report on onboarding

ASummer Training ReportONNEW EMPLOYEE ONBOARDINGThe Road to Long-term SuccessAtKNOWLEDGE VENTURES

Submitted in partial fulfillment of the requirements ofMaster of Business Administration (MBA)Amity University, HARYANA

Under the Guidance of:Submitted By:Name: Mr. Rohit Anand Name: Aditya ChauhanAssociate PartnerMBA (G), 3rd SemesterRoll. No: A50001913015

Amity Business SchoolAmity UniversityHARYANASESSION 2013 2015

S.NOCONTENTPAGE NO.

1.Certificate3

2.Acknowledgment4

3.Introduction5

4.History8

5.Objectives And Concepts14

6.Definition Meaning And Concepts15

7Objectives Of The Study15

8.Scope Of The Study16

9.Limitation Of Study16

10.Review Of Literature17

11.Placement Of Onboarding18

12.Objectives Of Onboarding18

13.Employee Adjustment21

14.Four Cs Of A Successful Onboarding23

15.Research Methodology26

16.Question Design & Formulation29

17.Data Analysis And Interpretation32

18.Conclusion48

19.Finding And Observation49

20.Survey Highlights58

21.Questionnaire67

22.Bibliography & Annexure70

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

New employee Onboarding

________________________________________

SignatureSignatureSignatureProf. Hemant SirProf. Dr. Vikas Madhukar(Internal Guide)(external Examiner)(ABS Dy Director)

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.

I am obliged to staff members of KNOWLEDGE VENTURES for the valuable information provided by them in their respective fields. I am grateful for their cooperation during the period of my training.

Aditya Chauhan

INTRODUCTION

Introduction

Onboarding as defined by George Bradt and Mary Vonnegut (2009) is: the sum of efforts to acquire, accommodate, assimilate and accelerate new team members.

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.

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

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.

1. New employee characteristicsResearch has shown evidence that employees with certainpersonalitytraits and experiences adjust to an organization more quickly.These are a proactive personality, the"Big Five", curiosity, and greater experience levels."Proactive personality" refers to the tendency to take charge of situations and achieve control over one's environment. This type of personality predisposes some workers to engage in behaviors such as information seeking that accelerate the socialization process, thus helping them to adapt more efficiently and become high-functioning organizational members. Empirical evidence also demonstrates that a proactive personality is related to increased levels of job satisfaction and performance.TheBig Five personality traitsopenness, conscientiousness, extraversion, agreeableness, and neuroticismhave been linked to Onboarding success, as well. Specifically, new employees who are proactive or particularly open to experience are more likely to seek out information, feedback, acceptance, and relationships with co-workers. They also exhibit higher levels of adjustment and tend to frame events more positively.Curiosity also plays a substantial role in the newcomer adaptation process and is defined as the "desire to acquire knowledge" that energizes individual exploration of an organization's culture and norms.Individuals with a curious disposition tend to frame challenges in a positive light and eagerly seek out information to help them make sense of their new organizational surroundings and responsibilities, leading to a smoother Onboarding experience.Employee experience levels also affect the Onboarding process such that more experienced members of the workforce tend to adapt to a new organization differently from, for example, a new college graduate starting his or her first job. This is because seasoned employees can draw from past experiences 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 workand (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.

