Dissertations / Theses on the topic 'Employee onboarding'

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.

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.

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.

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.

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.

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.

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.

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.

Vid varje nyanställning sker en introduktion för nyanställda, en så kallad onboarding. Onboardingprocessen är en viktig process som, om den genomförs korrekt, kan generera att nyanställda lättare förstår sin roll, får ökad motivation till dagligt arbete och känner en högre lojalitet till sina medarbetare. En effektiv onboardingprocess kan leda till en rad olika fördelar, bland annat ökad lönsamhet för företag. På grund av covid-19 har dessa processer behövts genomföras digitalt på distans. Denna studie undersöker fenomenet onboardingprocess och jämför den digitala onboardingprocessen med den fysiska onboardingprocessen. Syftet är att ta reda på vilka skillnader det finns i de två olika processerna och bidra med förståelse för vilka verktyg och kommunikationskanaler som med fördel kan användas. För att undersöka detta genomfördes sju semi-strukturerade intervjuer och en webbenkät. För att undersöka hur processen ser ut och struktureras upp genomfördes intervjuer med de som genomför onboardingen. För att vidare mäta uppfattningar från de som genomgår onboarding delades en webb-enkät. Insamlad data analyserades sedan med hjälp av en tematisk analys för den data som var kvalitativ och sambandsanalys för den data som var kvantitativ.  Resultatet visade att strukturen i de olika onboardingprocesserna inte skiljde sig mycket. Däremot upptäcktes det att flera delar, såsom organisationssocialisering, var svårare att uppnå i den digitala onboardingprocessen. Det visade sig även att både för digitala onboardingprocesser samt för fysiska onboardingprocesser är handledning i form av bland annat mentorskap ett önskvärt och positivt verktyg för nyanställda. Dessa delar resoneras kring i diskussionen där både fördelar och nackdelar tas upp om samma teman. Detta gav slutsatsen om att de största bristerna vid den digitala onboardingprocessen på distans låg vid bristande verktyg som inte lyckas generera tillräckligt bra socialisering och tillhörighet för nyanställda.  Med hjälp av teori och empiri ges förslag på hur företag kan tänka för att kunna förbättra deras onboardingprocesser. Det finns dock fler utvecklingsmöjligheter som tas upp i förslag till vidare forskning, där denna uppsats kan ligga som grund för undersökningsämnen.
At each new employment, there is an introduction for new employees, a so-called onboarding. The onboarding process is an important process which, if carried out correctly, can generate that new employees more easily understand their role, gain increased motivation for daily work and feel a higher loyalty to their employees. An efficient onboarding process can lead to a number of different benefits, including increased profitability for companies. Due to covid-19, these processes have had to be carried out digitally remotely. This study examines the phenomenon of the onboarding process and compares the digital onboarding process with the physical onboarding process. The purpose was to discover what differences there are in the two processes and contribute with an understanding of which tools and communication channels can be used to its advantage. To examine this, seven semi-structured interviews and an online survey were conducted. To investigate how the process is structured, interviews were conducted with those who carry out the onboarding. To further measure perceptions from those who undergo onboarding, a web survey was shared. Collected data were further analyzed using a thematic analysis and a correlation analysis.  The results showed that the structure of the different onboarding processes did not differ much. However, it was discovered that several elements, such as organizational socialization, were more difficult to achieve in the digital onboarding process. It also turned out that supervision in the form of mentorship is a desirable and positive tool for new employees, both for digital onboarding processes and for physical onboarding processes. These parts are discussed in the discussion where both advantages and disadvantages are addressed on the same themes. The conclusion of the study was that the biggest shortcomings of the digital onboarding process were the lack of tools that do not succeed in generating good enough socialization and a sense of belonging for new employees. With the help of theory and empirical data, suggestions are given on how companies can think in order to improve their onboarding processes. However, there are more development opportunities that are addressed in proposals for further research, where this thesis can be the basis for research topics.

