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Relevant bibliographies by topics / Employee onboarding

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Academic literature on the topic 'Employee onboarding'

Author: Grafiati

Published: 4 June 2021

Last updated: 3 February 2022

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Journal articles on the topic "Employee onboarding"

1

Kallur, Rhutu, and Sujata D. Badiger. "Analysis of Employee On Boarding in Organisations." Journal of University of Shanghai for Science and Technology 23, no. 06 (June 23, 2021): 1463–67. http://dx.doi.org/10.51201/jusst/21/06438.

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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.

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Caldwell, Cam, and Ray Peters. "New employee onboarding – psychological contracts and ethical perspectives." Journal of Management Development 37, no. 1 (February 12, 2018): 27–39. http://dx.doi.org/10.1108/jmd-10-2016-0202.

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Purpose The 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/approach The 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. Findings The 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/implications The 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 implications Ineffective 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 implications In 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/value The 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.

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Caldwell, B. Gail, and Cam Caldwell. "Ten Classic Onboarding Errors – Violations of the HRM - Employee Relationship." Business and Management Research 5, no. 4 (December 2, 2016): 47. http://dx.doi.org/10.5430/bmr.v5n4p47.

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Although many organizations and Human Resource Professionals overlook the importance of onboarding new employees, this Human Resource Management process is extremely important for transitioning employees and is a moral and ethical duty owed to those employees. This paper identifies ten classic onboarding errors and suggests solutions to those ethical missteps. By correcting these errors, organizations can improve the transition of their new employees, build trust and commitment, reduce employee stress, and increase new employee productivity.

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Guðmundsdóttir, Svala, and Linda M. Lundbergsdóttir. "Onboarding self-initiated expatriates." Journal of Workplace Learning 28, no. 8 (October 10, 2016): 510–18. http://dx.doi.org/10.1108/jwl-06-2016-0050.

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Purpose The purpose of this paper was to explore how Icelandic employees experienced the onboarding process when they started working for the Nordic co-operation. Design/methodology/approach A case study methodology was performed, where semi-structured interviews with Icelandic expatriates working for the Nordic co-operation were conducted, along with an open-ended questionnaire to the human resource manager. Relevant internet sites were analyzed along with job postings. Findings The results indicate that the Nordic co-operation could do better in relation to onboarding their new employees, particularly, in relation to the practical aspect of relocation. The expatriates reported to be satisfied with the work related onboarding and found a value in having a mentor or assigned individual who would take responsibility of introducing the new employee to work-related aspects. Research limitations/implications The number of interviews may be considered small when compared to other expatriate studies. Further, the results can only be considered as a first step in a longer process of mapping the ideal onboarding process for international assignees. Practical implications Based on the results, it was recommended that the Nordic co-operation should re-examine their onboarding, particularly, in relation to sharing practical information, and incorporating the spouse into the program, as suggested by a number of studies. Social implications By understanding the challenges self-initiated expatriates (SIE) face when taking up a new job in a new country, human resource departments will be in a better position to assist the assignee and family for a smoother transition. Originality/value In recent years, research on global carriers has been dominated by expatriate managers who are sent abroad on behalf of their company. However, far less is known about SIE and their onboarding process from the perspective of employee.

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Snell, Alice. "Researching onboarding best practice: Using research to connect onboarding processes with employee satisfaction." Strategic HR Review 5, no. 6 (September 2006): 32–35. http://dx.doi.org/10.1108/14754390680000925.

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Kashtanova, YEkatyerina. "Modern Methods of Staff Onboarding." Management of the Personnel and Intellectual Resources in Russia 8, no. 5 (December 23, 2019): 34–40. http://dx.doi.org/10.12737/article_5dcbc5f666d183.95173064.