2. New employee behaviorsCertain behaviors enacted by incoming employees, such as building relationships and seeking information and feedback, can help facilitate the Onboarding process. Newcomers can also quicken the speed of their adjustment by demonstrating behaviors that assist them in clarifying expectations, learning organizational values and norms, and gaining social acceptance.Information seekingoccurs when new employees ask questions of their co-workers and superiors in an effort to learn about their new job and the company's norms, expectations, procedures, and policies. Miller and Jablin (1991) developed a typology of information sought after by new hires. These include referent information, understanding what is required to function on the job (role clarity); appraisal information, understanding how effectively the newcomer is able to function in relation to job role requirements (self-efficacy); and finally, relational information, information about the quality of relationships with current organizational employees (social acceptance). By actively seeking information, employees can effectively reduce uncertainties about their new jobs and organizations and make sense of their new working environments.Newcomers can also passively seek information via monitoring their surroundings or by simply viewing the company website or handbook.Research has shown that information seeking by incoming employees is associated with social integration, higher levels of organizational commitment, job performance, and job satisfaction in both individualistic and collectivist cultures.Feedback seeking is similar to information seeking, but it is focused on a new employee's particular behaviors rather than on general information about the job or company. Specifically, feedback seeking refers to new employee efforts to gauge how to behave in their new organization. A new employee may ask co-workers or superiors for feedback on how well he or she is performing certain job tasks or whether certain behaviors are appropriate in the social and political context of the organization. In seeking constructive criticism about their actions, new employees learn what kinds of behaviors are expected, accepted, or frowned upon within the company or work group, and when they incorporate this feedback and adjust their behavior accordingly, they begin to blend seamlessly into the organization.[18]Instances of feedback inquiry vary across cultural contexts such that individuals high in self-assertiveness and cultures low inpower distancereport more feedback seeking than newcomers in cultures where self-assertiveness is low and power distance is high.Also callednetworking, relationship building involves an employee's efforts to develop camaraderie with co-workers and even supervisors. This can be achieved informally through simply talking to their new peers during a coffee break or through more formal means such as taking part in pre-arranged company events. Research has shown relationship building to be a key part of the Onboarding process, leading to outcomes such as greaterjob satisfactionand betterjob performance,as well as decreasedstress.

3. Organization EffortsOrganizations 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 tacticsSocialization 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.

1. Van Maanen and Schein model (1979)John Van Maanen and Edgar H. Schein have identified at least six major tactical dimensions that characterize and represent all of the ways in which organizations may differ in their approaches to socialization.

Collective versus Individual socializationCollective 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 vs. Informal socializationFormal 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-the-job 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.

Sequential vs. Random socializationSequential socialization refers to the degree to which an organization or occupation specifies discrete and identifiable steps for the newcomers to know what phases they need to go through. Random socialization occurs when the sequences of steps leading to the targeted role are unknown, and the entire progression is quite ambiguous. In other words, while there are numerous steps or stages leading to specific organizational roles, there is necessarily no specific order in which the steps should be taken.

Fixed vs. Variable socializationThis 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.

Serial vs. Disjunctive socializationA 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.

Investiture vs. Divestiture socializationThis 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.

2. Jones' model (1986)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 OnboardingsRegardless of the socialization tactics utilized, formal Onboarding programs can facilitate understanding ofcompany 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 eventsRecruitmentevents 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.

MentorshipMentorshiphas demonstrated importance in the socialization of new employees.Ostroff and Kozlowski (1993) discovered that newcomers with mentors become more knowledgeable about the organization than did newcomers without mentors. Mentors can help newcomers better manage their expectations and feel comfortable with their new environment through advice-giving and social support.Chatman (1991) found that newcomers are more likely to have internalized the key values of their organization's culture if they had spent time with an assigned mentor and attended company social events. Literature has also suggested the importance of demographic matching between organizational mentors and protgs.Enscher& Murphy (1997) examined the effects of similarity (race and gender) on the amount of contact and quality of mentor relationships. Results indicate that liking, satisfaction, and contact were higher in conditions of perceived mentor-protg similarity.But what often separates rapid on-boarders from their slower counterparts is not the availability of a mentor but the presence of a "buddy," someone of whom the newcomer can comfortably ask questions that are either trivial ("How do 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.

OBJECTIVES AND CONCEPTS

Definition, Meaning and Concepts

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.

Meaning and concept of OnboardingOnboarding is a technique by which a new joiner is rehabilitated into the changed surrounding and introduced to the practices, policies, and purposes of the organization. In other words, it is a welcoming process-the idea is to welcome a newcomer, make him feel at home and generate in him a feeling that his own job, however small, is meaning full and has significance as a part of the total organization.