This research project focussed on the onboarding experiences of newly appointed staff at academic libraries of the following institutions: University of Pretoria, Tshwane University of Technology (Pretoria West Campus), and Sefako Makgatho Health Sciences University. The main aim of the study was to investigate the experiences of librarians with regard to the onboarding programmes that they have attended at their respective institutions. The key finding of the research was that newly appointed librarians had different experiences. In spite of the differences there was significant evidence that new librarians can benefit from proper introduction and orientation in their new jobs. The need for onboarding arises from a variety of circumstances ranging from inadequate graduate training to rapidly advancing technology. The study also recognised the current trend of new generation librarians’ short stay in the job and eventually leaving the profession. Factors contributing to librarians’ perception of onboarding programmes were also studied. It was found that much of the common factors that shape onboarding practices arise from the planning and implementation of the programme. A similar approach is used by the selected libraries The study used the survey method. An online questionnaire and semi-structured interviews were data gathering tools. The study adopted the qualitative research method with close ended questions, ranking scales as well as open ended questions. An online questionnaire was distributed to the 30 potential participants. Twenty-three (23) responses were received, which means a response rate of 76% was obtained. An important finding in this regard was that the onboarding programme was not evaluated by parties involved in the instruction and feedback on the success of the programme was not received by participants. In addition participants were not assessed prior to the programme so that their input could be used to inform the relevance of the contents of the programme. Based on the findings the researcher made some recommendations to enhance the planning of the programme in future. The study concludes with directions for future research to contribute to the implementation of onboarding as part of the practice of employee development.
Mini Dissertation (MIT)--University of Pretoria, 2016.
Information Science
MIT
Unrestricted

A well thought out process is today a commonly used approach to enable new employees to become efficientin their new role. Axfood is a Swedish company group that operates in the food and logistics industry. Thegroup includes chains as Willys & Hemköp, among others. With over ten thousand employees and a growingcompany the need for recruitment is always present. Axfood is currently in the process of reorganizing theirinternal onboarding processes, rebuilding it from the ground up. This master thesis has been a part of thisbigger initiative and have focused on the onboarding process at the store chain Willys. The project has followed the human centered design process, developed by IDEO. This process includes thethree phases, inspiration, ideation, and implementation. The methods used to reach a final result has been interviews,user journey maps, creative workshop, ideation methods, wireframing, prototyping and user testing. In the inspiration phase the current state and the users experiences of the onboarding process was explored.This made it possible to identify enhancement opportunities, one of them being the fact that none of the askedemployees did continuously use Willys intranet. In decision with Axfood, this opportunity was selected as thefocus of the solutions proposal. When the project reached the creative phase it therefore had a new direction,which led: how can Axfood use digital tools to reach employees and distribute information in an attractiveway? Throughout the creative and implementation phase a solution for this problem was explored, prototyped,tested and enhanced.The project resulted in a solutions proposal in the form of a mobile application aimed to employees. Thesolution functions as an inspiration of how Axfood can mediate information to employees in a attractive anduser friendly way. The content has been developed based on the user groups request and needs, providingthem with information and support that make them more efficient in their role. Beyond the final result theproject has also contributed Axfood with usable data of their employees needs and knowledge of how humancentered methods can be used in the future.
En väl genomtänkt introduktionsprocess är idag ett vanligt tillvägagångssätt för att göra det möjligt för nyamedarbetare att bli effektiva i sin nya roll. Axfood är en svensk koncern som verkar inomdetaljhandel. Igruppen ingår bland annat kedjor som Willys & Hemköp. Med över tiotusen anställda och ett växande företagfinns alltid behovet av rekrytering. Axfood håller för närvarande på att genomföra ett koncernövergripande projekt för att effektivisera och utveckla introduktionsprocesserna. Detta examensarbete har varit en del avdetta större initiativ och har fokuserat på introduktionsprocessen på butikskedjan Willys.Projektet har följt en användar centrerad designprocess utvecklad av IDEO. Denna process inkluderar de trefaserna, inspiration, ideation och implementation. Metoderna som används för att nå ett slutresultat har varit intervjuer, user journey maps, kreativ workshop, idégenererings metoder, wireframing, prototyper och användartestning. I inspirationsfasen undersöktes det nuvarande läget och användarnas upplevelser av introduktionsprocessen.Detta gjorde det möjligt att identifiera förbättringsmöjligheter, en av dem var det faktum att ingen av de tillfrågade medarbetarna kontinuerligt använde Willys intranät. I beslut med Axfood valdes denna möjlighet som fokusför lösningsförslaget. När projektet nådde den kreativa fasen fanns därför en ny inriktning som löd: hur kan Axfood använda digitala verktyg för att nå anställda och distribuera information på ett attraktivt sätt? Under kreativitets- och implementeringsfasen undersöktes, prototypades, testades och förbättrades en lösning för detta problem. Projektet resulterade i ett lösningsförslag i form av en mobilapplikation riktad till anställda. Lösningen fungerar som inspiration för hur Axfood kan förmedla information till anställda på ett attraktivt och användarvänligt sätt. Innehållet har utvecklats baserat på användargruppernas åsikter och behov, vilket ger dem information och stöd som gör dem effektivare i sin roll. Utöver det slutliga resultatet har projektet också bidragit till Axfood med värdefull data om deras anställdas behov och kunskap om hur användarcentrerade metoder kan användasi företaget i framtiden.