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The article presents modern methods and techniques of staff onboarding. As you know, absolutely anyone experiences stress when entering a new organization or a new position. Technology adaptation reduces business costs, allowing the beginner to start as quickly as possible to fully function, increases staff loyalty, strengthens the team and, fi nally, saves time for the newest employee and for the organization. In this regard, the article describes the modern approach to the classifi cation and use of methods of staff onboarding, presents real tools for building onboarding programs. In order to transfer professional knowledge and increase employee involvement, it is proposed to actively use the full range of these methods, and therefore the article discusses the experience of their application.

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Graybill, Jolie O., Maria Taesil Hudson Carpenter, Jerome Offord, Mary Piorun, and Gary Shaffer. "Employee onboarding: identification of best practices in ACRL libraries." Library Management 34, no. 3 (February 22, 2013): 200–218. http://dx.doi.org/10.1108/01435121311310897.

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Cattermole, Gary. "Developing the employee lifecycle to keep top talent." Strategic HR Review 18, no. 6 (November 11, 2019): 258–62. http://dx.doi.org/10.1108/shr-05-2019-0042.

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Purpose This article aims to set out the best strategies to understand the employee life cycle and how to employ tactics to keep top talent within an organisation. Design/methodology/approach This feature explores desktop data and industry research. Findings This feature demonstrates how an employee’s life cycle can be extended in the workplace and explains the link between the employee value proposition and the employee life cycle to create successful onboarding strategies. Social implications This article also looks at how millennials will stay longer in an organisation that has strong environmental policies. Originality/value This feature offers fantastic insight into an issue that is currently costing the country millions.

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Gregory, Laurel, and Deborah Clark. "Making a Good Hire." Seminars in Hearing 40, no. 03 (August 2019): 220–31. http://dx.doi.org/10.1055/s-0039-1693446.

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AbstractHiring the right employee is paramount to the success of any business. In 2019, with unemployment rates low and job openings high, hiring anyone might sound good. However, taking the time to find the right employee far outweighs the cost of replacing a bad or desperate hire. This article discusses the interviewing and onboarding process to shift the odds positively in the direction of making a lasting, good hire.

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Chillakuri, Bharat. "Understanding Generation Z expectations for effective onboarding." Journal of Organizational Change Management 33, no. 7 (July 6, 2020): 1277–96. http://dx.doi.org/10.1108/jocm-02-2020-0058.

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PurposeOrganizations have long recognized that focusing on the onboarding experience is vital to the success of the employee and the organization. Organizations are confronted with inter-generational issues as they prepare to accommodate Generation Z in the workplace. The purpose of this paper is to investigate the expectations of Generation Z from the onboarding program so that the organizations are better equipped to welcome the new cohort.Design/methodology/approachThe study adopts the interpretive approach to understand the subjective opinions, thoughts and conversations of the respondents. The study adopted an interpretive research approach for two main reasons. First, in the absence of empirical evidence, such a type of approach is helpful when the study aims to understand the subjective experience of individuals, and often can help in theory construction. Second, the approach helps uncover unknown facts and relevant research questions for further research.FindingsThe results from the study can help organizations to fine-tune the onboarding program that meets the needs of Generation Z. The study identified six essential variables that could be addressed in the onboarding enabling the new hires to quickly onboard the organization.Research limitations/implicationsData were collected from the students who are pursuing final year of masters in business administration. Since the respondents are business students findings cannot be generalized to the rest of the cohort as these respondents had a fair idea of what to expect from the organizations.Practical implicationsThe study presents six important themes for designing and managing an effective onboarding program for Generation Z. It is important to note that the inter-generational differences are natural, and organizations have to live with it. HR professionals have to bear in mind that this is also an opportunity to revisit, redesign and readjust their onboarding programs to suit the new employees.Originality/valueThe literature on Generation Z is at a nascent stage. Empirical studies on Generation Z were conducted to understand their expectation, beliefs and attitude. However, studies related to their expectations during the new hire orientation programs are absent. The present study could be one of the first studies in helping both managers and the HR function in understanding the expectations of Generation Z.