Objectives of the studyPrimary objectives:To study the effectiveness of Onboarding program at various organization for the new employees.

Secondary objectives: To understand the existing Onboarding program.

To analyze the various aspects involved in the Onboarding program.

To gather inputs and suggestion from the top management.

To provide suggestions for further improvement.

To study long term loyalty of the employees in this regard.

To know the coordination between the newly hired employee, who pass through the Onboarding And Onboarding program.

Scope of the study 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

Limitation of the study 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.

Review of literature

Placement OnboardingOnbording 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. RAOObjectives of Onboarding: Putting the new employees at his ease. Creating interest in his job and the company. Providing basic information about work arrangement. Making the employees feel that his job is meaningful. Informing about training facilities. Creating the feelings of social security.

General Onboarding process: Head of the department welcomes the new employees Introduction to organization/branch head. Department head will introduce to all employees and supervisors. Supervisors will introduce all the other co-workers. Information about duties, responsibilities, and welfare measure is provided to the new employee. Clarification of doubts about his work. Feedback is obtained from the new employee.

Advantage of Onboarding First impression matters a good deal and results in few turnovers. Newcomer adjusts himself to the work quickly and its saves the time of the supervisors. Reduces employee dissatisfaction and grievances. Develop a sense of belongingness and commitment. Helps the newcomer to understand his job, responsibilities and work standards. Onboarding acts as valuable sources of information to the newcomer.

Onboarding serves the following purposes:

1. 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. Act as a valuable source of information: Onboarding serves as a valuable source of information to new recruits. It classifies many things through employee manuals/handbook. Informal discussions with colleagues may also clear the fog surrounding certain issues. The basic purpose of Onboarding is to communicate specific job requirements to the employee, put him at ease and make him feel confident about his abilities.

EMPLOYEE ADJUSTMENT

In order to increase the success of an Onboarding program, it is important for an organization to monitor how well their new hires are adjusting to their new roles, responsibilities, peers, supervisors, and the organization at large. Researchers have noted that ROLE CLARITY, SELF-EFFICACY, SOCIAL ACCEPTANCE, and KNOWLEDGE of organizational culture are particularly good indicators of well-adjusted new employees who have benefitted from an effective Onboarding system.

Role clarityRole 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.

Self-efficacySelf-efficacyis 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 acceptanceSocial acceptancegives 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.

Knowledge of organizational cultureKnowledge of organizational culture refers to how well a new employee understands a company's values, goals, roles, norms, and overall organizational environment. For example, some organizations may have very strict, yet unspoken, rules of how interactions with superiors should be conducted or whether overtime hours are the norm and an expectation. Knowledge of one's organizational culture is important for the newcomer looking to adapt to a new company, as it allows for social acceptance and aids in completing work tasks in a way that meets company standards. Overall, knowledge of organizational culture has been linked to increased satisfaction and commitment, as well as decreased turnover.

The Four Cs of a successful Onboarding

Onboarding has four distinct levels, the Four Cs:

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.

Level 1: Passive Onboarding

Almost all organizations naturally cover compliance as part of formal Onboarding. For firms that engage in Passive Onboarding, or Level 1, some role clarification may be given, but neither Culture nor Connection is addressed. Some informal ways of guiding new employees in terms of Culture and Connection may have developed over time, but no oneincluding HR staff is coordinating the task to maximize Onboarding success. If your firm is engaged in Passive Onboarding, you are likely to view Onboarding as a checklist of unrelated tasks to be completed. Research shows that approximately 30 percent of organizationslarge, medium and smallwork at this level. Passive Onboarding can be functional, but it is certainly unsystematic.

Level 2: High Potential Onboarding

When compliance and clarification are well covered by a firms formal Onboarding practices and some culture and connection mechanisms are in place, Level 2High Potential Onboardinghas been reached. In these organizationsabout 50 percent of all firmsthe complete process has not yet been established in a systematic way across the organization.

