A decade of evolution in project leaders onboarding process at a global software company: a case study

Abstract

CONTEXT: The software industry, characterized by its high turnover and constant change in its production process, also demands continuous improvement in its newly hired employees’ onboarding and training processes. OBJECTIVE: This work investigates how the onboarding and training processes for new employees in the project leaders department evolved over a decade. METHOD: We employed a descriptive case study, using interviews, an electronic questionnaire, and document analysis to examine the transformation of fundamental aspects such as (i) learning strategies, (ii) support materials, (iii) guidance and mentoring, and (iv) the impact of the onboarding process on the emotional states of newcomers. RESULTS: The results highlight the importance of guidance and mentoring to consolidate knowledge shared through training, self-study, and experiences in applying the problem-based learning approach. Furthermore, given the dynamic and evolving nature of the software industry’s production processes, it presents the challenges of creating and maintaining support materials to aid the onboarding process. Finally, the onboarding process’s impacts on newcomers’ emotional states are presented. CONCLUSION: Effective management of critical factors can foster a learning environment that facilitates the development of skills and abilities more efficiently, promotes emotional well-being, reinforces self-efficacy, and increases newcomers’ productivity. By recognizing the interdependence of these elements, organizations can develop more integrated and flexible training strategies, optimizing the development trajectory of newcomers.