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Dissertations / Theses on the topic "Employee onboarding"

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Boettcher, Jeromey. "Onboarding a new new-hire orientation process /." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009boettcherj.pdf.

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Shuker, Hussein, and Abdul Rami Hani. "Onboarding inom offentliga sektorn : En teoretisk onboardingmodell för nyanställda." Thesis, Högskolan i Gävle, Avdelningen för industriell ekonomi, industridesign och maskinteknik, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-33180.

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Onboarding of new employees in the workplace is among the most important and at the same time the most overlooked process in managing human capital. Onboarding is the English term for the introduction as well as the socialization process in new employee development. Onboarding is important because organizations invest time and money to recruit new employees, and therefore cannot afford to have new employees fall into exclusion in the beginning of their careers. Important aspects of onboarding are to help organizations ensure that new employees become more involved in their work, improve their integration into the organization, strengthen their loyalty to the organization as well as reduce employee turnover. Today there are few studies of onboarding in the public sector. The purpose of this study is to first present a proposal for a theoretical model for onboarding for the public sector, then to study an existing onboarding process at Region Gävleborg and then to further develop the theoretical onboarding model. The study has fulfilled its purpose by developing a theoretical model based on theories of onboarding and socialization, models from the private sector, existing onboarding methods and an interview with an HR strategist from Region Gävleborg. The authors have also analyzed the raw data from Region Gävleborg's survey to gain a better understanding of new employees' experience of Region Gävleborg's onboarding. The study started with the development of a theoretical model, then an onboarding model for Region Gävleborg was developed based on mapping of the region's onboarding process. Subsequently, the theoretical model and the developed onboarding model were validated by Region Gävleborg's HR strategist. Furthermore, the study's first drafted theoretical model was compared with the Region Gävleborg’s model as well as an onboarding model from the private sector, which resulted in a further developed new theoretical model for onboarding in the public sector.
Onboarding av nyanställda på arbetsplatsen är bland det viktigaste och samtidigt den mest förbisedda processen vid hantering av humankapital. Onboarding är det engelska uttrycket för introduktion samt socialiseringsprocessen vid nyanställning. Onboarding är viktigt eftersom organisationer investerar tid och pengar för att rekrytera nyanställda och därför har organisationen inte råd med att nyanställda hamnar i utanförskap i början av karriären. Viktiga aspekter av onboarding att hjälpa organisationer att se till att nyanställda blir mer engagerade i sitt arbete, förbättra deras integration in i organisationen, förstärka deras lojalitet till organisationen samt minska personalomsättningen. Idag finns få studier om onboarding gällande den offentliga sektorn. Syftet med denna studie är att först presentera ett förslag till en teoretisk modell för onboarding för offentlig sektor sedan studera en existerande onboardingprocess hos Region Gävleborg och därefter vidareutveckla den teoretiska modellen för onboarding. Studien har uppfyllt sitt syfte genom att ta fram en teoretisk modell baserad på teorier om onboarding och socialisering, modeller från den privata sektorn, befintliga onboardingmetoder samt en intervju med HR-strateg från Region Gävleborg. Författarna har även analyserat rådata från Region Gävleborgs enkätundersökningar för att få en bättre förståelse av nyanställdas upplevelse av Region Gävleborgs onboarding. Studien inledes med att en teoretisk modell togs fram, sedan utarbetades en onboardingmodell för Region Gävleborg utifrån kartläggning av regionens onboardingprocess. Därefter validerades den framtagna teoretiska modellen och den utarbetade onboardingmodell av Region Gävleborgs HR-strateg. Vidare jämfördes studiens första utkast till teoretisk modell med Region Gävleborgs modell samt en onboardingmodell från den privata sektorn, vilket resulterades i en vidareutvecklad ny teoretisk modell för onboarding inom den offentliga sektorn.

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Nilsson, Sandin Per, and Ida Söderström. "Det digitala som landgång : En fallstudie om digital onboarding." Thesis, Umeå universitet, Institutionen för informatik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-183549.

