly due to a lack of communication. Onboarding processes
that begin before the start date help to ease the new employee into the business, so theyre more
confident and have an immediate impact when they do start.
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Survey Highlights
1.
INFERENCE:
59
2.
The majority of respondents (49%) are currently updating their Onboarding programs.
22% continually update their program.
19% updated within the last 2 years.
For 10%, it has been more than 3 years since their Onboarding program has been
Updated.
INFERENCE:
Nearly half of survey respondents (47%) categorize the updates to their program as
major.
39% categorize them us moderate.
11% categorize them as minor.
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3.
INFERENCE:
More than 73% of survey respondents indicated that the largest catalysts that are driving
changes to their Onboarding programs are to accelerate new employees performance
and improve employee retention and loyalty.
Less than 37% of respondents listed catalysts that include leveraging technology-based
tools, lowering costs to improve efficiency, and meeting demand as a result of an
increase in hiring.
4. Which departments / business partners are involved in the development and updating of your
Onboarding program?
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INFERENCE:
The majority of respondents indicated that Human Resources (87%) and Learning &
Development (72%) are the departments most involved in the development of updating
their Onboarding programs.
37% of respondents individual business units have involvement.
Less than 26% stated that the IT, Marketing, Vendors and Legal have involvement in
updates to their Onboarding programs.
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INFERENCE:
The majority of respondents (46%) indicated that Learning & Development has allinclusive
responsibilities in the Onboarding Program updates.
31% of respondents learning & development departments are responsible for the design
and development of core Onboarding programs.
A combined 23% of learning & development departments are not actively involved in
their organizations Onboarding programs.
6. Which technology-based solutions does your organization use in your Onboarding program?
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INFERENCE:
The majority of respondents (62%) use a company-wide intranet for their technologybased
solution for Onboarding, with E-learning coming in second at 55%.
40% of our respondents utilize a dedicated Onboarding portal.
Video, Webinars and Survey Tools are amongst the middle of technology-based
solutions for Onboarding ranging from 39% - 27% of respondents usage.
Less than 13% utilize enterprise social networks, video conferencing and mobile
performance support tools.
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INFERENCE:
A combined 67% of respondents deliver less than 40% of their Onboarding through
technology-based solutions.
17% deliver between 41% and 60% of their Onboarding through technology-based
solutions.
16% deliver more than 61% of their Onboarding through technology-based solutions.
Interpretations
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Overall, the survey indicated that Onboarding is a major priority for nearly two-thirds of
respondents. They are in the process of updating their programs, with a desire to build loyalty
and accelerate performance early on, and ultimately improve overall retention. They are doing
this by integrating technology solutions with people solutions, aiming to create the perfect
balance of high-tech / high-touch Onboarding programs.
Some of the trends that emerged is the need for buy-in, support and enforcement from the
leadership teams across business units, the need to increase consistency and departmental
accountability for longer-term Onboarding programs and the opportunity to create a resource
center and tracking capabilities in online portals.
When we drill down into some of the specific results, here is what we saw:
A combined 71% of survey respondents are currently in the process of updating their
Onboarding programs.
Over 73% of respondents indicated that the largest catalysts driving change to their
Onboarding programs are to accelerate new employees performance and improve
employee retention and loyalty.
When it comes to technology, a combined 67% of respondents deliver less than 40% of
their Onboarding through technology-based solutions. However, 16% deliver more than
61% of their Onboarding programs through technology-based solutions.
The majority of respondents (62%) use a company-wide intranet for their technology based
solution for Onboarding, with E-learning coming in second at 55%.
The majority of respondents indicated that Human Resources (87%) and Learning &
Development (72%) are the departments most involved in developing and updating their
Onboarding programs. Only 37% of respondents individual business units have
involvement.
The majority of respondents (46%) indicated that Learning & Development has allinclusive
responsibilities in the Onboarding Program updates.
Suggestions
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It is suggested that the joining formalities be completed before the Onboarding programme.
It is suggested that the Onboarding programme covers the following areas,
- Financial results of the past.
- Business plan for the next 5 years.
HR Officer to guide the new recruits on how to navigate through the HR portal in order to
obtain information related to employees.
An employees handbook with the following contents is required to be given to the new recruits.
- Information regarding organization.
- Information regarding employment.
- Organization chart.
- List of training programmes.
- Information about awards and function.
- Guidelines of how to use the portal.
Onboading programme be made interactive with senior and experts addressing the recruitees.
This will enable the new recruits to clarify doubts regarding their job and will result in better
level of motivation.
A slide show of facilities that is available at the work site like
- Transport facilities.
- Accommodation facilities
- Recreation facilities.
- Education of children.
- Programs involving the families of the new employees.
- Corporate social responsibility activities of the organization.
Inspirational stories of employees who have grown from the lower level to the higher level in
the organization with the new recruits.
Inspirational feedback from satisfied clients of the organization can also be shared with the new
recruits.
Conclusion
Successful Onboarding is a key part of any talent management strategy. With the high cost of
recruiting, business leaders must understand that effectively integrating new hires into the organization
is an important step to ensure their success. Understanding who owns the Onboarding process as a
whole and who controls various steps in the process is vital to Onboarding success and sustainability
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over time. Simply writing down a formal plan will not help new employees succeed. The key is to
engage important stakeholders and new employees in interactions that help them understand one
another and how they interact over time. Used in conjunction with HRM best practices, effective
Onboarding will result in a faster learning curve for new hires, improved communication and a more
productive and engaged workforce.
Onboarding questionnaire
:
:
:
:
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Designation
Date of joining
:
:
Please comment on the way you were initially welcomed to the company.
Highly satisfied
Satisfied
Neither satisfied nor dissatisfied
Dissatisfied
Highly dissatisfied
Please comment on the way you were initially welcomed to the company.
Highly satisfied
Satisfied
Neither satisfied nor dissatisfied
Dissatisfied
Highly dissatisfied
As a new joinee, were you put at ease?
To a great extent
To some extent
To a little extent
Were you personally introduced to your new colleagues, managers, and other appropriate people
during your first few days?
Yes
No
Did the Onboarding program creat a good impression and developed a sense of pride in the
organization?
To a great extent
To some extent
To a little extent
Has your Onboarding helped you to understand your job, responsibilities, work standards?
Yes
No
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Were you given the basic information about the pay, benefits, holidays and leaves during the
Onboarding.
Yes
No
Were you given information about training opportunities and career prospects in the
organization?
Yes
No
Were you given information about safety needs in the working environment?
Yes
No
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To what extent did the Onboarding program helped you to perform better on your job?
To a great extent
To some extent
To a little extent
Any suggestions:
BIBLIOGRAPHY
Websites
http://humanresources.about.com/od/orientation/
http://psycnet.apa.org/journals/bul/86/3/493/
http://www.hrintelligenceblog.com/en/?p=785
http://www.slideshare.net/QLCmarketing/on-board-presentation?qid=b3bc528c-cc41-4675-b1a0a767ef59591e&v=qf1&b=&from_search=2
http://www.slideshare.net/donnajeane/onboarding-powerpoint-presentation?qid=b3bc528c-cc41-4675-b1a0a767ef59591e&v=qf1&b=&from_search=4
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http://www.slideshare.net/maysoonmaged/onboardingemployee-socialization?qid=b3bc528c-cc41-4675b1a0-a767ef59591e&v=qf1&b=&from_search=6
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Onboarding EPG- FINAL
Onboarding guidelines Belmont
on-boarding-orienting-to-success full day by date report
retaining_employees_onboarding
SOL_1210_Improving_current_Client_Onboarding_Processes_BAM_HAA
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