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Final Project: Developing a Proposal for a New Employee Onboarding Program This assignment is worth 20% of your final grade. It requires you to synthesize what you have learned throughout the term to...

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Final Project: Developing a Proposal for a New Employee Onboarding Program

This assignment is worth 20% of your final grade. It requires you to synthesize what you have learned throughout the term to create a proposal for a new employee onboarding program. This is a major research and writing assignment that addresses all course objectives. You must complete this assignment individually, without contacting other students. Please do not use a paper or any part of a paper from a previous course or from another person in completing this assignment. Doing so is a violation of the Academic Integrity Policy and the Departmental Policy on Originality. You can read more about these policies in our syllabus. If you have any questions about this assignment, please post them in the Ask the Professor discussion forum so that everyone can benefit from the answers.

THE SCENARIO

Adapted from:

Jones, F. S XXXXXXXXXXOrganizational entry and socialization (OES) – A case study. Retrieved from http://www.shrm.org/Education/hreducation/Documents/OES_Case%20Study_IM_final.pdf

Jill has accepted a position as a business consultant in your company. She has an MBA and five years of experience as a business consultant. Jill was happy at her previous job, but was drawn to your company by promises of high visibility consulting assignments, fast-track promotional opportunities, a higher salary, and performance-based bonuses.

On Jill’s first day, she is greeted by the department’s administrative assistant, who profusely apologizes that Jill’s manager will be unable to meet with her until 11:00 a.m. The manager is in a meeting that is running longer than expected. The administrative assistant escorts Jill to her new office and gives her a stack of papers to complete. She tells Jill that she will be back in about an hour, and shows Jill the restroom and the break room before she hurries back to her cubicle.

Jill looks around her office and notices that she has no supplies. There is a computer on the desk, but she doesn’t have a password and can’t find any instructions for how to log on. Using her own pen, Jill completes the forms in about 15 minutes. As she’s working, a few people pass by her office, but no one stops to greet her and since they all seem rushed, Jill doesn’t introduce herself. After about an hour, Jill’s manager comes into the office. The manager apologizes for not being available to greet Jill and hands her four large binders, one for each project Jill will be working on. The manager tells Jill she should spend the remainder of the day reading the content in the binders and preparing for a meeting the next morning, when she will present her ideas for how to proceed in each of the projects. The manager also gives Jill a list of 10 online orientation courses and tells her that in accordance with human resources policy she must complete all 10 within the next two weeks. Unfortunately, since the IT department is backlogged, it might take a day or two to get Jill access to the system. In the meantime, the manager suggests that Jill keep herself busy by reading the project binders and introducing herself to her colleagues. The manager tells Jill that there is a deli across the street where she can have lunch, and that the human resources department is located on the third floor. Someone from HR will take care of the paperwork Jill completed and make sure she gets her employee ID; HR will also give Jill a tour of the facility. The manager then rushes off to another meeting before Jill can ask any questions.

Jill makes her way to the third floor, where she is directed to a classroom filled with rows of computer terminals. Although there are three new hires from other departments present, no one from HR is there to greet her. After about five minutes, an HR representative comes into the room, boots up the computer, introduces himself, and proceeds to read from a series of PowerPoint slides. He answers some questions but is unable to answer all of Jill’s questions, such as the effective date for her benefits. Once he finishes his presentation, he introduces a representative from the IT Department, then leaves the room. The IT representative also uses a PowerPoint presentation and rushes through key information, including how to log into the system and how to connect desktop computers to the shared printer. The IT representative tells the employees that all of the information she has presented is available on the company’s intranet. When she finishes her presentation, she tells the new employees to return to their departments.

Jill goes back to her department. Two of her new co-workers stop by her office and invite her to lunch. During lunch they warn Jill that it can take a long time to get access to the different computer systems she will need to do her work and tell her she should make daily phone calls to Tech Support. They also tell her that if she has any questions about her consulting assignments, she should ask one of them, because the manager is fairly new and still doesn’t really know the company’s processes and systems.

After lunch, Jill returns to her office and asks the administrative assistant for a company directory or a departmental contact list. The administrative assistant tells Jill that all contact information is available on the company intranet and that she had called Tech Support to ask them to put a rush on getting access for Jill. She assures Jill that she will have access to the intranet within 24 hours; however, it will take longer to get her access to the project management system and the expense reporting system. Jill goes back to her office and begins reading the project binders so she can prepare for the morning meeting with her boss.

