Employee Onboarding Research Articles

First Love: Challenges and learnings during interdisciplinary collaboration

In this article, we share our experiences working in an interdisciplinary team to design and implement an innovative employee onboarding journey. This project was the first-of-its-kind for an internal Talent Management team and demonstrated to all parties involved the benefits of creative collaboration and the participation of diverse expertise when designing experiences.

UNLOCKING ONBOARDING SUCCESS: ESSENTIAL KEYS TO EMPLOYEE INTEGRATION

Onboarding, the process of integrating new employees into companies, involves a wide range of techniques and opinions in academic literature. This study explores the complex aspects of onboarding, analysing several terms such as "employee onboarding," "organizational socialization," "orientation," "assimilation," and "hazing." This research tries to clarify the conceptual landscape of employee integration by drawing from a thorough review of the literature. This study provides a structured classification of determinants that lead to successful onboarding, offering valuable insights into key elements that enhance staff integration. Organizations may enhance their onboarding procedures by comprehending these determinants and how they interact, creating a conducive environment for new employees, which can lead to successful onboarding.

The Effect of Onboarding Employees on Talent Retention: A field research in a Sample of Iraqi Private Banks

The purpose of this research is to understand the nature of the relationship and the level of impact between employee onboarding and talent retention. Employee onboarding assists employees adapting the social aspects of the organization and their new roles more easily, thereby increasing their productivity, satisfaction, and loyalty. The research also aims to identify the factors that encourage employees to stay with the organization. The research problem is highlighted by a talent shortage and the difficulty of identifying the factors that facilitate the integration of employees into the workplace and their retention within the organization. Moreover, it seeks to determine the extent to employee onboarding as one of the essential requirements for organizations, affects talent retention and prevented loss them. the research was conducted in 12 private banks in Iraq, with a total of 147 respondents from employees in the upper and middle-level management positions. The primary data collection tool is a questionnaire. Data analysis and hypothesis testing were conducted using various computer software programs such as (SPSS V. 26) and (Amos V. 26). The results of the research indicate a significant impact of employee onboarding on talent retention.

The Impact of Artificial Intelligence in Employee Onboarding Programs

Problem Employee onboarding is one of the most important phases of an employee’s life cycle. Human resources (HR) is vital in setting employees up for success, particularly during this employment stage. Some organizations lose employees before they have had a chance to learn about and acclimate to the organization. An ineffective onboarding program may contribute to high turnover costs and low employee retention. Solution This article discusses emerging trends in the role of artificial intelligence (AI) in human resource development (HRD) and how AI is being used to develop more effective and efficient processes and programs. Recommendations for practitioners will include how AI may create an informative and engaging onboarding program that may increase employee retention. Stakeholders Organizational development (OD) and learning and development (LD) professionals who want a more effective employee onboarding program that will provide the knowledge employees need while creating an engaging learning experience.

Research on Alibaba company’s Digital Human Resource management and Recruitment Information Platform: A systematic case study

In the 21st century, As data-based human resource management, AI HRM technologists and digital recruitment have become a major trend in the development of enterprises, the multi-faceted video interview artifact will help enterprises to digitally transform their recruitment and create a revolution in video interview efficiency. Although Human resource management, digital recruitment, and the training of talents have gained a lot of experience and methodology. Moreover, This study also uses the Documentary analysis and TAM theoretical model for analysis. The aspect of digital human resource management includes many factors. Alibaba company starts from the human business and human resource meets the end of the business. Alibaba company defines five key end-to-end digital processes and specifications here: employee onboarding, employee deployment, and employee satisfaction. Performance-based compensation, employee ability training, and employee turnover optimization. To sum up, The research of this paper mainly uses the mixed method of qualitative analysis and quantitative mixed analysis to conduct research and analysis, and uses excel or SPSS 27 software to perform ANOVA analysis on the sample data, and concludes the importance of human resources digitization and recruitment to Ali-baba company. The findings of the study not only not only deepen the research on the development of digital human resource management in enterprises, but also provide valuable reference for the research and development of AI technology and new digital technology for human resource management and recruitment platforms.

Effectual Onboarding Practices as a Pre-Requisite for the Newly Hired in the Industrial Sector of Kerala

In an organization, onboarding practices are mandatory for newly recruited employees for acquiring relevant job specific skills. This paper aims to explore whether the new employee onboarding practices are implemented effectively in the industrial sector of Kerala. For this purpose, the study utilized the multi-stage random sampling technique. The sample data was collected from 405 new employees in the industrial sector of Kerala by using a structured interview schedule. The One Sample t-test and Independent Sample t-test were used for analyzing the data. The major findings of the study reveal that the new employee onboarding practices were implemented in the industrial sector, but it was identified that these practices were more effectively implemented only in the service sector and medium-scale industries in Kerala. The study suggests that the manufacturing sector industries as well as the small-scale industries should implement new employee onboarding practices effectively to make the new employees adapt more comfortably and to adjust themselves with more ease to the organization and to make them happy and content.