The master´s thesis summarizes complex view on employer branding, including formation of theoretical base, which is then applied in the form of actual employer branding project at SETOS Retail Ltd. The thesis aims to design particular stages in the process of creating employer`s brand creation, which optimize effectiveness of following processes in human resources, after that the process is being created and its benefits are evaluated at the company. The designed stages are based on the theoretical base, situational and employee analysis. The thesis consists of creation of the EVP (Employee Value Proposition), company values and mission that have been defined based on qualitative research with employees. The master´s thesis embodies creation of the Culture-Book Life Hacking, the company profile on the platform COCUMA and definition of the recruitment processes including onboarding of employees. Finally, mainly monitoring employee retention validates the thesis` contribution and benefits.

Syfte: Studiens syfte är att beskriva onboardingprocessen av HR-konsulter via deras erfarenheter samt upplevelser och genom det lokalisera de nyckelfaktorer som spelar in för en funktionell process. Genom att identifiera nyckelfaktorerna önskar vi bidra med ett resultat vilket kan skapa effektivitet i onboardingprocessen samt generera kunskap om hur organisationer kan optimera det initiala samarbetet mellan parterna.   Metodik: Studien är kvalitativ med en deduktiv ansats. Studiens empiri har insamlats genom intervjuer samt ett kompletterande verktyg där respondenterna fick välja prioriterade kärnvärden. Samtliga respondenter är verksamma HR-konsulter. Resultat: Onboardingprocessen är ett samspel mellan uppdragsgivare och HR-konsult. Bägge parter spelar en vital roll sett till huruvida det kommer uppnås en effektivitet eller ej. Det kan konstateras att uppdragsgivare har ett ansvar att förse HR-konsulter med diverse nyckelfaktorer vilka möjliggör samt underlättar genomförandet av uppdraget. HR-konsulter har ett ansvar att under onboardingprocessen utifrån sin expertiskunskap dela med sig av diverse erfarenheter och synvinklar. Kommunikationen mellan parterna behöver vara öppen och det krävs att bägge parter är delaktiga i upprättandet av ett givande samspel vilket bidrar till att uppdraget kan styras i den riktning vilket resulterar i en effektiv slutprodukt.
Purpose: The purpose of the study is to describe the onboarding process of HR-consultants via their experiences and through that pinpoint the key factors which plays a part to make a functional process. By identifying those key factors, we wish to contribute with a result which can create efficiency in the onboarding process and generate knowledge regarding how organizations can optimize the initial collaboration between the parties. Methodology: The study is qualitative with a deductive approach. The empirical data of the study has been gathered through interviews and a complementary tool where the respondents got to choose prioritized core values. All the respondents are active HR-consultants. Conclusion: The onboarding process is an interplay between the employer and the HR-consultant. both parties play a crucial part whether effectivity will be achieved or not. It’s clear that the employer holds a responsibility to provide the HR-consultant with key factors who enables the completion of the assignment. HR-consultants holds a responsibility to provide different approaches through their expertise during the onboarding process. The communication between the parties needs to be open and both parties are responsible to establish a rewarding interplay that contributes to a flexible approach which results in an efficient final product.