Level 3: Proactive Onboarding

All four building blocks are formally addressed in Level 3, ProactiveOnboarding. If your firm is systematically organizing Onboarding with a strategic human resourcemanagement approach, you are at Level 3. Only about 20 percent of organizations achieve this level. Using New Tools to Keep Onboarding on Track

W. K. Kellogg, founder of the 100-yearold Kellogg Company, famously said, Ill invest my money in people. In line with this philosophy, in the 21st century Kellogg still sees attracting, selecting, engaging and retaining the best talent as critical to the companys business success. Feedback from internal surveys indicated a need to improve Kelloggs Onboarding process, so the company put a transition framework in place. The framework includes new ways to add value, connect and build relationships, navigate unwritten rules to get things done, and review performance and progress. Specifically, Kellogg uses new employee Onboarding training, new manager assimilations, employee resource groups and a 30-60-90 day checklist.

Kelloggs transition web site is a focal point of Onboarding revitalization. On the web site, employees can assess their own Onboarding status by using the Onboarding track record tool. This tool analyzes potential strengths and weaknesses of past Onboarding activities, so it becomes easier to pinpoint areas for improvement of a formal Onboarding plan.

To better understand the organizations Onboarding level, we have to try an inventory like the Onboarding Track Record given below. This will identify strengths and weaknesses, help you analyze your current situation, and establish where you would like to be in the future.

Research methodology.

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 SourceThe data can be collected from two sources, i.e. i. PRIMARY &ii. 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

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) Newspapersb) Internetc) Prospectous

Ways of Using Secondary Sources:- Exploratory phase - getting ideas Design Phase - definitions & sampling frames, question wording Supplement to Main Research Re-Enforcement &/Or Comparison Main Mode of Research Direct Data Collection Impossible Or Costly & Time Consuming How to Search & Use Secondary Sources? Documents - Bibliographic Skills, Use of Keywords, Boolean Operators Published Statistics a) Guide to Official Statistics b) Digests & Abstracts c) Primary Publication

POPULATION: -In statistics, a statistical population is a set of entities concerning which statistical inferences are to be drawn, often based on a random sample taken from the population. For example, if we were interested in generalizations about crows, then we would describe the set of crows that is of interest. Notice that if we choose a population like all crows, we will be limited to observing crows that exist now or will exist in the future.

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. Closed-end 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

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.

2. EXTENT:-Where the survey should be carried out?I have covered entire residential area of Sonepat for the survey.

3. SAMPLING TECHNIQUE: - How should the respondent be chosen?In the Project sampling is done on basis of Simple Random sampling. In statistics, a simple random sample is a subset of individuals (a sample) chosen from a larger set (a population). Each individual is chosen randomly and entirely by chance, such that each individual has the same probability of being chosen at any stage during the sampling process, and each subset of the population has the same probability of being chosen for the sample as any other subset of the population. A simple random sample is an unbiased surveying technique.

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.

Data analysis and interpretations

Data analysis and interpretations

Table 1.1AGE OF THE RESPONDENTSAGE GROUP RESPONDENTS PERCENTAGE

BELOW 25 YRS1632

25YRS- 35YRS2754

ABOVE 35 YRS714

TOTAL50100

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 1.2Gender of the sample of employeesGENDERRESPONDENTSPERCENTAGE

Male4590

Female510

Total50100

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 1.3Initial welcome to the organizationRESPONSERESPONDENTSPERCENTAGE

Highly satisfied2040

Satisfied2346

Dissatisfied714

Highly dissatisfied00

Total50100

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 1.4Programmers effectiveness of putting employees at easeRESPONSERESPONDENTSPERCENTAGE

To a great extent3468

To some extent1326

To a little extent36

Total50100

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 1.5Introduction to managers and new colleaguesRESPONSERESPONDENTSPERCENTAGE

YES4896

NO24

TOTAL50100

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 1.6Has the Onboarding programme helped to create good impression about the organization.RESPONSERESPONDENTSPERCENTAGE


To some extent1428


Total50100

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 1.7Has the Onboarding programme helped the respondents and job, responsibilities, and work standardsResponseRespondentsPercentage

Yes4182

No918

Total50100

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 1.8Were the respondents given information regarding policies, rules and regularities of the organization.

