Directions (1-4)
1. Read Chapter 15 and in particular section 4.2 (pdf attachment)
2. Read this SHRM article about creating an effective onboarding program:
https:
www.shrm.org
esourcesandtools/hr-topics/talent-acquisition/pages/new-employee-
onboarding-guide.aspx
3. Read this follow-up article written by Allison Ellis (a PSU grad), Sushil Nifadkar (a colleague at
Georgia State), myself, and Be
in Erdogan (a cu
ent PSU professor) in Harvard Business
Review: Your New Hires Won’t Succeed Unless You Onboard Them Properly Download Your
New Hires Won’t Succeed Unless You Onboard Them Properly (pdf attachment)
4. Write a 500-word document considering the below questions
Questions to Consider as you Prepare to Write
From the textbook, we know that an organization’s culture may be one of its strongest assets, as well as
its biggest liability. Do you agree? Why or why not?
Be sure to explain your reasoning with examples from the book.
Why is onboarding important in the maintenance of organizational culture?
What can employees do to facilitate their own onboarding process?
What should organizations do to create an effective onboarding process according to the SHRM or HBR
articles?
What is your experience with being a newcomer? Did you think your onboarding experience predicted
your performance or tenure?
https:
www.shrm.org
esourcesandtools/hr-topics/talent-acquisition/pages/new-employee-onboarding-guide.aspx
https:
www.shrm.org
esourcesandtools/hr-topics/talent-acquisition/pages/new-employee-onboarding-guide.aspx
HIRING
Your New Hires Won’t Succeed
Unless You Onboard Them
Properly
y Allison M. Ellis, Sushil S. Nifadkar, Talya N. Bauer, and Be
in Erdogan
JUNE 20, 2017
Nicholas Blechman for HBR
https:
h
.org/topic/hiring
https:
h
.org/search?term=allison+m.+ellis
https:
h
.org/search?term=sushil+s.+nifadka
https:
h
.org/search?term=talya+n.+baue
https:
h
.org/search?term=be
in+erdogan
https:
h
.org
It used to be that onboarding was a process of just a few days, but new research shows that spending
as much as a year helping new employees get up to speed in the workplace is necessary to capitalize
on the skills, knowledge, and excitement they
ing to the organization. What’s more, companies
with successful onboarding programs are not just more likely to retain their new hires but even
eport measurable profit growth.
The first three to six months — when new hires are particularly susceptible to turnover — are most
critical. On average, companies lose 17% of their new hires during the first three months, one study
found.
Effective onboarding programs have the dual purpose of supporting both new employees and hiring
managers through socialization and professional support. For example, Google now uses an
electronic checklist to remind managers to discuss roles and responsibilities with new hires, set up
check-in meetings for the first six months, and match new hires with a peer buddy. Zappos offers
new hires a five-week course that teaches them about the culture and values of Zappos. At Twitter,
managers start thinking about onboarding well before a new hire’s first day by streamlining the
many steps and interactions that must occur to make a new hire’s first days at the company
welcoming and successful.
A meta-analysis conducted by two of us examined the findings of 70 separate studies and showed
that feeling socially accepted was a key factor in newcomer success. Integrating into the social
network matters, in part, because it
ings greater access to information and resources. Anothe
ecent study we conducted found that among software engineers in India, new employees sought
out more information when they felt connected to others in the organization.
A new employee’s manager is one of the most important people in the onboarding experience, and
gaining this person’s support may directly improve or undermine a new hire’s chances of
succeeding. In a study that followed 409 college graduates through their first two years on the job,
the degree of supervisor support that new employees felt during that time period had implications
for role clarity, job satisfaction, and even their salary over time. In another study we found that
https:
h
.org/2015/05/how-to-get-a-new-employee-up-to-speed
https:
www.bcgperspectives.com/content/articles/people_management_human_resources_leadership_from_capability_to_profitability
https:
www.shrm.org
esourcesandtools/hr-topics/talent-acquisition/pages/onboarding-key-retaining-engaging-talent.aspx
https:
www.eremedia.com/ere/wow-googles-simple-just-in-time-checklist-improves-onboarding-results-by-25
https:
www.tinypulse.com
log/companies-with-the-most-unique-employee-onboarding-practices
https:
www.trysapling.com
esources/top-7-employee-onboarding-programs
http:
psycnet.apa.org/index.cfm?fa=search.displayrecord&uid= XXXXXXXXXX
https:
www.ncbi.nlm.nih.gov/pubmed/ XXXXXXXXXX
http:
amj.aom.org/content/52/3/527.abstract
supervisors can promote or inhibit newcomer adjustment through their supportive or obstructive
ehaviors. This is critically important because it means that effective onboarding programs must
take into account not just the experience of the newcomer but also that of hiring managers.
We know that managers are busy and rarely have time built into their formal roles for the
onboarding of new employees. So what motivates managers to support new employees in thei
onboarding?
To answer this question, we conducted another field study of new software engineers in India, in
which we surveyed new employees and their direct managers at different points in their onboarding
experience. We focused our attention on why some employees received support from thei
managers while others did not. We found that because managers have limited time, they look fo
signals that new employees are committed to their own onboarding. In other words, new employees
who are proactive about their own onboarding will likely receive attention and support from
managers. Managers were more likely to provide new employees with helpful information when
employees actively sought out information about their role and worked at making connections with
new colleagues. Those who asked for and got help from their managers were more likely to succeed.
The potential downside is that managers may fail to support new employees whom they perceive as
eing less committed, which may or may not be an accurate assessment.
Even with elaborate onboarding programs, organizations need to be cognizant of the power of
informal interactions between new employees and their managers, taking steps to ensure that this
process facilitates onboarding rather than derailing it. It is important to encourage managers to
check in with new employees and make time to offer support. At the same time, new employees
should be encouraged to do their part to engage in and take control of their own socialization and
onboarding by asking questions, seeking out information, and taking advantage of opportunities to
meet fellow coworkers.
Allison M. Ellis is an Assistant Professor of Management and Human Resources at Cal Poly, San Luis
Obispo.
https:
www.ncbi.nlm.nih.gov/pubmed/ XXXXXXXXXX
Sushil S. Nifadkar is an Assistant Professor of International Business at George State University.
Talya N. Bauer is the Cameron Professor of Management and Affiliated Professor of Psychology at Portland State
University.
Be
in Erdogan is Express Employment Professionals Professor of Management and Affiliated Professor of
Psychology at Portland State University.
Related Topics: MOTIVATING PEOPLE
This article is about HIRING
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Pranesh Waran 3 months ago
Every things should handled properly
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