Att attrahera, behålla och utveckla rätt kompetens är någonting alla företag behöver uppmärksamma och kontinuerligt arbeta med för att uppnå. Genom att företag uppvisar att de är attraktiva arbetsgivare via ett gott rykte och en gripande introduktion för nyanställda kan de locka och bibehålla kvalificerade medarbetare. I denna studie undersöks hur Luftfartsverket (LFV) arbetar med elevhanteringen och hur detta kan kopplas till generella teorier och modeller anpassat för processen. I examensarbetet används främst enkät i form av ett frågeformulär med flersvarsalternativ, för att samla information kring vilka brister som upplevs inom organisationen. Ett flertal olika kvalitets och ledningsverktyg användes för att granska den insamlade empirin. Träddiagram användes för att bryta ned ett centralt problem på olika nivåer, utifrån de underliggande orsakerna till de upplevda bristerna. Slutsatsen för studien landar i ett antal förbättringsförslag i LFVs elevhanteringsprocess, framförallt i första skedet i utbildningen till flygledare. Små förändringar som kan leda till att LFV kan stärka sin position som en attraktiv arbetsgivare.
Attracting, retaining and developing the right skills is something every company needs to pay attention to and continuously work on. By showing companies that they are attractive employers through a good reputation and a poignant introduction for new employees, they can attract and retain qualified employees. This study examines how the Swedish Civil Aviation Administration Luftfartsverket (LFV) works with student management and how this can be linked to general theories and models adapted to the process. In this study, a survey has been done with multiple-answer options, in order to gather information about what deficiencies are experienced within the organization. A few quality and management tools were used to review the empirical data collected. Tree diagrams have been used to break down a central problem at various levels, based on the underlying causes of the perceived deficiencies. The conclusion of the study includes a number of improvement suggestions in LFV's student management process, especially in the first phase of the training for air traffic controllers. Small changes that can lead to LFV strengthening its position as an attractive employer.

Under Covid-19-pandemin har organisationer fått ändra sina arbetssätt och allt fler anställda har fått arbeta hemifrån. Detta innebär även att nyanställda påbörjar sin anställning och introduceras till organisationen på distans, dvs. de genomgår onboardingprocessen på distans. Då pandemin startade för ungefär ett år sedan finns det begränsat med kunskap kring hur onboardingprocessen har påverkats och upplevts när den har genomförts på distans. Studiens syfte har varit att skapa kunskap kring hur introduktionen av nyanställda har påverkats och förändrats av distansarbete. Detta har skapats genom att undersöka hur nyanställda och introduktionsansvariga har påverkats av att introduktionen sker på distans. För att specificera syftet fokuserade frågeställningarna på att det var anställda från samma organisation som hade arbetat majoriteten av sin arbetstid på distans. Teorin bestod av tidigare forskning kring onboardingaktiviteter, organisations-kultur, socialisering och distansarbete. En fallstudiedesign valdes för den här studien. Urvalet baserades på ett antal kriterier som innebar att respondenterna befann sig i samma organisation och att de nyanställda hade arbetat minst tre månader och högst ett år i samma organisation. För att få en förståelse för upplevelsen av onboardingprocessen genomfördes kvalitativa semistrukturerade intervjuer med åtta respondenter, varav tre var onboardingansvariga och fem var nyanställda i en organisation. Efter intervjuerna transkriberades materialet som sedan blev till empiri för studien. Empirin från dessa intervjuer visade att när arbetet var på distans var det som nyanställd framförallt en utmaning att lära känna sina kollegor. Det var även svårt för de nyanställda att få en förståelse för organisationskulturen, vilket också stöds av teorin som menar att det kan ta lång tid att förstå organisationskulturen. Dessutom hade endast två av fem nyanställda fått en mentor från början av sin anställning och det visade sig att en mentor hade varit önskad. En analysmodell användes som grundade sig på en tidigaremodell av Bauer (2010) som kallas “The Four C’s” bestående av fyra nivåer som en framgångsrik onboardingprocess bör innehålla för nyanställda. Utifrån denna modell uppnådde organisationen den första nivån som innebar att de informerade om regler, lagar och policys, medan resterande nivåer endast delvis uppnåddes. Studien visar att tidigare använda onboardingaktiviteter fortfarande är aktuella, samt att mentorskap och den sociala delen är extra viktiga när onboardingprocessen sker på distans.
During the Covid-19 Pandemic, organizations have had to change the way they work, and more employees have had to work from home. This means that even new employees commence their employment remotely and are introduced to the organization remotely, meaning they go through the onboarding process remotely. Since the pandemic started approximately one year ago, there is limited research on how the onboarding process has been impacted and how the remote onboarding process has been experienced. This study’s purpose has been to create knowledge about how the onboarding of newemployees has been affected or changed during remote work. This has been created byexamining how new employees and those responsible for the onboarding have beenaffected by the onboarding process taking place remotely. To specify the purpose, the research questions were focused on employees from the same organization and who had worked the majority of their working hours remotely. The theory consisted of previous research around onboarding activities, organizational culture, socialization, and remote work. A case study design was chosen for this study. The selection of respondents was chosen through specific criteria’s, which included being from one organization, and the new employees had been working in the organization for a minimum of three months and not more than a year. To create an understanding of the experience of the onboardingprocess, qualitative semi-structured interviews were conducted with eight respondents, where three were in charge of the onboarding process, while the remaining five were new employees in the same organization. After the interviews, the material was transcribed and later became the empiricism for the study. The empiricism from these interviews showed above all that it was a challenge for the new employees to get to know their coworkers while working remotely. It was also difficult for the new employees to get an understanding of the organizational culture, this is supported by the theory as it shows that it can take a long time to understand the organizational culture. Additionally, there were only two out of five new employees who had a mentor from the start of the employment, and it was shown that a mentor would have been wanted. An analysis model was used, which was based on a previous model from Bauer (2010) called “The Four C’s” that consisted of four levels of what a successful onboarding process should consist of for new employees. Based on this model the organization reached the first level, which consisted of informing about rules, laws, and policies, while the remaining levels were partially achieved. The study shows that previous onboarding activities are still relevant, as well as mentorship, and the social aspect is extra important when the onboardingprocess is remote.