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The purpose of the study was to investigate the conditions of new employees during a digital onboarding process and the effects the digital format have on the results of the onboarding process. We performed a qualitative case study with semi-structured interviews. The study was conducted in an IT department in the public sector that worked consciously with a formal onboarding structure and whose work was mainly carried out remotely during COVID-19. We found that the organization succeeds well in communicating resources and information about the organization digitally and that the biggest challenges lay in communicating organizational culture, social connections and informal knowledge in distributed work. When new employees find it difficult to create interpersonal connectivity, they lose informal knowledge and social support that had been available for on-site work, which also leads to difficulties in understanding the organizational culture. Based on our results, we recommend increased work with social meeting points to enable interpersonal connectivity and informal information exchange, compilation of common systems, programs and abbreviations for new employees to more quickly understand the organization's language, increased work with pre-onboarding to use the important first time to strengthen employee experience and more opportunities for concrete practice together with, for example, a mentor or colleagues to more quickly acquire knowledge and get a clearer picture of what is expected in the new work role and informal knowledge in distributed work.

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Dedic, Irma, and Mobina Zavaher. "Does the front door match the backdoor? : A single case study on how employee turnover affects the level of engagement & investment in EVP touchpoints: pre-, on-, and off-boarding." Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-48767.

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Research questions: In particular, how does employee turnover relate to the level of engagement and investment during the EVP touchpoints: preboarding, onboarding, offboarding? Purpose & Aim: The purpose is to explore the relationship between the level of employee turnover and the level of engagement in the EVP: preboarding, onboarding, and offboarding. Method: A qualitative approach was chosen for the thesis, which was conducted through seven semi-structured interviews. The informants were different managers with personal responsibility for both white and blue-collar workers from a multinational company, operating mostly B2B in a matrix-like organization. Conclusion: The engagement & investment in the three different EVP touchpoints was shown to be affected by the turnover in different ways, thus affecting the organizational socialization. With a generally low turnover for many years, a sudden drop due to retirements and resignations, from very loyal employees in most departments, a sudden lack of employees developed. This was followed by a strain on the resources that already were not considered superfluous, creating a negative spiral. A considerable difference was found in the engagement between the preboarding, onboarding, and offboarding. The entry points were increasingly more of a priority than the exit points, with a growing imminent need for employees. However, this also halted the efficiency of a “proper” onboarding in the most afflicted departments, as the knowledge transfer and socialization was not able to properly be induced into every employee. With a not fully integrated approach across the organization, the core values were not integrated nor consistent either. Conclusively, there needs to be a consistent proactive effort to manage these EVP touchpoints in order to create prerequisites for a sustainable EB, especially in today’s labour market.

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Viklund, Carolin. "Nyanställd på distans : Introduktion i en kunskapsorganisation med begränsad tillgång till fysiska möten." Thesis, Stockholms universitet, Institutionen för pedagogik och didaktik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-194468.