Six Months Later

Jill is struggling to learn the corporate culture, the consulting methods used by the company, and the performance expectations of her job. Her manager and her peers are all very busy and while they willingly answer any questions she asks, no one volunteers any information, so Jill learns a lot by trial and error, or just watching others. She has decided to start looking for another job. She is not the only one to do so. In fact, turnover of business consultants at your company is at an all-time high. The cost of recruiting, hiring, and developing consultants who resign within six months is negatively affecting the company’s bottom line. In addition, clients are beginning to complain about having to get used to a new consultant every six months or so and several have threatened to take their business to another firm. The president of the company has asked the director of human resources to investigate the high turnover and create a strategy for retaining these highly paid, talented employees.

Your Role in the Scenario

You are the manager of the training department. You report to the director of human resources, who discussed the president’s concerns in a staff meeting with the department heads in the human resources division. You and the other department heads have been asked to provide recommendations to address the turnover issue.

Last week, you and the manager of the recruitment and staffing department collaborated to conduct a needs assessment by (1) holding focus group meetings with consultants who have been with the company for less than one year, (2) interviewing the managers of these new consultants, and (3) examining exit interview data from consultants who left the company in the past two years. You discovered a theme in the data: current and former consultants did not feel supported in their first few months of hire. Instead, they spent much of their time trying to learn the company’s policies and procedures and trying to get access to the different systems. As a result, they made mistakes, missed deadlines, and had to rewrite reports that didn’t conform to company guidelines. The managers you interviewed wanted their new consultants to quickly reach high levels of productivity, but they didn’t know how to help the new consultants learn what they needed to know.

You believe the company should invest in creating a formal onboarding program for newly hired consultants. The director of human resources is intrigued by your idea but wants to know more. How much will such a program cost? How will the company know if it is effective?

YOUR TASK

Your task is to create a proposal for an onboarding program (also known as an orientation or organizational entry and socialization program) for new consultants in your company. Although you may be tempted to create an onboarding program for all new employees, for purposes of this assignment you should limit your proposal to new consultants only.

The term “orientation” is often used to describe both short-term and longer-term socialization processes. For purposes of this assignment, we will use the following definition of onboarding: “a strategic process used to attract and engage new employees, reinforce their job selection, acclimate them to the corporate culture, and help them to get to meaningful contribution levels as efficiently as possible” (Lamb, 2011, p. 58).

Your proposal should be 10-15 double spaced pages in length, excluding the cover page, reference list, and any optional appendixes. Please use one inch margins and a font size of at least 11 points; please do not include any spaces between paragraphs. You must include a minimum of 10 references in your proposal. You should cite scholarly sources published within the last 10 years. Please note that the websites of consulting firms are not appropriate sources. There are several articles in the eReserves area (located in the Course Resources module) of our classroom will give you a head start on your research. I strongly recommend that you use the UMUC library to search for additional appropriate articles.

Your proposal must include the following elements (not necessarily in this order; feel free to organize your proposal in a way that makes sense to you):

  • A cover memo from you (the manager of training) to your boss (the director of human resources) that clearly outlines the problem and describes why an onboarding program for new consultants will address the problem.
  • An overview of the program, including the objective(s), length, and location of the program (see the Week XXXXXXXXXXmaterials on writing objectives).
  • Descriptions of:

o the elements of the program, the content to be covered, and the training methods to be used.

o the length of time (hours, days, weeks, months) for each segment of the program.

o specific methods to ensure transfer of learning (see Week 4 materials).

o the person or group responsible for each segment of the program.

o your plan for evaluating the program, including the specific outcomes to be measured and methods for measuring them (see Week 6 materials).

o estimated costs associated with developing and implementing the program, such costs for materials, guest speakers, facilities, etc.

  • A properly formatted reference list. Please use APA format for all citations, quotations, and references.

You may include a table or chart that provides a visual overview your proposed program. Put such supplemental materials in clearly labeled appendixes following your reference list (tables and charts do not count toward the page length requirement). Support your recommendations about program, including content, length, and methods, with citations from your research about best practices in onboarding programs.

ADDITIONAL INFORMATION

Feel free to give the company a name and to make up details about the composition of the HR function. If you are assuming that the company already has certain elements for an onboarding program in place, make sure you describe those elements. For example, you can decide that the company already has technology in place that you will use in your proposed onboarding program.

Your proposal will have more impact if you provide an estimate of how much the turnover of consultants costs the company. Below are links to turnover cost calculators you can use to estimate these costs:

https://us.drakeintl.com/clients/tms/the-cost-of-turnover-calculator/?ux=3469

https://www.adeccousa.com/employers/resources/cost-of-turnover-calculator/

For purposes of this assignment, you may estimate costs for the program using realistic made up numbers. You can decide how much consultants in the company earn, the cost of buying off-the-shelf training programs, the cost of a new HRIS system, etc. If you want more realistic numbers, training program vendor sites, such as http://www.crmlearning.com/, are a good source of information about off-the-shelf training program costs. What is important is that you identify the total cost for developing and implementing your program.