Introduktionsprocessen är en viktig komponent för att underlätta de nyanställdas acklimatisering, samt för att skapa de bästa förutsättningarna för att integreras i arbetsgruppen och prestera arbetsmässigt. Som en följd av Covid-19 pandemin har distansarbete varit en åtgärd som tvingat många organisationer att ställa om för att stoppa smittspridningen och skydda medarbetarnas hälsa. Det blir därför kritiskt att förstå hur de nyanställda upplever introduktionsprocessen när den genomförs på distans, vilket också är syftet med den aktuella studien.Studien utgår från en kvalitativ ansats och det empiriska materialet har samlats in genom sex semistrukturerade intervjuer. Resultatet har analyserats utifrån Nahapiet och Ghoshals (1998) modell om socialt kapital som innefattat tre dimensioner: strukturellt, socialt och kognitivt.Resultatet visar att distansarbete försvårar den spontana kommunikationen mellan den nyanställda och de etablerade kollegorna, vilket gör att arbetsrelationerna tar längre tid att bygga på distans. Vidare visar empirin att sociala aktiviteter för att bygga gemenskap har satts på paus under distansarbete och även att tillgängligheten till andra kollegor för socialt utbyte varierar. Det i sin tur påverkar informations- och resurstillgången eftersom de informella mötena och de spontana interaktionerna inte förekommer på samma sätt vid distansarbete. Slutligen har studien samlat in värdefull information som kan bidra med möjligheter att förbättra introduktionsprocessen för nyanställda som introduceras på distans i framtiden.
The onboarding process plays a central role to facilitate newcomer adjustment’. As a result of the Covid-19 pandemic, several organizations have been faced with the challenge to rapidly shift and work from home in order to prevent the spread of the Corona virus and protect the health of their employees. This study aims to understand the experiences of new employees as the onboarding process is carried out virtually, which becomes crucial considering these circumstances.The study takes on a qualitative approach, where data has been collected through six semi-structured interviews. The results have been analyzed from a social capital perspective, inspired by Nahapiet and Ghoshal's (1998) framework, which includes three dimensions: structural, social and cognitive.Findings in this study indicate that everyday communication between new employees and their coworkers is during telework highly constrained. Meaning it takes longer time to build established relationships due to the unordinary setting and initiating a conversation on a digital platform. Furthermore, the empirical evidence shows that social activities for the purpose of building camaraderie is no longer a priority during telework and the access for social exchange is also strongly limited in certain cases. This in turn affects the resources of information since informal interactions occur less frequently when the onboarding process is implemented on a digital platform. Lastly, this study provided useful information on possible improvements for future onboarding processes for new employees during telework.

