Onboarding Notes

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Onboarding - NOTES
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Summer Training Report
ON
NEW EMPLOYEE ONBOARDING
The Road to Long-term Success

At
KNOWLEDGE VENTURES
Submitted in partial fulfillment of the requirements of
Master of Business Administration (MBA)
Amity University, HARYANA
Under the Guidance of: Submitted By:

Name: Mr. Rohit Anand Name: Aditya Chauhan
Associate Partner MBA (G), 3rd Semester
Roll. No: A50001913015
Amity Business School

Amity University
HARYANA
SESSION 2013 – 2015

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S.NO CONTENT PAGE NO.

1. Certificate 3
2. Acknowledgment 4
3. Introduction 5
4. History 8
5. Objectives And Concepts 14
6. Definition Meaning And Concepts 15
7 Objectives Of The Study 15
8. Scope Of The Study 16
9. Limitation Of Study 16
10. Review Of Literature 17
11. Placement Of Onboarding 18
12. Objectives Of Onboarding 18
13. Employee Adjustment 21
14. Four C’s Of A Successful Onboarding 23
15. Research Methodology 26
16. Question Design & Formulation 29
17. Data Analysis And Interpretation 32
18. Conclusion 48
19. Finding And Observation 49
20. Survey Highlights 58
21. Questionnaire 67
22. Bibliography & Annexure 70

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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
“New employee Onboarding”
Signature Signature Signature

Prof. Hemant Sir Prof. Dr. Vikas Madhukar
(Internal Guide) (external Examiner) (ABS Dy Director)

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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

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INTRODUCTION

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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-up’s 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
company’s culture, products and values.”
In today’s 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.”

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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 company’s 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 employee’s 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

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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 characteristics

Research has shown evidence that employees with certain personality traits 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.
The Big Five personality traits—openness, conscientiousness, extraversion, agreeableness, and
neuroticism—have 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
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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 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.
2. New employee behaviors

Certain 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 seeking occurs 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 in power distance report more feedback seeking than newcomers in
cultures where self-assertiveness is low and power distance is high.
Also called networking, 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 greater job satisfaction and better job performance, as well as
decreased stress.

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3. Organization Efforts
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.
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 socialization

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 vs. Informal socialization

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 newcomer’s 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 socialization

Sequential 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.
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• Fixed vs. Variable socialization

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.
• Serial vs. Disjunctive socialization

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.
• Investiture vs. Divestiture socialization

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.
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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 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
Mentorship has 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 protégés.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-protégé similarity. But what often separates rapid
on-boarders from their slower counterparts is not the availability of a mentor but the presence of a
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"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.
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OBJECTIVES AND CONCEPTS
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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 Onboarding

Onboarding 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 study

Primary 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.
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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 can’t 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.
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Review of literature
Placement Onboarding
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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:
• 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
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• 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:
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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
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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 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.
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
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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.
Knowledge of organizational culture

Knowledge 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 C’s of a successful Onboarding
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Onboarding has four distinct levels, the Four C’s:
• 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 C’s.
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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 one—including 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 organizations—large, medium and small—work 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 firm’s formal Onboarding practices and
some culture and connection mechanisms are in place, Level 2—High Potential Onboarding—has been
reached. In these organizations—about 50 percent of all firms—the 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, Proactive

Onboarding. If your firm is systematically organizing Onboarding with a strategic human resource
management approach, you are at Level 3. Only about 20 percent of organizations achieve this level.
Using New Tools to Keep Onboarding on Track
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W. K. Kellogg, founder of the 100-

yearold Kellogg Company, famously said,
“I’ll 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 company’s business success.
Feedback from internal surveys indicated a
need to improve Kellogg’s 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.
Kellogg’s 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 organization’s

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.
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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. 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
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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
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
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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.
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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.
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Data analysis and interpretations
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Data analysis and interpretations
Table 1.1
AGE OF THE RESPONDENTS
AGE GROUP RESPONDENTS PERCENTAGE

BELOW 25 YRS 16 32
25YRS- 35YRS 27 54
ABOVE 35 YRS 7 14
TOTAL 50 100
AGE OF GROUP
10.00% 8.57%
22.86% 58.57%
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.
32