ResponseRespondentsPercentage

Yes3978

No1122

Total50100

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 1.9Were the respondents given information regarding pay, benefit, holidays and leaves.


Yes3978

No1122

Total50100

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 1.10Were the respondents given the information about training opportunities.


Yes3366

No1734

Total50100

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 1.11Were the respondent given information about safety needs.ResponseRespondentsPercentage

Yes4896

No24

Total50100

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 1.12Confidence with computersResponseRespondentsPercentage

No Confidence00

Little Confidence1122

Some Confidence816

Confident1938

Very Confident1224

Total50100

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 1.13Presentation AIDA used for Onboarding


Very good1428

Good2958

Adequate714

Poor--

Total50100

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 1.14Duration of the Onboarding programme.


Sufficient3978

Insufficient1122

Total50100

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 1.15Socialization process during Onboarding.ResponseRespondentPercentage

Highly satisfied1836

Satisfied2958

Dissatisfied36

Highly dissatisfied00

Total50100

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 1.16Effectiveness of the Onboarding programme in improving performance on the job..ResponseRespondentPercentage


To some extent2244


Total50100

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 1.17Overall rating of the Onboarding programmeResponseRespondentsPercentage

Very good1938

Good2754

Poor48

Very poor00

Total50100

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.

ConclusionWe 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.

FINDING AND OBSERVATION.

Finding from 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.

Findings from the top management: 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.

Onboarding Training in IndiabySREE RAMA RAOonDECEMBER 24, 2010Lets now take a look at the initiation programs offered to new entrants by companies operating in India:Employee Onboarding Program: In Indian CompaniesAptech: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 business- the 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 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 SingaporeKPMG: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.

We asked what respondents would change about their Onboarding programs, andhere are the common themes that emerged. They wanted:

More leadership buy-in, involvement and support in the Onboarding program.

Increased consistency in the Onboarding program.

Increased departmental accountability.

Use of technology to keep all Onboarding related materials in one location toserve as a resource center for employees.

We asked what the respondents companies do well when it comes to Onboarding,and here are the common themes that emerged. They said: Making new employees feel welcome.

Strong leadership involvement and support of the program.

Use of technology as a resource in the Onboarding program.

Personalization to the employee or role.

Consistency across all business units.

Face-to-face interaction.

Onboarding for New Leaders: POST-START PROCESS

What the Organization Can Do

Organizations need to continually refine and test their Onboarding programs and can learn valuable information by asking leaders who joined the organization in the last two to three years questions such as, What did you wish you had known when you began?

Here are nine critical actions for the organization to take to ensure successful assimilation: 1. Develop, implement and manage an Onboarding plan. Daniel asserts that if there isnt a plan, there is a 50 percent chance of failure. According to an article published in the Harvard Business Review in May 2004 called The Risky Business of Hiring Stars, only companies with a detailed plan were able to effectively assimilate new leaders.

2. 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. Provide coaching to accelerate performance. Executive coaching is often provided for a new leader in a key role with mission-critical goals and objectives. Success or failure for a leader at this level has significant organizational and financial impact. This coaching often occurs before the employee begins the new role, because the first few days in that role are critical.

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 on-boarding 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.