Over the last few years, human resources systems that link human resources practices, people's attitudes and organizations' performances, are growing in terms of importance and, consequently, investment in organizations. In this sense, it became interesting to study how these human resources systems or practices influence the whole employee experience, which starts on day one of any new hire. In order to ensure a proper integration and induction of a newcomer, onboarding programs - the specific practices initiated by an organization or its agents to facilitate employee adjustment to new roles - are gaining each day more relevance in organizations and Human Resources teams are now changing the paradigm of seeing induction programs as an investment rather than a cost. In the light of this, a pilot onboarding program was designed and executed for a company operating in the insurance sector. Moreover, this pilot program was tested on twenty newcomers and evaluated through an online survey, in order to assess their satisfaction and opinion. The results showed a great increase in terms of satisfaction, when comparing to the previous onboarding program, especially when we talk about onboarding and job satisfaction, understanding the company and the new role in it. Furthermore, the employee experience was also improved for these newcomers.
Nos últimos anos, tem-se assistido a um crescimento do grau de importância dos processos e práticas de recursos humanos que dizem respeito às atitudes dos colaboradores e ao desempenho das organizações. Neste sentido, tornou-se vital estudar estes processos e práticas que influenciam toda a experiência do colaborador e que começam no seu primeiro dia numa dada organização. De modo a assegurar a eficaz integração de um novo colaborador, os programas de integração - práticas iniciadas por parte da organização ou pelos seus agentes, que facilitam a integração ou indução de um novo colaborador na sua nova função - estão a ganhar particular importância e interesse nas empresas e as equipas de recursos humanos estão também elas neste momento a alterar o paradigma, vendo estes programas de integração como investimentos e não como custos para as organizações. À luz do exposto, foi desenhado e realizado um piloto de um programa de integração para uma empresa do setor segurador. Este piloto foi testado em vinte novos colaboradores e os seus efeitos foram avaliados através de um questionário "online", de modo a estimar e compreender o grau de satisfação com o mesmo, bem como outras opiniões. Os resultados obtidos mostram um grande aumento na satisfação com o programa piloto, quando comparado com o anterior programa de integração desta empresa, especialmente no que se refere à satisfação dos novos colaboradores com a sua integração, função e compreensão da empresa como um todo. Para além disso, este programa piloto conseguiu ainda melhorar consideravelmente a experiência do colaborador.

Nos dias de hoje, a fim de conseguir lidar com um mercado externo competitivo, o Marketing Interno (MI) surge , de entre diversas razões, com o importante papel de desenvolver, motivar e reter a força de trabalho (Papasolomou, 2006). Nesse sentido, as organizações deverão procurar investir tempo e os recursos necessários, de modo a conseguir proporcionar um ambiente laboral favorável, permitindo com que os seus colaboradores se sintam únicos e valorizados, bem como felizes e produtivos (Ozuem, Limb, & Lancaster, 2018; Park & Tran, 2018). O presente relatório, apresenta um estudo de caso no âmbito de um estágio curricular no Centro Porsche Porto e procura desenvolver uma estratégia de MI para a organização, contemplando um Plano de Marketing Interno, um Programa de Onboarding e a estruturação de uma Employee Value Proposition (EVP). Assim, foi utilizada uma metodologia qualitativa e efetuada recolha de dados através de entrevistas semiestruturadas, observação, entrevistas informais não estruturadas, análise documental e bibliográfica. Fez-se um diagnóstico e traçou-se um plano de ação com especial destaque para o processo de acolhimento e integração de novos colaboradores (onboarding), que se mostrou, de certa forma, pouco estruturado. Posto isso, a relevância desta investigação prende-se não só com a otimização da vertente de marketing interno da organização, como também irá permitir colmatar uma necessidade no contexto real da organização. Nesse sentido, a estratégia de Marketing Interno desenvolvida, contempla essencialmente duas etapas: (i) fase de Diagnóstico; e (ii) Plano de Ação. Os principais contributos do presente estudo de caso é a criação de uma proposta de valor única para a organização e respetivos colaboradores, permitindo que a gestão de talento no futuro, seja ainda mais fácil. Visa-se também melhorar o desempenho organizacional através de clientes internos ainda mais motivados. Por fim, esta investigação visa também contribuir para o corpo teórico e para a gestão de MI em Portugal.