Table
Gender of the sample of employees
GENDER RESPONDENTS PERCENTAGE
Male 45 90
Female 5 10
Total 50 100
Female; 10
Male; 90
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.
33

Table 1.3
Initial welcome to the organization
RESPONSE RESPONDENTS PERCENTAGE

Highly satisfied 20 40
Satisfied 23 46
Dissatisfied 7 14
Highly dissatisfied 0 0
Total 50 100
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
34

Programmer’s effectiveness of putting employees at ease

To a great extent 34 68
To some extent 13 26
To a little extent 3 6
Total 50 100
Putting At Ease
70
60
50
40
30
20
10
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
35

Introduction to managers and new colleagues

YES 48 96
NO 2 4
TOTAL 50 100
Introduction to Managers and New Colleagues
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
36

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

To a little extent 5 10
Total 50 100
Response
70
60
50
40 Sales
30
20
10
0
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
37

Has the Onboarding programme helped the respondents and job, responsibilities, and work
standards
Response Respondents Percentage

Yes 41 82
No 9 18
Total 50 100
Understanding Job,Responsibilities and Work Standards.
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
38

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

Yes 39 78
No 11 22
Total 50 100
Information Regarding Policies,Rule and Regulations of the Organisation
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
39

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

Yes 39 78
No 11 22
Total 50 100
Information Regarding Pay, Bene 昀椀 ts,holidays And Leaves.
NO; 22.00%
YES; 78.00%
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
40

Were the respondents given the information about training opportunities.

Yes 33 66
No 17 34
Total 50 100
Information about Training Oppprtunities.
NO; 34.00%
YES; 66.00%
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
41

Were the respondent given information about safety needs.

Yes 48 96
No 2 4
Total 50 100
Information about safety needs
4.00%
YES
NO
96.00%
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
42

Confidence with computers

No Confidence 0 0
Little Confidence 11 22
Some Confidence 8 16
Confident 19 38
Very Confident 12 24
Total 50 100
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
43

Presentation AIDA used for Onboarding

Very good 14 28
Good 29 58
Adequate 7 14
Poor - -
Total 50 100
Presentation AIDS
14.00% Very good

28.00% Good
Adequate
Poor
58.00%
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
44

Duration of the Onboarding programme.

Sufficient 39 78
Insufficient 11 22
Total 50 100
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
45

Socialization process during Onboarding.
Response Respondent Percentage

Highly satisfied 18 36
Satisfied 29 58
Dissatisfied 3 6
Highly dissatisfied 0 0
Total 50 100
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
46

Effectiveness of the Onboarding programme in improving performance on the job..
Res ponse Respondent Percentage

To a little extent 10
Tot al 50 100
BETTER PERFORMANCE IN JOB

50
45
40 46 44
35
30
25
20
15
10
10
5
0
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
47

Overall rating of the Onboarding programme

Very good 19 38
Good 27 54
Poor 4 8
Very poor 0 0
Total 50 100
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.
FINDING AND OBSERVATION.
48

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 India
49

by SREE RAMA RAO on DECEMBER 24, 2010
Let’s now take a look at the initiation programs offered to new entrants by companies operating in India:
Employee Onboarding Program: In Indian Companies
Aptech:
The company takes its new entrants through a structured Onboarding training program. The one day program
includes a briefing on the company’s 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 bank’s 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 bank’s 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
50

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.
We asked what respondents would change about their Onboarding programs, and
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here 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 to

serve 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

52

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 isn’t
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 leader’s 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 leader’s 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-
53

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, what’s 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. Don’t 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 what’s 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
what’s 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.
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7. Ask for feedback and coaching. Look out for yourself and take responsibility for your
Onboarding. Don’t 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.
55

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 isn’t
restricted to before employment commences, it might also continue well into their first month at your
company. There’s 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 starter’s role will eliminate any confusion over their
responsibilities.
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 company’s vision and
its values
• Can be delivered in bite-size, digestible chunks
• Will prepare the new starter to start their role straight away
Potential drawbacks
You might feel it’s important that all communications take place face-to-face or over the phone, but
online Onboarding can involve personal touches if that’s more in line with your organisation’s 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
56

that begin before the start date help to ease the new employee into the business, so they’re more
confident and have an immediate impact when they do start.
57