What the New Leader Can Do

Onboarding is not a passive activity. The new leader plays an active part in the process and is ultimately accountable for his or her success. In her report Clearing the 90-Day Hurdle, based on research conducted with executives from top companies, Sue Edwards lists ten factors that are critical for the new leader to be successful. These include: 1. Listen, observe, and ask questions. Set up introductory meetings with key stakeholders to learn about their roles, whats important to them, common goals, what they will be expecting from you and how your role contributes to achieving objectives. These first impressions are critical to establishing productive, collaborative relationships. There is a lot to learn and any perceptions of arrogance can undermine your efforts to fit in.

2. Build relationships. First impressions are critical. Reach out and establish connections. Through one-on-one meetings and informal calls, begin to develop relationships.

3. Respect the existing culture. Recognize that things will be done differently at your new organization. Avoid referencing how things may have been done at your previous company. Take a step back before charging in too quickly. Position recommendations for change in ways that reinforce strengths instead of pointing out the weaknesses.

4. Be visible and approachable. Dont disappear after the first few weeks. It can be easy to hide in your work. Look for opportunities to connect with other leaders and teams on a regular basis.

5. Get clarity on expectations. Know whats expected in the first 30 days, 60 days and 90 days. Avoid making assumptions and get specific so that you are aligned with your boss on whats most important and where you need to focus your attention. 6. Be authentic. People perceived as inauthentic will most likely also be viewed as untrustworthy. Be genuine and enthusiastic. 7. Ask for feedback and coaching. Look out for yourself and take responsibility for your Onboarding. Dont wait for your boss to provide feedback. Stay connected by regularly checking in with updates on progress, questions, ideas and learnings.

8. Make early decisions and achieve quick wins. Identify short-term goals to build confidence, establish credibility and demonstrate value.

9. assess and build the team. Quickly assess the strength and weekness of the team members. This allow the new leaders to mak the change necessary to built a more effective team.

10. Built the vision collaboratively. Rather than just bringing in your own vision and ideas, the new leaders should seek feedback and inputs from the team, giving them a real stake in the game.

ONLINE ONBOARDING PROCESS

Why create an online Onboarding process?The time between an offer and start date can be anxiety-filled for candidates the best way to avoid a slow start is to keep them engaged during this gap. Taking the time to get your new starter really enthused about your company, department and team will benefit both parties. Designing an online Onboarding process is an effective way of doing this.

What is online Onboarding?Instead of spending the first few days filling out forms with your new starter, why not get them to do all this before they start? Online Onboarding allows you to communicate with your new hire, via an online hub, without having to take time (yours and theirs) out of their crucial first day. This isnt restricted to before employment commences, it might also continue well into their first month at your company. Theres no need to make it role specific, keeping the information general (HR matters, health and safety etc) means you only need to create one resource for every person that joins. However, a more in-depth process, aimed at each new starters role will eliminate any confusion over their responsibilities.

The benefitsTo 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 Can be delivered in bite-size, digestible chunks Will prepare the new starter to start their role straight away

Potential drawbacksYou 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 resultsYour 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.

Survey Highlights

1. Which best describes the state of your Onboarding program(s)?

INFERENCE: 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.

2. How would you categorize updates to your Onboarding program?

INFERENCE: Nearly half of survey respondents (47%) categorize the updates to their program asmajor. 39% categorize them us moderate. 11% categorize them as minor.

3. What are the catalysts driving changes to your Onboarding program?

INFERENCE: More than 73% of survey respondents indicated that the largest catalysts that are drivingchanges to their Onboarding programs are to accelerate new employees performanceand improve employee retention and loyalty. Less than 37% of respondents listed catalysts that include leveraging technology-basedtools, lowering costs to improve efficiency, and meeting demand as a result of anincrease in hiring.

4. Which departments / business partners are involved in the development and updating of your Onboarding program?

INFERENCE: The majority of respondents indicated that Human Resources (87%) and Learning &Development (72%) are the departments most involved in the development of updatingtheir Onboarding programs. 37% of respondents individual business units have involvement. Less than 26% stated that the IT, Marketing, Vendors and Legal have involvement inupdates to their Onboarding programs.