O presente estudo teve como objetivos i) identificar, no âmbito do Programa de A&I Belong Área Comercial, os fatores facilitadores do A&I de um colaborador recém-chegado; ii) verificar em que medida a execução do Programa de A&I Belong Área Comercial facilita/satisfaz o A&I de um colaborador recém-chegado e iii) identificar ações de melhoria que possam contribuir para otimizar o ajustamento entre indivíduo-organização e organização-indivíduo. No quadro de preponderante importância do ativo intangível “capital humano” para o sucesso organizacional, cada vez mais as práticas de A&I fazem parte integrante da gestão das organizações, visando acolher, integrar e “aculturar” novos colaboradores. Trata-se de um investimento, materializado na conceção e execução de qualidade de Programas de A&I, que fornecem ao novo colaborador ferramentas, recursos e conhecimento, e que, em regra, melhoram o engagement e o desempenho dos colaboradores e aumentam a sua retenção na organização. Para dar resposta aos objetivos deste estudo, a metodologia adotada assentou em diversos referenciais teóricos relativos à socialização organizacional – etapas acolhimento e integração – e recorreu à pesquisa documental, bem como à realização de entrevistas e aplicação de questionários para compreensão das perceções de todos os envolvidos no Programa de A&I da EDP SC. Os principais resultados do estudo permitiram concluir que o Programa de A&I Belong Área Comercial se constituiu como um instrumento muito facilitador do A&I de um novo colaborador na função e na EDP SC. No entanto, considerando uma perspetiva de melhoria contínua da eficácia e da eficiência deste Programa de A&I, foram sugeridas ações a implementar ao Programa de A&I da EDP SC, entre elas, a homogeneização dos papéis de todos os intervenientes no A&I.
This study aimed at i) identifying, within the Onboarding Programme “Belong Comercial Area”, which factors facilitate the welcome and integration of a newly arrived employee; ii) verifying to what extent the implementation of the Onboarding Programme “Belong, Commercial Area” facilitates/satisfies the welcome and integration of a newly arrived employee and ii) identifying improvement actions that may contribute to optimise the fit between person-organization and organization-person. Within the framework of preponderant importance of the intangible asset "human capital" for organizational success, welcoming and integration practices are increasingly forming an integral part of the management of the organizations, in order to receive, integrate and “acculturate” new employees. This is an investment, materialized in the design and implementation of quality of welcoming and integration programmes, which provides the new employee with tools, resources and knowledge, and which normally improves the engagement and performance of employees and increases their retention in the organization. In order to achieve the goals of this study, the methodology that was adopted drew on various theoretical resources related to organizational socialization – stages of welcoming and integration – and resorted to documentary research. Other instruments for data collection were used, such as interviews and questionnaires, to understand the perceptions of all involved in the programme. The main results of this study made it possible to conclude that the Onboarding Programme “Belong, Commercial Area” has been a facilitating instrument for welcoming and integrating a new employee into EDP SC. However, considering a prospect of continuous improvement of the effectiveness and efficiency of this programme, (to make the investment profitable) actions were suggested to be implemented in the EDP SC “Onboarding Programme”, among them, the homogenization of roles of all actors in the process.

O presente Trabalho Final de Mestrado (TFM) incide na área de Gestão de Recursos Humanos (GRH), focando-se na análise do tema Acolhimento e Integração (A&I). Esta investigação visa a caracterização do programa de A&I da empresa em estudo, à luz do estado da arte. Perante um cenário em que cada vez mais se evidencia o valor do capital humano nas organizações, assiste-se a uma evolução e popularização das práticas e ferramentas de A&I. Este investimento, instrumentalizado nas atividades e qualidade do programa que as empresas disponibilizam aos recémadmitidos, assegura resultados positivos para ambas as partes. O conhecimento que é transmitido ao indivíduo e os recursos que lhe são fornecidos, contribuem para o bom desempenho profissional do colaborador na empresa e aceleração da sua integração na mesma. Paralelamente, o crescente envolvimento e identificação do membro acolhido com a organização que integra contribui para o bom funcionamento da empresa, nomeadamente para o aumento do índice de retenção dos seus colaboradores. Consciente da relevância do tema investigado, a metodologia selecionada pela autora permitiu dar resposta aos objetivos deste estudo. Partindo de um referencial teórico sobre A&I, efetuou-se um estudo de caso que retrata o tema em questão, recorrendo à realização de entrevistas semi-diretivas que objetivam a recolha de perceções sobre a matéria em análise. Em traços gerais, os principais resultados desta investigação permitiram concluir que é visível o alinhamento entre as práticas em uso no terreno e a análise da literatura efetuada, complementada com alguns pontos de melhoria.
The present Master Thesis focuses on the field of Human Resources Management, particularly on the analysis of the Welcome and Integration practices. This research aims to characterize the onboarding program of the company under study, in the light of the state of the art. Given a scenario in which the value of human capital in organizations is increasingly recognized, there is an evolution and popularization of the practices and tools of Welcome and Integration. This investment, monitored in the activities and quality of the program which companies make available to the newly admitted, ensures positive results for both parties. The knowledge that is transmitted to the individuals and the resources provided to them, contributes to the good professional performance of the employees in the company and accelerate its integration. At the same time, the increasing involvement and identification of the member received in the organization, contributes to the proper functioning of the company, in particular increases the retention index of the company employees. Aware of the relevance of the researched subject, the methodology selected by the author allowed us to respond to the objectives of this study. Starting from a set of theoretical references about Welcome and Integration, was developed a case study that portrays the subject in question, through the realization of semidirectives interviews that aim the collection of perceptions on the matter in analysis. In general terms, the main results of this investigation allowed to conclude that the alignment between the practices in use in the field and the analysis of the literature is visible, coupled with some points of improvement.

