Employee Onboarding Research Articles

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.

New Employee Onboarding

New Employee Onboarding

Employee onboarding and satisfaction in US manufacturing companies

PurposeThe purpose of this study was to identify primary issues related to employee onboarding and satisfaction in US-based manufacturing companies.Design/methodology/approachIn total, 19 focus groups using semi-structured interviews with senior management, middle management, tenured employees and new employees were conducted with personnel from five manufacturing companies located in the Midwest USA. Onboarding procedures, training manuals, employee satisfaction surveys and performance evaluations were subsequently reviewed.FindingsInsufficient onboarding, poor communication and a perceived lack of support were reported as satisfaction concerns by manufacturing employees. In addition, management had vastly differing perspectives regarding the work environment when responses were contrasted with those from new or tenured employees.Originality/valueThis paper reveals contributing factors that influence satisfaction early and throughout an employee’s tenure with small- to medium-sized US manufacturing companies.

Analysis of Employee On Boarding in Organisations

Enterprises have realized that new employee onboarding being the focal point is key to employee prosperity in the organization. Revenue is a crucial defining factor to determine the development of a company. The key differentiator being employee satisfaction. Employee satisfaction not only determines their productivity but also the overall health of the organization. In order to get a better response, the employees have to be introduced to the work environment and culture slowly at the initial stages of employment to maintain employee satisfaction and maximize productivity. However, Organisations come across several challenges with accommodating several generations before devising a suitable onboarding procedure. This paper tries to break down the reasons for effective onboarding and the different onboarding methods being employed by companies and start-ups.

Harmonization of the human resource audit in the field of international practice

The article explores the possibilities and problems of the process of harmonization of the HR audit in the field of international practice, taking into account the specifics of the market environment of Ukraine. The views of different authors on the problem of HR auditing were investigated. The idea was justified that the harmonization of accounting and financial reporting of economic entities is closely linked with the globalization of economic processes and the economy as a whole on a global scale, the processes of informatisation and digitalization of society, the same as for HR processes. During considering the concept of “HR audit” it should not be forgetting about the legislative component — HR audit is aimed, inter alia, at identifying violations with the law for timely management of weaknesses in the policy of the enterprise in the field of labor. Categorization of observations by impact of importance (high-risk, medium-risk, low-risk — categorization) was investigated; examples for high-risk observations (on the example of: workforce planning, service contract modalities) and medium-risk (on the example of: recruitment process governance, alignment of strategy and work plans, HR functional capacity in Country Offices, talent acquisition in Cos, recruitment processes in Cos, employee on-boarding, training and separation, national non-staff salary scales and pay adjustments, staffing and structure review exercises, social security transfers to service contracts, automation, information and data management, oversight of HR functions in Cos) are given in consideration with agreed actions of HRM and auditor. The ratings (satisfactory, partially satisfactory or unsatisfactory) of an HR audit that are part of the system of evaluating the adequacy of company’s audit risk management, control and governance processes were investigated. The point that the human resource auditing is something that many companies do annually, just as they audit their financial information (despite of their field of activity) is overlined in the article. The harmonization of the HR audit in the field of international practice is a process of unification of methods and principles of auditing in the form of standards is observed.

Employee on-Boarding and Sustainable Consumer Satisfaction: An Assessment of the Customer Responsiveness of the New Hires and the Transitioning Employees Inherited by the Ikeja Electricity Distribution Company (Ikeja Electric), Lagos From the Privatized Power Holding Company of Nigeria (PHCN)

Employee on-Boarding and Sustainable Consumer Satisfaction: An Assessment of the Customer Responsiveness of the New Hires and the Transitioning Employees Inherited by the Ikeja Electricity Distribution Company (Ikeja Electric), Lagos From the Privatized Power Holding Company of Nigeria (PHCN)

Enterprise Integration of Employee Onboarding Process Using Zachman Framework

Enterprise Integration of Employee Onboarding Process Using Zachman Framework

Justifying Workplace Hazing: Workgroup Cohesion and Social Dominance Orientation

Workplace hazing has received relatively little attention in organizational sciences, despite its function and presence in new employee onboarding experiences. Because of its likely undesirable con...

New employee onboarding – psychological contracts and ethical perspectives

PurposeThe purpose of this paper is to identify the ethical implications of treating new employees with high consideration and respect for their needs and to explain how this expectation honors the psychological contract between employers and their incoming employees. By providing a specific model for improving the onboarding process, this paper also provides helpful information for practitioners in addressing this important task.Design/methodology/approachThe process for onboarding and assimilating new employees in the modern organization is often ineffective – despite the fact that this important task is acknowledged to be vital to the success of those employees and important to their organizations. This conceptual paper addresses the problems of new employee orientation from an ethical and psychological contract perspective and suggests a ten-step model to improve the onboarding process.FindingsThe paper confirms that onboarding is not done well by organizations, that employees expect that they will be treated with appropriate concern for their interests as part of their assumptions in coming into a new organization, that onboarding new employees is fraught with ethical implications, and that the process can be greatly improved by following the ten-step model provided.Research limitations/implicationsThe paper provides opportunities for practitioners to apply their proposed model and enables scholars to test the impact of incorporating the steps of the ten-step onboarding model.Practical implicationsIneffective onboarding has significant ramifications not only for the efficiency of organizations but also for the effectiveness of incoming employees. Understanding the implicit ethical issues in the onboarding process enables organizations to improve the employer-employee relationship and honor their responsibilities to incoming employees.Social implicationsIn a world where trust in leaders and organizations has declined, understanding the implications of the psychological contract expectations of incoming employees and honoring an organization’s obligations to those employees is likely to increase employee trust and commitment while benefiting the organizations that apply the proposed model.Originality/valueThe topic of onboarding employees has not been fully understood by busy organizations and this paper addresses the ethical and psychological implications of effective onboarding and its contributing value for both the organization and the new employees affected by the onboarding process. The ten-step model provides a useful checklist for human resources staff and for the organizational leaders who oversee them.

Employee onboarding: identification of best practices in ACRL libraries

PurposeThe purpose of this paper is to identify best practices of employee onboarding, the process by which a new employee is introduced to an organization and its vision, mission, and values.Design/methodology/approachResearchers requested that members of the Personnel Administrators and Staff Development Officers Discussion Group of the Association of College and Research Libraries (ACRL) share documents related to employee onboarding and three researchers independently reviewed the documents. The collected documents were compared to the socialization model proposed by Raymond Noe, including the detailed aspects of the organizational phase and the key components identified in the best practices literature.FindingsIn total, 17 institutions submitted documentation for review. All institutions discussed at least one or more of the key areas identified in the socialization process. Every institution in the study included a discussion of job expectations and evaluation criteria (100 percent); ten (59 percent) discuss mission, vision, and values; however, topics such as culture (five or 29 percent) and politics (one or 6 percent) were infrequently covered. Onboarding programs varied in length (one week to more than six months). Check lists were the most common tool used to manage the onboarding process. Other notable topics covered include dealing with change, understanding the team‐based environment, diversity, library awards and library fundraising.Research limitations/implicationsBecause of the limited number of documents examined in this study, the research results may lack generalisability. Therefore, researchers are encouraged to test the proposed propositions further.Practical implicationsMoving from a traditional new employee orientation model to a best‐practices onboarding model will require HR professionals to conduct an internal assessment of the current program.Originality/valueDue to the high cost associated with recruiting new employees, the need for new employees to be fully functional and engaged as soon as possible, and the need to communicate performance indicators, the need to share best practices is important.