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Föreliggande uppsats undersöker hur introduktionen av nyanställda, som under pågående Covid-19-pandemi till stor del genomförs på distans, påverkas vad det gäller utformning och kvalitet, samt hur den upplevs av den nyanställde. Studien är en kvalitativ intervjustudie med induktiv ansats. Urvalet består av personer som börjat ett nytt arbete i kunskapsorganisationer under perioden mars 2020 till januari 2021 och som huvudsakligen introducerats och arbetat på distans. Materialet har analyserats tematiskt och resultatet analyseras och diskuteras utifrån tidigare studier av introduktionsprocesser, lärande och socialiseringsprocesser på arbetsplatser. Resultatet visar att introduktionen i sina beståndsdelar liknar den som sker fysiskt, men att den med fördel kan anpassas mer till de förutsättningar som distansarbete och en mer digital interaktion medför. Moment som sker naturligt i en fysisk miljö upplevs som konstlade när de replikeras digitalt och relationsbyggande, som i tidigare forskning identifieras som den enskilt viktigaste beståndsdelen i en introduktion, tar längre tid, både med kollegor och med arbetsgivaren. Stort ansvar läggs på den nyanställde att själv bygga relationer, söka information, förstå sin uppgift och forma sin roll. Att från arbetsgivarens sida ge stöd genom att visa närvaro och förståelse för att detta sker och tar tid kan öka chansen att den nyanställde upplever sig som värdefull, sedd och därmed även som en del av företaget.
The purpose of this study is to investigate how the onboarding of new employees, which during the ongoing covid-19 pandemic is largely done remotely, is affected in terms of design and quality, and how it is experienced by the new employee. The study is a qualitative interview-based study with an inductive approach. The sample consists of people who have started a new job in knowledge-based organizations during the period March 2020 to January 2021 and who have mainly been onboarded and worked remotely. The material has been analyzed thematically and the results have been analyzed and discussed based on previous studies of introduction processes, learning and socialization processes in workplaces. The results show that activities in the digital onboarding are similar to those that take place physically, but that the activities would benefit from being adapted to the conditions that telework and more digital interactions entail. Elements that occur naturally in a physical environment are perceived as artificial when they are replicated digitally and relationship building, which in previous research is stated as the single most important variable in an introduction, takes longer, both with colleagues and with the employer. A large responsibility is placed on the new employees to build relationships, seek information, understand the tasks and shape the work by themselves. Giving support from the employer by showing presence, support and understanding for this time-consuming process can increase the chance that the new employee feels valued, seen and thus also as part of the company.

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Axelsson, David, and Karl Pyk. "Bibehållande av humankapital vid företagsförvärv. : En kvalitativ studie av svenska medicintekniska bolag." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-39855.

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Mergers and acquisitions has become a common thing in recent years. Assets change owners in hope of creating synergies and desirable outcomes. Human capital, i.e. the employees behind the numbers, is one asset that is often forgotten. It is therefore important to keep these key employees in the organisation post-acquisition in order to gain or retain competitive advantages and avoid unwelcome surprises. The aim of the study is to identify how Swedish medtech companies identifies key employees during a due diligence and how they retain them afterwards. We chose a qualitative approach for the study and have therefore conducted our interviews in a semi-structured manner. The study uses competence- and resource based theory to identify key employees and how to use them as a resource to gain a competitive advantage. Our result is that human capital is not a factor that can sustain a competitive advantage since it can be transferred via mergers and acquisitions. On the other hand, the competence based view can be used to maximize the resources in form of human capital. When a company is acquired, employees start integrating in the new organisation. The study uses onboarding theory to identify key aspects in how to acclimatise key employees. A conceptual model is eventually presented with our findings where key employees are identified by way of references, the former board of directors, statistics, meetings and industrial knowledge. The HR-department does generally gets involved late in the due diligence process, something that our respondents consider a potential problem. In post-acquisition, during the onboarding process, key factors are; obtaining information about the new culture, role clarification and new challenges to keep key employees in the new organisation. Keywords: Human Capital, mergers & acquisitions, medtech, onboarding, key employee retention.

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Erdal, Jonatan, and Mikael Lovén. "Introduktion för nyanställda : En studie kring introduktionsprocessen på ett konsultbolag." Thesis, KTH, Skolan för teknikvetenskaplig kommunikation och lärande (ECE), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-199718.

