Browsing by Subject "Onboarding"

Objectives. Nowadays a robust onboarding program is a fundamental requirement for companies in terms of sustainability and growth. A sophisticated onboarding program has been shown to improve retention, increase productivity as well as maintain and strengthen job satisfaction, motivation, and engagement. The study contributes to research in the human resource management field and particularly the talent management space. The core aim of this study is to provide insight into the onboarding process of a multinational company. Understanding what constitutes effective and good quality onboarding and what aspects of it contribute to a positive employee experience will support companies in attracting, engaging, and keeping talent, all of which are becoming increasingly challenging endeavours for employers. Methods. The relevant and primary stakeholders in relation to onboarding were determined to be new hires, hiring managers, and HR professionals who support the hiring process. The data was collected through online self-completion surveys with open ended questions. The responses of 97 respondents from 21 countries globally were analysed. I used a variant of interpretive content analysis called inductive content analysis, which means that I allowed the material to generate different themes and categories about my topic. The analysis was not guided by a specific theory, instead I attempted to position the findings in a more general theoretical context. Results and conclusions. Early connections, first impressions, preparation, integration, and networking, were seen by the respondents as something essential to the onboarding process, and stakeholders agreed that significant efforts are dedicated to maintaining the quality of those elements. Clarifying expectations and roles, comprehensive training, and support and mentorship were perceived as integral by stakeholders, but the stakeholders were not unanimous in their opinions of the implementation of these aspects. Furthermore, the perceptions of HR professionals and hiring managers contradicted each other when it came to their ongoing co-operation during the process. Finally, HR professionals and hiring managers agreed that the HR information system could be improved in a number of ways. The company’s onboarding process was seen as lacking longevity and robust support measures based on the findings, which is causing negative outcomes in terms of employee motivation and productivity. Moreover, the process was seen as lacking a defined, streamlined, and consistent structure, which is causing ambiguity and uncertainty for all stakeholders.