Abstract
The article summarizes the results of a comparative study of the eff ectiveness of popular measures included in corporate onboarding programs in foreign and Russian practice. Data are presented confi rming the positive impact of a structured and balanced onboarding process on staff recruitment and retention, indicators of engagement and performance. Along with this, there is a discrepancy between the requests of applicants and employees and the perceptions of employers when managing onboarding. It substantiates recommendations on expanding the practice of socializing new employees, introducing them to the norms of corporate culture, introducing separate tools for communication, conducting joint events, lengthening onboarding programs and their personalization, and using niche training and microtraining during the adaptation period. The necessity of refl ecting in the onboarding programs changes in the structure of the workforce, including “alternative workforce” is emphasized.
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