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De flesta organisationerna har idag någon form av introduktionprocess för nyanställda. En lyckad introduktionsprocess bidrar till att den nyanställde känner sig hemma på organisationen samt att den nyanställde snabbare blir effektiv i sitt arbete. Som en stor organisation med många kontor kan det vara svårt att få introduktionen att bli tydlig och enkel för den nyanställde, samtidigt som den känns meningsfull och fyller sitt mål. Denna studie syftar till att undersöka hur introduktionen för nyanställda kan planeras under de första 90 dagarna för att ge den nyanställde en meningsfull första tid. Detta har gjorts genom en förstudie med intervjuer av nyanställda och chefer på ett företag. Dessa intervjuer har sedan analyserats med hjälp av relevanta teorier och tidigare forskning i ämnet. Utifrån analysen och litteraturen har ett konceptförslag på hur introduktionsprocessen på företaget skulle kunna se ut tagits fram. Studien har en tydlig prägel av pedagogiska teorier som ligger till grund för ett konceptförslag och som skapar goda möjligheter att lära för de nyanställda och som ger en tydlig röd tråd och enhetlighet i processen. Vidare undersöks det också huruvida detta kan underlättas med digitala hjälpmedel. Konceptförslaget innehåller lösningar som kan användas för att planera en lyckad introduktion. Från intervjuresultaten kan vi urskilja fyra signifikanta teman som är av vikt vid planering av introduktionen. Dessa teman är (i) tydlighet, (ii) att lära känna kollegor och företaget, (iii) praktiskt och (iv) verklighetsbaserat. Utöver dessa teman grundar sig även studien i Bauers tankar kring introduktion och söker uppfylla att introduktionsprocessen når en enligt Bauer högre nivå.
Many organizations have some sort of onboarding process for their new employees. A successful onboarding process contributes to the new employees feeling at home at the organization as well as getting them up to speed quicker with what they are expected to do. For a large organization with multiple offices it can be a challenge to establish a clear and simple onboarding process for the new employee, which is also perceived as meaningful and achieves its objective. This study aims to investigate how the onboarding process for new employees can be planned during the first ninety days, in order to give the new employee a meaningful first time. This has been achieved through a pilot study that included interviews with managers and new employees at a consulting company. These interviews were analyzed by using relevant theories and previous research on the topic of onboarding. In combination with the relevant literature on that topic a concept proposal was developed for the onboarding process at this company. The study is based on educational theories that form the basis for a concept proposal, developed to enable good opportunities for new employees to learn and that provides a clear theme and consistency of the onboarding process. Furthermore the study investigates how this can be enabled or enhanced by digital means. The concept proposal contains possible solutions to provide for a successful onboarding process. From the results of the interviews we were able to distinguish four significant themes that are of importance when planning the onboarding. These themes are (i) clarity, (ii) become acquainted with colleagues and the company, (iii) practical matters and (iv) reality-based. In addition to these themes, the study is based on Bauer’s thoughts on onboarding and the study aims to fulfill that the onboarding process reaches a higher level according to Bauer.

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Horáková, Monika. "Gamifikace a sociální hry." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-165133.

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This thesis is focused on gamification and practical testing in internal training of new-hired employees. The main objective was to introduce gamification as a term and show how gamification can help with internal training of new-hired employees. In the theoretical part games and their meanings are defined. Then it is necessary to describe gamification itself with historical evolution and used player types. To understand principles of gamification and player's motivation, game elements and mechanism are defined. Selected examples of gamification divided by fields of applications are at the end of the theoretical part. Practical part describes the gamification environment of tool New Hire Orientation made by MindTickle and practical application of testing at H1.cz. Conclusion contains results and suggested recommendations for H1.cz and for MindTickle.

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Franěk, Vladimír. "Návrh změn konceptu řízení lidských zdrojů ve vybraném podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2021. http://www.nusl.cz/ntk/nusl-442985.

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The thesis is focused on human resources management and particular activities of the human resources process. The first part of the thesis deals with theoretical starting points, by defining basic concepts and specific HR activities. In the empirical part of the thesis, quantitative research was conducted across the international companies in the B2B market and simultaneously they have the performance of their activities in the territory of the Czech Republic. Then a case study of the selected company was conducted and proposals for improvement in the sub-areas of human resources activities were formulated based on identified problem areas. Furthermore, recommendations for improvement in the field of individual human resources activities are suggested.