SUBMITTING YOUR ASSIGNMENT

Please add the following statement to the cover of your paper:

This paper is my own work that I created specifically for this course and this section. All research or material I used in preparing this paper has been properly acknowledged within the assignment in accordance with academic standards for complete and accurate citation of sources.

Submit your assignment electronically via the assignment folder.

Name your file this way: YourLastNameFirstInitial_Proposal

(Example: DoeJ_Proposal)

Due date: Tuesday, August 4, 11:59 p.m. Eastern time

Please see the next page for the grading criteria for this assignment.

Reference

Lamb, J. (2011, May). Onboarding: Your next value-add?. Employee Benefit Advisor, 9(5), 58-59.


Criteria for Grading New Employee Onboarding Program Proposal

A

B

C

F

Points Earned

Quality of Content

(55 pts)

Student demonstrated exceptional knowledge of relevant theories and concepts; all required components of proposal were exceptionally well described; all statements and opinions were supported by appropriate citations from the literature.

55 – 50 points

Student demonstrated satisfactory knowledge of relevant theories and concepts; most of the required components of proposal were satisfactorily described; most statements and opinions were supported by appropriate citations from the literature.

49 – 44 points

Student demonstrated less than satisfactory knowledge of relevant theories and concepts; some required components of proposal were not satisfactorily described; some statements and opinions were not supported by appropriate citations from the literature.

43 – 39 points

Student demonstrated unsatisfactory knowledge of relevant theories and concepts; several required components of proposal were not satisfactorily described; many statements and opinions were not supported by appropriate citations from the literature.

38 – 0 points

Comments

Quality of Research

(20 pts)

Student did an exceptional job of integrating course readings with additional research. Student cited more than the required number of references. Sources listed were all scholarly or practitioner journals or academic books from the last ten years.

XXXXXXXXXXpoints

Student did an satisfactory job of integrating course readings with additional research. Student cited the required number of references. Sources listed were primarily scholarly or practitioner journals or academic books from the last ten years.

17 – 16 points

Student did a less than satisfactory job of integrating course readings with additional research. Student may not have cited the required number of references. Some sources listed were not scholarly or practitioner journals or academic books from the last ten years.

XXXXXXXXXXpoints

Student did an inadequate job of integrating course readings with additional research. Student did not cite the required number of references. Many of the sources listed were not scholarly or practitioner journals or academic books from the last ten years.

13 – 0 points

Comments

Organization and Mechanics

(20 pts)

Student presented information in a logical sequence that was very easy to follow. Proposal had no major spelling and/or grammar errors. The page length requirement was met.

20 – 18 points

Student presented information in a mostly logical sequence that was fairly easy follow. Proposal had a few minor spelling and/or grammar errors. The page length requirement was met or may have been slightly exceeded.

17 – 16 points

Student presented information in a confusing sequence that was not easy to follow. Proposal had several major spelling and/or grammar errors. The page length requirement may not have been met.

XXXXXXXXXXpoints

Student presented information in an illogical sequence that was difficult to follow. Proposal had many spelling and/or grammar errors. The page length requirement was not met.

13 – 0 points

Comments

APA formatting

(5 pts)

All citations, quotations, and references were formatted correctly or contained only one or two minor errors.

5.0 – 4.5

Most citations, quotations, and references were formatted correctly or contained a few minor errors.

4.4 – 4.0 points

Several citations, quotations, and references were not formatted correctly or contained major errors.

3.9 – 3.5 points

Many citations, quotations, and references were not formatted correctly or contained many errors.

XXXXXXXXXXpoints

Comments

Total Points Earned

XXXXXXXXXXpoints max)

Overall Comments

Answered Same Day Jun 28, 2021

Solution

Nishtha answered on Jul 27 2021
130 Votes
Running Head: ONBOARDING PROGRAM PROPOSAL                    1
ONBOARDING PROGRAM PROPOSAL                            16
ONBOARDING PROGRAM PROPOSAL
This paper is my own work that I created specifically for this course and this section. All research or material I used in preparing this paper has been properly acknowledged within the assignment in accordance with academic standards for complete and accurate citation of sources.
Table of Contents
Cover Memo    3
Overview of the Program    4
Objective of the Plan    5
Length of the Program    6
Location of the Program    6
Description of the Program    7
Elements, Contents and Training Methods of the Program    7
Length of the Time    8
Specific Methods to Ensure Transfer of Learning    10
The Person or Group Responsible for Each Segment of the Program    11
Plan for Evaluating the Program    13
Estimated Cost Associated with the Program    14
Additional Information    14
References    16
Cover Memo
    MEMO
    To
    Director of Human Resource
    From
    Manager of training
    Subject
    Significance of the Onboarding Program for Resolving the Problem
    