Employee onboarding in human resources processes

Employee onboarding in human resources processes

Augmenting Frontline Service Employee Onboarding via Hybrid Intelligence: Examining the Effects of Different Degrees of Human-GenAI Interaction

Augmenting Frontline Service Employee Onboarding via Hybrid Intelligence: Examining the Effects of Different Degrees of Human-GenAI Interaction

РЕАЛІЗАЦІЯ ІННОВАЦІЙНИХ РІШЕНЬ В УПРАВЛІННІ ПЕРСОНАЛОМ ГОТЕЛЮ

To date, the hotel business of Ukraine is in a state of crisis: many enterprises have ceased operations, some are located in the occupied territories or have suffered destruction, the lack of tourists and the mass outflow of qualified personnel, all this negatively affects the tourism industry and the economy of the country as a whole. In this regard, hoteliers need to introduce new services, attract consumers of hotel services and find innovative solutions for managing accommodation. In the field of service, the human factor is the main factor in the provision of services, therefore, for the effective management and operation of a hotel enterprise, it is necessary to conduct training and professional development of personnel. The research methodology was based on the use of methods of systematic and theoretical analysis, analysis of sources of information on the research problem, and the method of comparison. The article discusses the concept of personnel management in hotels, as well as classical and modern management methods. Taking into account that time does not stand still and new strategies in education are emerging, innovative solutions for training specialists in the hotel sector have been researched. The most popular currently are: elearning system, onboarding, training programs, coaching and motivation programs. All of the above methods are effective, but their combination is the most successful for management. The adaptation of newly hired personnel is of particular importance in the crisis period, in this regard, the stages of the employee onboarding process are considered. Training programs are very popular among hoteliers, so the most popular types of them were investigated as part of the article. The need for systematic training of hotel employees as a basis for increasing the efficiency of their activities and improving the quality of hotel service has been proven. The use of the proposed methods of management and training of hotel employees will accelerate the adaptation of newcomers, professional development of their skills and knowledge, improve communication with visitors and management, increase motivation and reward, care for the well-being of employees, and systematic monitoring and evaluation will help ensure the successful future of the hotel enterprise. The results of the conducted research create a basis for further study of the problem of implementing innovative hotel management solutions, and also require practical implementation in hotel enterprises.

The Effects of a Short-Term Corporate Social Impact Activity on Employee Turnover: Field Experimental Evidence

Short-term corporate social impact activities, wherein employees participate in firm-sponsored prosocial initiatives, are becoming increasingly common. However, it remains unclear whether short-term social impact activities affect employee behavior in a manner of relevance to the firm. Theoretically, arguments could be made in favor of or against the likelihood that such short-term activities would increase firm-benefitting employee behavior. We utilized data from a randomized field experiment implemented at a large Latin American bank to examine whether a short-term social impact activity can be beneficial for firms, focusing on one important outcome: turnover. Newly hired employees were randomly assigned to a short-term social impact activity as part of the new employee onboarding process or not. Notably, we find causal evidence that a day-long, short-term engagement reduced employee turnover almost a year later. We explore potential mechanisms behind this effect and find that employees’ perceptions of organizational justice help to explain the effects of the intervention on turnover. We also explore heterogeneous treatment effects and find more substantial effects for male, rather than female, employees. This paper advances the literature on the implications of corporate social responsibility (CSR) practices by shedding light on the causal mechanisms through which a theoretically underexplored and practically relevant type of CSR activity can benefit organizations and their employees. This paper was accepted by Lamar Pierce, organizations. Funding: The authors acknowledge funding from NSF through the Learning the Earth with Artificial intelligence and Physics (LEAP) Science and Technology Center (STC) (Award #2019625). Supplemental Material: The data files are available at https://doi.org/10.1287/mnsc.2022.01517 .

Employee On-boarding Experience in a Hybrid, International Set-up

How can a company deliver an effective on-boarding experience at scale, with high numbers of new hires, across different geographies? In this article we discuss how adopting an inclusive approach, embracing complexity and applying incremental innovation have been key to success in rethinking the employee on-boarding experience at Doctolib, a multi-national health-tech organisation based in France.

Design Elements of Conflict: A Design Study of a Gamified Smartphone Application for Employee Onboarding

AbstractGamification, the use of game-like elements in non-game contexts, has gained popularity in the field of human resources. However, little research has been conducted on the use of gamification in the employee onboarding process, specifically in terms of socializing and assimilating new employees into an organization. This study aimed to explore the design, development, and implementation of a gamified smartphone application for employee onboarding in a manufacturing company. Ethnographic data was collected over the course of 60 weeks through participation at various field sites and analyzed using thematical analysis with a human-centered design focus, examining the meaning attributed to the gamified application by different stakeholders within the organization. The results showed that different stakeholder groups attributed different and sometimes conflicting meanings to various design elements. The key finding was the identification of four bipolar design dimensions that both supported and hindered the design among stakeholders. These findings have both academic and practical implications for the design of future gamified employee onboarding tools in large enterprises.