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Tedlie, Linda L. "The new hire experience when onboarding in an outsourced recruiting environment." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009tedliel.pdf.

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Books on the topic "Employee onboarding"

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Stein, Mark A. Successful onboarding: A strategy to unlock hidden value within your organization. New York: McGraw-Hill, 2010.

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Erika, Lamont, ed. Perfect phrases for new employee orientation and onboarding: Hundreds of ready-to-use phrases to train and retain your top talent. New York: McGraw-Hill, 2011.

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Successful Onboarding A Strategy To Unlock Hidden Value Within Your Organization. McGraw-Hill, 2010.

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Rysavy, Monica D. T., and Russell Michalak. Onboarding 2. 0: Methods of Designing and Deploying Effective Onboarding Training for Academic Libraries. Nova Science Publishers, Incorporated, 2019.

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Creative Onboarding Programs Tools For Energizing Your Orientation Program. McGraw-Hill, 2010.

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Onboarding: How to Get Your New Employees up to Speed in Half the Time. Wiley & Sons, Limited, John, 2009.

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Talent Selection and Onboarding Kit: How to Find, Hire, and Develop the Best of the Best. McGraw-Hill Education, 2014.

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The Total Onboarding Program An Integrated Approach To Recruiting Hiring And Accelerating Talent Facilitators Guide Set. Pfeiffer & Company, 2010.

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Krzywdzinski, Martin. Organizational Socialization. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198806486.003.0004.

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This chapter examines the organizational socialization mechanisms in automotive plants in Russia and China. The empirical analysis starts with selection processes. How do the companies select candidates during recruitment and whom do they select? Are they looking for a certain type of employee? The chapter continues with the analysis of onboarding concepts in China and Russia and then follows the employees within their teams. It analyzes the social relationships in the team, which influence the socialization processes within the company. Finally, overarching company activities intended to promote social integration (team building, competitions) are examined to determine the extent to which they shape work behaviors and generate identification with the company. The analysis shows considerable differences between the Russian and the Chinese plants regarding the intensity and the effects of organizational socialization.

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Onboarding. New York: John Wiley & Sons, Ltd., 2009.

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Book chapters on the topic "Employee onboarding"

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Jedel, Izabella, and Adam Palmquist. "Factors Related to the Use and Perception of a Gamified Application for Employee Onboarding." In Advances in Intelligent Systems and Computing, 653–61. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-74009-2_83.

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Bauer, Talya N., and Berrin Erdogan. "Organizational socialization: The effective onboarding of new employees." In APA handbook of industrial and organizational psychology, Vol 3: Maintaining, expanding, and contracting the organization., 51–64. Washington: American Psychological Association, 2011. http://dx.doi.org/10.1037/12171-002.

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Heimburger, Louisa, Lea Buchweitz, Ruben Gouveia, and Oliver Korn. "Gamifying Onboarding: How to Increase Both Engagement and Integration of New Employees." In Advances in Intelligent Systems and Computing, 3–14. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20145-6_1.

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"Co-Create a Personal Onboarding Plan with Your New Employee." In Onboarding, 111–27. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2011. http://dx.doi.org/10.1002/9781118256145.ch7.

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"Manage the Announcement to Set Your New Employee Up for Success." In Onboarding, 129–42. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2011. http://dx.doi.org/10.1002/9781118256145.ch8.

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Collins, John. "Employee Onboarding and Training." In HR Management in the Forensic Science Laboratory, 227–36. Elsevier, 2018. http://dx.doi.org/10.1016/b978-0-12-801237-6.00013-0.

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"Do What It Takes to Make Your New Employee Ready, Eager, and Able to Do Real Work on Day One." In Onboarding, 143–58. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2011. http://dx.doi.org/10.1002/9781118256145.ch9.

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Saltzman, Jeffrey M., Scott M. Brooks, and Victoria Hendrickson. "Lifecycle Surveys." In Employee Surveys and Sensing, 68–85. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190939717.003.0005.