Onboarding is a crucial time. It is a time when company tells about itself and its story. It creates huge impact on the new employee of the company. It is the best opportunity where organization can share its value, history, and vision and future prospects. A good onboarding process ensures that new employee comfort themselves to the organization’s rules and policies. It allows seamless assimilation of the new employee. Coming of the new employee is always an excited time for the organization. Both employee and organization have some hopes, new perspectives and skill required for the organization’s growth.
I know, you might thinking of the fact that it could add in cost of the organization. We recruit new employee and that it. This is the most important part, hiring and recruitment. Nevertheless, so
y to say sir, new employee wants good onboarding process. It creates huge impact on the new employee. This is because, anyone can portray the rosy picture of the organization on papers; it is significant to show practically to the new employee. If our company does not have stable platform for this purpose, the communication gap between employee and employer would widened.
Unfortunately, we have heard a number of times, how due to a lack of quality onboarding processes of our organization; we have failed or produced lack-luster results. It is crucial from an employee retention standpoint. Onboarding process will provide transparency to the new employee and helps to neutralize upcoming anxiety and confidence issues. It gives boast to the new talent so that they can come forward and share their suggestions and issues, Which is significant for both organizations as well as for the employee’s development. This training program is a great opportunity to establish necessary network in the organization. Moreover, this is necessary to ca
y new hire throughout later part of the organization, only if organization conducts a good and planned onboarding training process.
An excellent membership program would help the organization to increase confidence, better performance and a clear understanding for all employees regarding the vision of the organization. Denoting lack of onboard training program can have a bad impression of our organization and this can lead for motivation issues down the line. Face to face, conversation can clear other things also. I believe, you will take proposal in consideration. I am always available for any query from your side.
Thank you
_____________________
(Training Manager)
Overview of the Program
The timings of the employee onboarding are a critical decision. One cannot just conduct the onboarding process of the employee. The period after the hiring of the employee is a critical and important time period for both organization and employee. Human resource needs to provide the necessary onboarding experience and orientation tool, which facilitates a fine impression of the organization in the mind of the employee. The sooner new employee feel the connection, it is easy for the organization to retain them for a long time. As explained by Dostie (2018), a planned training onboarding program not only increases the productivity of the organization but also make employee flexible, agile and suitable for the organization.
This onboarding plan helps employee to be engaged and to retain information better. The practical portion of the whole onboarding program helps to catch interest of the employee and also delivery of the information in an efficient way. This program would not be long theoretical program that could bore the employee, employee would be telling things which they need to know. It is great opportunity for the new hirers to introduce her or him in from of all the members of the organization. They get a chance to introduce in unique aspects. It is important that objective of the onboarding process is to make new employee excited and welcome for the new workplace.
The orientation program, which is an onboarding process, is centralized, comprehensive and well-designed program that is not only to focus human resource paperwork but also to create proper engagement and coordination with new employee. The organization has already faced problem where, manager spent much of their time trying to learn the company’s policies and procedures and trying to get access to the different systems. As a result, they made mistakes, missed deadlines, and had to rewrite reports that did not conform to company guidelines.
The orientation process is the key aspects that initiate important aspect for the organization and that is “engagement”. As mentioned by Kumar and Pandey (2017) Orientation process also includes compliance part, which is the detailed information of the expectation from the employee. This part would future help organization to avoid chances of issues and e
ors. If employee, from the day one already knows about the compliance policy, law and rules. It protects the organization and reduces the time to adopt things.
Objective of the Plan
The goal of the onboarding program directs towards various process facilitation that is important for the organization as well as for the new employee. In addition, with improving retention of the employee, its goal is to reduce the hiring cost. The main goal of the onboarding program includes increasing comfort level of the employee as no matters how extrovert new employee would be. They are shy in first few weeks.
According to Amoah-Mensah and Darkwa (2016), onboarding program helps in improving their comfort level. Another objective is early contribution from new employee. This refers to connecting new employee from the resources internally as well as externally. Last objective is to improve employee’s commitment. New employee does not know about new culture and policies of the new organization. The plan’s goal is to harness new idea, talent and new perspectives from new employee and encourage their commitments towards the organization.
Length of the Program
The total length of the onboarding program would be 3 months. Many employees are uncertain and do not know about the su
ounding and environment of the organization at the beginning. They always take some reasonable time to find comfortable place in the organization, find social group and build relationship with other colleagues. Onboarding is the foundation step of the employee experience.
From an early stage, if the organization maintains connection with the new employee, it is easy for the organization to motivate them and make them adaptable with respect to any changes. Researches have shown that 30 % of the new employee relatively finds out in first three months that whether they are suitable for the organization or not. These first three months are very crucial for the employee as well. If there is low engagement level of the employee in this time period, s/he is going to leave the organization very soon. Three months are the standard length of the onboarding program.
Location of the Program
The training related to the onboarding process...
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