5. What is Learning & Developments role in your organizations Onboarding program?

INFERENCE:

The majority of respondents (46%) indicated that Learning & Development has allinclusiveresponsibilities in the Onboarding Program updates. 31% of respondents learning & development departments are responsible for the designand development of core Onboarding programs. A combined 23% of learning & development departments are not actively involved intheir organizations Onboarding programs.

6. Which technology-based solutions does your organization use in your Onboarding program?

INFERENCE:

The majority of respondents (62%) use a company-wide intranet for their technologybasedsolution 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-basedsolutions for Onboarding ranging from 39% - 27% of respondents usage. Less than 13% utilize enterprise social networks, video conferencing and mobileperformance support tools.

7. How much of your Onboarding is delivered through technology-based solutions?

INFERENCE: A combined 67% of respondents deliver less than 40% of their Onboarding throughtechnology-based solutions. 17% deliver between 41% and 60% of their Onboarding through technology-basedsolutions. 16% deliver more than 61% of their Onboarding through technology-based solutions.

InterpretationsOverall, the survey indicated that Onboarding is a major priority for nearly two-thirds ofrespondents. They are in the process of updating their programs, with a desire to build loyaltyand accelerate performance early on, and ultimately improve overall retention. They are doingthis by integrating technology solutions with people solutions, aiming to create the perfectbalance of high-tech / high-touch Onboarding programs.

Some of the trends that emerged is the need for buy-in, support and enforcement from theleadership teams across business units, the need to increase consistency and departmentalaccountability for longer-term Onboarding programs and the opportunity to create a resourcecenter 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 theirOnboarding programs.

Over 73% of respondents indicated that the largest catalysts driving change to theirOnboarding programs are to accelerate new employees performance and improveemployee retention and loyalty.

86% of survey respondents consider their updates to contain moderate to majorchanges.

When it comes to technology, a combined 67% of respondents deliver less than 40% oftheir Onboarding through technology-based solutions. However, 16% deliver more than61% of their Onboarding programs through technology-based solutions.

The majority of respondents (62%) use a company-wide intranet for their technology basedsolution 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 theirOnboarding programs. Only 37% of respondents individual business units haveinvolvement.

The majority of respondents (46%) indicated that Learning & Development has allinclusiveresponsibilities in the Onboarding Program updates.

Suggestions

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 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

Name of the employee:Age:Gender:Qualification: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

Were policies, rules and regulations of the organization explained to you? Yes No

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

How would you rate your confidence with computers? No confidence Little confidence Some confidence Confident Very confident

Presentation AIDS normally being used for the Onboarding are Very good God Adequate Poor

What is your opinion about the duration of the Onboarding program? Sufficient Insufficient

Please comment on the socialization process during Onboarding. Highly satisfied Satisfied Dissatisfied Highly dissatisfied

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

How would you rate the Onboarding program? Very good Good Poor Very poor

Any suggestions:

BIBLIOGRAPHY

Websiteshttp://humanresources.about.com/od/orientation/

http://psycnet.apa.org/journals/bul/86/3/493/

http://www.hrintelligenceblog.com/en/?p=785http://www.slideshare.net/QLCmarketing/on-board-presentation?qid=b3bc528c-cc41-4675-b1a0-a767ef59591e&v=qf1&b=&from_search=2http://www.slideshare.net/donnajeane/onboarding-powerpoint-presentation?qid=b3bc528c-cc41-4675-b1a0-a767ef59591e&v=qf1&b=&from_search=4

http://www.slideshare.net/maysoonmaged/onboardingemployee-socialization?qid=b3bc528c-cc41-4675-b1a0-a767ef59591e&v=qf1&b=&from_search=6

Articals1. Efficient-Client-Onboarding banksfiancial2. Onboarding EPG- FINAL3. Onboarding guidelines Belmont4. on-boarding-orienting-to-success full day by date report5. retaining_employees_onboarding6. SOL_1210_Improving_current_Client_Onboarding_Processes_BAM_HAA

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