Denna studies syfte är att bidra med kunskap om nyanställdas upplevelser av en onboarding som sker på distans. Detta görs genom forskningsfrågorna: “Vilka förväntningar har nyanställda på en onboarding på distans?”, “Hur upplever nyanställda sin möjlighet att anpassa sig till sin nya arbetsroll?” samt “Hur upplever nyanställda sin möjlighet till att skapa nya relationer till kollegor och företaget?”. Studien utgår från en kvalitativ ansats där datainsamlingsmetoden varit semistrukturerade intervjuer. För att samla in empirin har sex semistrukturerade intervjuer genomförts med informanter som inom de senaste sex till åtta månaderna har påbörjat ett nytt distansarbete till följd av Covid-19-pandemins restriktioner. Genom tematisk analys har empirin analyserats i relation till studiens teoretiska ramverk som tar utgångspunkt i Säljös (2014) sociokulturella perspektivet på lärande, med inriktning på Jarvis et al. (2003) sociala lärande, Bergers et al. (1979) socialisation samt Lauvås och Handals (2015) yrkessocialisation. Resultatet visar att en strukturerad och genomtänkt onboarding upplevs vara av stor vikt för att uppfylla nyanställdas förväntningar, inte minst när den sker på distans. Detta går även hand i hand med hur de nyanställda upplever sina möjligheter att anpassa sig till sin arbetsroll. En onboarding på distans resulterar vidare i svårigheter när det kommer till den nyanställdas upplevda möjligheter att skapa relationer till kollegor och att bli en del av företaget. Resultatet visar ytterligare att företagen gör aktiva försök till att skapa rum och utrymme för sociala sammanhang genom digitala forum. Samtidigt möts detta av ett visst motstånd från de nyanställda som tenderar att undvika deltagandet i dessa frivilliga digitala aktiviteter.
This study aims to contribute with knowledge about new employees’ experiences of an onboarding that takes place at a distance during digital working conditions. This is done through three research questions: “What are the expectations of new employees for an onboarding through distance?", "How do new employees experience their opportunity to adapt to their new work role?" and "How do new employees experience their opportunity to create new relationships with colleagues and the organization?". This study is based on a qualitative research strategy where the data has been collected through six semi-structured interviews conducted with informants who within the last six to eight months have started a new employment through distance, due to the consequences of Covid-19. The result has been analyzed through thematic analysis and in relation to the study’s theoretical framework. The theoretical framework is based on Säljös (2014) socio-cultural perspective on learning with a focus on Jarvis’ et al. (2003) social learning, Berger’s et al. (1979) socialization and Lauvås and Handals’ (2015) professional socialization. The result shows that a structured and organized onboarding is of great importance for meeting new employees’ expectations, when it takes place at a distance during digital working conditions. The structure of the onboarding is also essential for how the new employees adapt to their new professional role. Onboarding through distance results in difficulties when it comes to the new employees’ opportunities to create new relationships with colleagues and to become a part of the organization. The result further shows that organizations make active attempts to make space for social context through digital activities. At the same time, this is met by some resistance from the new employees who tend to avoid participating in these voluntary digital activities.

Process of adaptation is an important period of a life cycle of an employee in every organization. This period, during which the employee is getting to know the organization, its culture, role, colleagues, and their own workload, often determines whether the employee stays with the organization or not. It is a difficult period, the employee is acquiring new skills and know-hows and adjusting to a new colleagues and environment. The difficulty of this period can be lowered with a well set and professionally managed systematic onboarding process. Onboarding process is what this thesis focuses on, it engages with general aspects as well as with evaluation of the onboarding process in a home organization of the author of this thesis. Said organization sees an onboarding manual as an important part of the adaptation process. A draft of such manual is a part of this thesis. Theoretical part of the thesis introduces fundamental fields necessary for complex understanding of the issues of training of new employees in organizations. The themes of adaptation and onboarding process are also introduced as well as education of new employees and mentoring as one of the education methods. Other themes described are the change management as well as the employees' onboarding manual. The concept of the theoretical...