The Relevance of structured onboarding in the assimilation of organizational culture

This article presents as its theme the relevance of structured onboarding in the assimilation of organizational culture. In this context, the conceptualizations related to organizational culture were developed based on the research of several authors who deal with the onboarding theme. The general objective of this scientific article, taking into consideration the theoretical definitions used in the development of this work, was to analyze the relationship and impacts that the onboarding process has on organizational culture. The specific objectives established seek to reflect and describe the onboarding process, the relationship with the Human Resources sector and organizational culture, and finally, to analyze how a structured process aligned with organizational culture occurs. In this context of objectives, this article used bibliographic research methodology, through theoretical sources that provide data to be explored. Following this perspective, it was found that the impact of the employee's onboarding strength contributes to the appropriation of organizational culture. It is concluded, therefore, that the importance of the notions of organizational culture are better assimilated in the work environment from the perspective of a structured onboarding process.

Efficiency of the remote onboarding process

The article considers theoretical approaches and practical aspects of the remote onboarding process, which is a modern approach to effective adaptation of new employees and consolidation of newly hired employees in the company in the conditions of remote mode of selection and organisation of personnel work. The article systemises and characterises the main stages of remote onboarding of personnel (preparation for remote onboarding; familiarisation of the newly hired employee with the company and work processes; education and training; completion of the onboarding process (feedback)), the sequential passage of which will help the company to ensure effective inclusion of new employees in the work process. The author considers the challenges and problems that a company and a new employee may face when implementing onboarding in a remote mode. The strengths and advantages of conducting employee onboarding remotely are described. The author substantiates approaches that will help ensure an effective remote onboarding process and make the first working days of a new employee comfortable and productive, as well as contribute to the retention of personnel in the company and the formation of loyalty of new hires. It is emphasised that an important component of successful remote onboarding is the use of modern practices (use of technology; involvement of a mentor for a new employee; ensuring access to the necessary information; planning an action plan and specific professional tasks for a new employee; regular cooperation and feedback), which will help ensure effective training and inclusion of a new employee in the work process during the adaptation period. The author considers the need for certain resource support for organising the onboarding process in a remote mode. Attention is focused on the need to evaluate the effectiveness of the remote onboarding process, which will be useful for developing and improving further remote training and development programmes for employees in the company, and will help not only to identify problems and positive aspects of the process, but also to improve it.

Employee Experience Design of the Employee Onboarding Process at a medium scale Manufacturing Company

Employee Experience Design of the Employee Onboarding Process at a medium scale Manufacturing Company

Employee Onboarding Experience: An Antidote for Counterproductive Workplace Behaviour

Employee Onboarding Experience: An Antidote for Counterproductive Workplace Behaviour

Nurse Practitioner Leadership Essential: Ensuring a Positive Onboarding Experience for New Nurse Practitioners.

This month's column highlights the importance of a comprehensive employee onboarding program for newly hired nurse practitioners and 6 essential components for a successful program.

Employee on Boarding RPA (Robotic Process Automation)

The topic of employee onboarding robotic process automation, or RPA, in the workplace tends to bean emotive one. Critics cite nightmare scenarios ranging from the loss of back-office jobs to a full-scale dehumanisation of processes. HR is one of the areas now looking seriously at incorporating RPA into its working processes and a lot of the focus is on the onboarding function. The onboarding process equips new joiners with the necessary knowledge, skills and behaviours to prepare them for their new workplace. This process usually begins before the first day and subsequent addition to a company’s payroll and internal databases, and is an essential part of embedding a newly-recruited employee in the organisation. The idea of removing human input from the traditionally core HR activities of recruitment and embedding of new joiners might seem high risk to some, but it’s extremely easy to make the benefits of targeted automation clear.

Understanding Virtual Employee Onboarding (VEO): The New Normal and beyond

The article analyzes the intricacies of Virtual Employee Onboarding programs (VEO) from the beginning of the Covid-19 outbreak and beyond. The paper aims to understand the strategic significance of the Virtual Onboarding process with recent corporate illustrations of onboarding programs. Besides, the literature discusses the ideal Virtual Onboarding process with examples of the commonly used tools. An effective VEO program is highlighted with the necessary conditions and the program components that should be incorporated to make an inclusive and enriching virtual onboarding experience. There are managerial implications drawn from the research: sophisticated, technology imbued virtual Onboarding can be designed, and the tools and company practices can be applied in the business context of Onboarding. Lastly, the challenges and emerging trends can be insightful to VEO practices for creating an amazing new employee onboarding experience.

Virtually new: A case description of a health system's new employee orientation COVID‐19 response plan

As a result of the novel Coronavirus of 2019 (COVID‐19), everyday life was transformed globally. With this, organizations were faced with the need to strategically and empathetically balance employee safety with business continuity as their survival largely depended on enacting immediate response measures by shifting to working remotely. When work moved online, essential programs including new employee onboarding, required a transition to virtual learning and development. This case description outlines Jackson Health System's COVID‐19 New Employee Orientation (NEO) response plan through the lens of andragogy, with an emphasis on technological considerations. Following a description of decisions and responses to design and execute the virtual orientation program, a discussion is presented of three overarching lessons learned in the process: Virtual onboarding is a necessarily iterative process; virtual onboarding must be intentional; and the technological divide must be addressed. Recommendations for human resource development (HRD) research and practice are offered.