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Lifecycle surveys include efforts such as onboarding surveys to help organizations gauge how welcomed employees feel as they join an organization and exit surveys to tell them why individuals quit. These types of surveys reflect the building and maintaining of a discipline of listening and responding to employees to improve the experience of individuals as well as systems at large within organizations. This chapter reviews how to avoid common limitations in designing these efforts, such as focusing on the individual experience at the expense of the organizational system’s performance or confusing the tool with the objective. Through tips and advice for the most frequently used lifecycle surveys (onboarding, exit, and census), this chapter provides a roadmap for creating and managing a larger landscape of lifecycle information, providing value not just to understand the employee perspective from onboarding through exit but also to support the organization’s strategy and performance.

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Setlhodi, Itumeleng Innocentia. "Onboarding for Competitive Performance." In Corporate Leadership and Its Role in Shaping Organizational Culture and Performance, 110–28. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-5225-8266-3.ch006.

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Welcoming new employees into their job requires more concerted leadership effort to ensure that they settle in, begin work as soon as possible, and can be competitive. This chapter highlights the significance of complying with onboarding processes at all levels within an organisation. Drawing from literature, the importance of onboarding for purposes of acquiring competitiveness is offered, and then an onboarding process mapping and modelling (OPMM) is developed. A vignette based on ethnobiography of lived experiences during onboarding at a University in South Africa is presented. After using the structural narrative analysis, findings provide insights on the significance of the leaders' role at all levels of the organisation, in complying with the onboarding processes to yield employee competitiveness. Finally, the strategies for early engagement are presented, relaying approaches for socialisation to yield a competitive advantage factor. This implies that internal monitoring and evaluation of the process is essential to derive value.

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Dahling, Jason J., and Samantha L. Chau. "Moving Beyond “The Great Debate”." In Handbook of Strategic 360 Feedback, 149–58. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780190879860.003.0009.

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The contention in this chapter is that the distinction between “administrative” and “developmental” 360 Feedback has become meaningless because it is rarely performed with developmental self-awareness as the only end goal. Almost all 360 systems use the data gathered to inform talent and performance management to some degree. However, these possibilities are likely overlooked when adopting an “either/or” viewpoint on how 360 Feedback can be leveraged in the workplace. First, the historical distinction between administrative and developmental 360 Feedback is reviewed. Highlighted is how this dichotomy has become outdated when thinking about the uses of 360 Feedback. Second, some of the ways that developmentally oriented 360 Feedback is used to strengthen strategic practices in talent management are explored, including individual and team training, employee coaching, succession planning, executive onboarding, and leader development. The chapter ends by using a continuum framework for 360 Feedback in organizations; noted are some future research and practice concerns that are evident from adopting this framework.

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Conference papers on the topic "Employee onboarding"

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Pratiwi, Putu Yudia, Ridi Ferdiana, and Rudy Hartanto. "An Analysis of the New Employee Onboarding Process in Startup." In 2018 10th International Conference on Information Technology and Electrical Engineering (ICITEE). IEEE, 2018. http://dx.doi.org/10.1109/iciteed.2018.8534884.

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Shtrikov, A. B. "Onboarding New Employees Taking Into Account Gender Differences." In Proceedings of the II International Scientific Conference GCPMED 2019 - "Global Challenges and Prospects of the Modern Economic Development". European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.03.85.

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Babajide, Bunmi, and Hassan Ali Al yagoub. "Exploring the Role of Employers’ Onboarding Programs in Preparing Early-Career Engineers." In 2019 IEEE Frontiers in Education Conference (FIE). IEEE, 2019. http://dx.doi.org/10.1109/fie43999.2019.9028654.

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Reports on the topic "Employee onboarding"

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Onboarding New Employees Successfully. IEDP Ideas for Leaders, January 2013. http://dx.doi.org/10.13007/135.

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