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.
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2. How would you categorize updates to your Onboarding program?
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.
3. What are the catalysts driving changes to your Onboarding program?
59

INFERENCE:
• More than 73% of survey respondents indicated that the largest catalysts that are
driving changes to their Onboarding programs are to accelerate new employee’s
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?
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 respondent’s 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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5. What is Learning & Development’s role in your organization’s Onboarding program?
INFERENCE:
• The majority of respondents (46%) indicated that Learning & Development has allinclusive
responsibilities in the Onboarding Program updates.
• 31% of respondent’s 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.
61

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 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.
62

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

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.
63

Interpretations
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.
• 86% of survey respondents consider their updates to contain moderate to major

changes.
• 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 respondent’s individual business units have
involvement.
• The majority of respondents (46%) indicated that Learning & Development has allinclusive
responsibilities in the Onboarding Program updates.
64

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 employee’s 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.
65

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.
66

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.
• Satisfied
• Neither satisfied nor dissatisfied
• 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?
67

• To some 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
68

• Adequate
• Poor
❖ What is your opinion about the duration of the Onboarding program?

• Sufficient
• Insufficient
❖ Please comment on the socialization process during Onboarding.

• Satisfied
• Dissatisfied
❖ To what extent did the Onboarding program helped you to perform better on your job?
• To some extent
❖ How would you rate the Onboarding program?

• Very good
• Good
• Poor
• Very poor
Any suggestions:
BIBLIOGRAPHY
Websites
http://humanresources.about.com/od/orientation/
69

http://psycnet.apa.org/journals/bul/86/3/493/
http://www.hrintelligenceblog.com/en/?p=785
http://www.slideshare.net/maysoonmaged/onboardingemployee-socialization?qid=b3bc528c-cc41-4675-
http://www.slideshare.net/QLCmarketing/on-board-presentation?qid=b3bc528c-cc41-4675-b1a0-
b1a0-a767ef59591e&v=qf1&b=&from_search=6
a767ef59591e&v=qf1&b=&from_search=2
http://www.slideshare.net/donnajeane/onboarding-powerpoint-presentation?qid=b3bc528c-cc41-4675-b1a0-
a767ef59591e&v=qf1&b=&from_search=4
Articals
1. Efficient-Client-Onboarding banksfiancial
2. Onboarding EPG- FINAL
3. Onboarding guidelines – Belmont
4. on-boarding-orienting-to-success full day by date report
5. retaining_employees_onboarding
6. SOL_1210_Improving_current_Client_Onboarding_Processes_BAM_HAA
70

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lOMoARcPSD|24313595

Master in business administration (DAV University)

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Summer Training Report

NEW EMPLOYEE ONBOARDING

The Road to Long-term Success

Submitted in partial fulfillment of the requirements of

Master of Business Administration (MBA)

Amity University, HARYANA

Under the Guidance of: Submitted By:

Amity Business School

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S.NO CONTENT PAGE NO.

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“New employee Onboarding”

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I am obliged to staff members of KNOWLEDGE VENTURES for the valuable information

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Onboarding as defined by George Bradt and Mary Vonnegut (2009) is:

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“6.2 months is the breakeven point for new managers.”

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Onboarding is a multifaceted operation influenced by a number of factors pertaining to both

1. New employee characteristics

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2. New employee behaviors

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1. Van Maanen and Schein model (1979)

• Collective versus Individual socialization

• Formal vs. Informal socialization

• Sequential vs. Random socialization

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• Fixed vs. Variable socialization

• Serial vs. Disjunctive socialization

• Investiture vs. Divestiture socialization

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2. Jones' model (1986)

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OBJECTIVES AND CONCEPTS

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Definition, Meaning and Concepts

Meaning and concept of Onboarding

Objectives of the study

• 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.

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Scope of the study

Limitation of the study

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• Putting the new employees at his ease.

General Onboarding process: