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Journal articles on the topic 'Employee onboarding'
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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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Rushchenko, Julia, Ihor Rushchenko, and Olena Plakhova. "Mitigating hiring risks through pre-employment background screening: Methodology based on the personnel security approach." Technium Social Sciences Journal 9 (July 2, 2020): 577–87. http://dx.doi.org/10.47577/tssj.v9i1.1109.
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In the wake of the corporate scandals linked to negligent hiring, many organisations worldwide have prioritised background investigations to avoid harm or legal liability and ensure safety of their assets, employees and clients. Negligent hiring takes place when an employer fails to verify that a prospective employee may pose a threat to their company. The article discusses the process of pre-employment screenings aimed at mitigating the risk of corporate fraud, unethical behaviour and organisational deviance. The goal of the article is to analyse a methodological basis for pre-employment background checks carried out by the in-house recruitment experts or third party employee screening companies. A large number of the existing studies have examined the theory and policies of pre-employment screenings, have scrutinised functionality and efficiency of background investigations and have addressed the methods used as part of this process. However, prior research has not identified a comprehensive and integrated technique of carrying out a pre-employment background check. To fill this gap, the paper suggests a vacancy-specific background screening of potential candidates according to the previously defined security criteria formulated in the article. The objective of the abovementioned approach is to generate an effective mechanism of identifying the so-called “risky hires” before the onboarding stage of recruitment. It is argued that both risk evaluation and pre-employment assessments of candidates should be viewed as a standard business practice integrated into a comprehensive hiring corporate policy.
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Shanahan, Amber, and Trisha Sheehan. "Creating Community Through Cohort Learning: A Training Model for Youth Development Professionals." Journal of Youth Development 15, no. 1 (March 11, 2020): 79–93. http://dx.doi.org/10.5195/jyd.2020.827.
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University of Minnesota Extension Center for Youth Development (CYD) initiated a learning cohort for their local youth development professionals, 4-H Extension educators (EEs) to fulfill a need to better support staff beyond onboarding. The Youth Development Learn and Lead (YDLL) cohort is grounded in integrative leadership that influences professional relationship building through the sharing of applicable skills and theory across hierarchical boundaries while providing a community of practice to discuss ideas and share resources. The cohort has positively impacted employee engagement and has shown impressive results around networking, relationship building, and learning objectives. The YDLL cohort has been deemed an essential training by CYD, and has been replicated internally to encompass a larger audience with unique staff development needs.
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Prestifilippo, Kathleen M., Emily Webb, Robert F. Mullins, Shawn Fagan, Zaheed Hassan, Bounthavy Homsombath, Beretta Craft-Coffman, Cynthia Currington, and Meganjoy Whalen. "614 Staff Nurse Retention in a Growing Advanced Burn and Wound Clinic Through Implementing a Hiring Best Practice: Peer Interview as a Successful Change Process Managerial Approach." Journal of Burn Care & Research 41, Supplement_1 (March 2020): S151—S152. http://dx.doi.org/10.1093/jbcr/iraa024.240.
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Abstract Introduction In recent decades, healthcare administrators and nurse managers have been challenged with identifying qualified candidates for patient care positions, and then to retain these personnel. The entire process of onboarding the right candidate requires time, money and resources on various levels. When the approach is from a top-down managerial style, it is not always accepted and therefore, is not always successful. Peer interviewing has been identified as a hiring best practice and can contribute to lowering the cost of recruitment, decreasing loss of time to screen and interview and contributes to higher employee morale. To distribute resources and thus save money and time, we adopted this approach to hiring during a critical time of growth and development of a large advanced burn and wound center. Methods Results Conclusions Applicability of Research to Practice Sharing best practices and outcomes with other clinicians helps foster standardization and validation of care among peers.
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Kotlyar, Igor. "Identifying high potentials early: case study." Journal of Management Development 37, no. 9/10 (November 12, 2018): 684–96. http://dx.doi.org/10.1108/jmd-12-2017-0404.
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Purpose Driven by a shortage of leadership capacity, companies are seeking to identify leadership talent earlier. Some companies are introducing programs to identify leadership potential among university students and then hire “high potentials” directly into management designate roles. The purpose of this paper is to explore one such early-stage leadership development program. Currently, little information is available about these initiatives. Design/methodology/approach Case study based on interviews with 18 managers and director of HR and archival employee records. Findings This case study provides a detailed description of an early-stage leadership identification and development program. This program has been developed to identify leadership talent among senior university students prior to hiring and onboarding, provide support, training and development and fast-track them into leadership positions. The study provides insight into the challenges and effectiveness of an early-stage leadership program and offers some practical implications. Originality/value To the author’s knowledge, this is the first study to document a leadership development program that identifies “high potentials” among university students for the purpose of developing them into company leaders.
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P Rao, Aishrith, and Dr Minal Moharir. "Development of Large-Scale User/Client Application for Automobile Networking Sector." Journal of University of Shanghai for Science and Technology 23, no. 06 (June 17, 2021): 1061–67. http://dx.doi.org/10.51201/jusst/21/05395.
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Large Scale User Applications have been prevalent in the 5G era especially in sectors such as automobile, employee tracking features, e-commerce management, etc., especially with services that connect users with their pain points. One of the pain points observed in the subcontinent regarding an overlooked scenario was driving schools and the business of driving services. The current state of driving schools tends to confuse the user base with miscommunications, late service delivery, licensing formalities, and also the payment structure in the absence of a feedback loop. This project attempts to create a full-fledged driving service solution for the 38-lakh user base in the Indian Subcontinent, so as to acquire driving service providers and connect them with the target audience. This would prompt a smoother process of user onboarding as well as improve the service quality with an integrated milestone payment loop. The results observed through the launch of the application on the Play Store were positive and the young generation aged 18-15 were highly enthusiastic about using the service.
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Barykin, Sergey, Olga Kalinina, Igor Aleksandrov, Evgenii Konnikov, Vladimir Yadikin, and Mikhail Draganov. "Personnel Management Digital Model Based on the Social Profiles’ Analysis." Journal of Open Innovation: Technology, Market, and Complexity 6, no. 4 (November 16, 2020): 152. http://dx.doi.org/10.3390/joitmc6040152.
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This paper examines a new approach to defining the task of personnel management in the digital age, taking into account the fundamental changes in internal communications stemming from an increasing use of digital platforms such as intranet, blogs, bulletin boards, instant messaging, and social networking sites. Personnel social media presence plays internal communication roles and thus relates to technologies of social profile analysis regarding employee interaction within the digital economy. The research aims at examining the task of personnel management based on data deriving from social media, for instance social networking sites and other social media tools, with the development of a relevant model for personnel management assessment. It could be shown that communication becomes one of the important aspects of personnel management, which consists of, i.e., human resources planning, recruitment, onboarding, assessment of individual work effects, as well as staff training, rewarding and motivating employees. Effective communication is a prerequisite for carrying out the above-mentioned tasks and performing work effectively. This means that the digital management of personnel can be viewed as a complex task, assuming that organizations operate less by using any formal connections and more by instilling in employees such feelings as feeling inspired, technologically advanced, and proud (on the basis of social media analytics). This paper presents theoretical foundations for developing a model for personnel management with consideration of the distinct employee features based on social media data and included in the assessment process. This allows the same approaches to be used for future research and modeling for assessing team effectiveness. In this paper, a methodological and instrumental solution to the current problem of creating the most effective work team in a digital ecosystem is proposed. The tools proposed to make it possible to create the most potentially effective work team based on the automated processing of natural information contained online on social profiles of potential members of the work team. At the same time, the level of communication compatibility acts as the criterion for the potential effectiveness of the work team. This is an innovative solution for the existing method of managing personnel.
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&NA;. "Successfully onboarding new employees." OR Nurse 8, no. 5 (September 2014): 6. http://dx.doi.org/10.1097/01.orn.0000453451.54061.26.
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Kupczyk, Teresa, and Joanna Kubicka. "Temporary employees’ assessment of onboarding." Management Sciences 23, no. 4 (2018): 35–41. http://dx.doi.org/10.15611/ms.2018.4.05.
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Maksymiuk, Hanna. "ONBOARDING NEW EMPLOYEES: REVIEW OF CURRENT PRACTICIES." Scientific Journal of Polonia University 20, no. 1 (January 14, 2017): 123–28. http://dx.doi.org/10.23856/2014.
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Tihonov, A., and Valeriya Konovalova. "How to Ensure the Effectiveness of Corporate Onboarding Programs Today and Tomorrow." Management of the Personnel and Intellectual Resources in Russia 9, no. 1 (April 10, 2020): 65–68. http://dx.doi.org/10.12737/2305-7807-2020-65-68.
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The article summarizes the results of a comparative study of the eff ectiveness of popular measures included in corporate onboarding programs in foreign and Russian practice. Data are presented confi rming the positive impact of a structured and balanced onboarding process on staff recruitment and retention, indicators of engagement and performance. Along with this, there is a discrepancy between the requests of applicants and employees and the perceptions of employers when managing onboarding. It substantiates recommendations on expanding the practice of socializing new employees, introducing them to the norms of corporate culture, introducing separate tools for communication, conducting joint events, lengthening onboarding programs and their personalization, and using niche training and microtraining during the adaptation period. The necessity of refl ecting in the onboarding programs changes in the structure of the workforce, including “alternative workforce” is emphasized.
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Klein, Howard J., Beth Polin, and Kyra Leigh Sutton. "Specific Onboarding Practices for the Socialization of New Employees." International Journal of Selection and Assessment 23, no. 3 (August 20, 2015): 263–83. http://dx.doi.org/10.1111/ijsa.12113.
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D. Hall-Ellis, Sylvia. "Onboarding to improve library retention and productivity." Bottom Line 27, no. 4 (November 25, 2014): 138–41. http://dx.doi.org/10.1108/bl-10-2014-0026.
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Purpose – The purpose of this column is to examine the onboarding process and its importance for new hires. A well-designed and coordinated onboarding process assimilates new employees into the organization and equips them with the tools and resources needed for professional and personal success. Design/methodology/approach – Recognizing the importance of prudent expenditures within tight budgets, decreasing the time and money for new hires can result in reduced duplication of efforts, accelerating the time to productivity and increasing the satisfaction levels and retention potential among new employees. Findings – The column highlights five steps that a library administrator can take to design and implement an effective onboarding process. Originality/value – Original opinion piece.
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Semenza, Jenny Lynne, Tania Harden, and Regina Koury. "Survey on onboarding practices in Carnegie research institutions." Library Management 42, no. 1/2 (January 15, 2021): 109–18. http://dx.doi.org/10.1108/lm-10-2020-0148.
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PurposeThe purpose of this paper is to describe survey findings on onboarding initiatives at the Carnegie Doctoral Research Institutions of Higher Education libraries. The findings would be helpful to libraries that are at the beginning of their own onboarding initiatives or that wish to compare ongoing efforts.Design/methodology/approachThe authors conducted a survey of Carnegie Doctoral Research Institutions of Higher Education libraries using Qualtrics, an online survey software. Link to the survey with a short explanation was e-mailed to the 319 identified contacts and 111 responses were received at the end of the survey.FindingsSurvey responses revealed that the most prevalent types of onboarding initiatives are an orientation to campus policies and procedures and meeting with human resources. Half of the respondents introduce new employees to the social/cultural norms of the library informally, with responsibility for onboarding falling on the supervisor. Surprisingly, diversity and inclusion have not been identified as formal components of the onboarding by those who engage in it.Originality/valueSpecific research into the onboarding initiatives of Carnegie Doctoral Research Institutions of Higher Education libraries does not exist.
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Krasman, Michael. "Three Must-Have Onboarding Elements for New and Relocated Employees." Employment Relations Today 42, no. 2 (July 2015): 9–14. http://dx.doi.org/10.1002/ert.21493.
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M, Malavika, and Vijaya R. "The Case of Onboarding Process at Company X." Ushus - Journal of Business Management 16, no. 3 (July 1, 2017): 57–63. http://dx.doi.org/10.12725/ujbm.40.5.
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Within an organisation, changes are endless.For an organisation to grow and flourish, changes are necessary and inevitable.Although the significance of change management and organisational development has been established, organisations always face resistance and challenges towards the same. Change interventions in an organization are of varied nature and can be classified as follows: strategic, techno structure, human resource management and human process interventions. The onboarding process is related to work design and refers to the procedure in which newly joined employees are given orientation about the company’s culture, policies and other necessary documentation that is entailed as being part of that company. This process can be viewed from two perspectives: from the employer’s point of view and the new employees’ point of view. This case study attempts to analyse the benefits and shortcomings of a temporary and permanent change of the onboarding process in companies.
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Shetty, Kshama Prabhakar. "COVID-19: A Catalyst for Digital Education and Onboarding in India." International Journal for Research in Applied Science and Engineering Technology 9, no. 8 (August 31, 2021): 1118–25. http://dx.doi.org/10.22214/ijraset.2021.37562.
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Abstract: The COVID-19 Pandemic has been the greatest challenge ever faced in the history of mankind leading to disruptions in almost every sector. The pandemic has taught us the importance of technology and that digital transformation is the key for resilience and academic continuity. The Education sector in India has undergone a paradigm shift from traditional to online learning with the help of government initiatives. With its own advantages and disadvantages, digital means of learning has been widely adopted and accepted by almost everyone. School going kids, students pursuing higher education, employees looking for upskilling and reskilling through certifications as well as employers onboarding and training their new joiners have become completely digital owing to the social distancing norms and with an intension to contain the spread of the pandemic. This research paper focuses on how the pandemic has acted as a catalyst for digital education and onboarding in our country. It also talks about the benefits, hurdles and challenges faced in its adoption. Keywords: COVID-19, Digital Education in India, E-Learning, Onboarding, Pandemic, Online Learning
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Jackson, John, and Jamie Hazlitt. "Hiring Student Graphic Designers: Benefits, Challenges, and Lessons Learned." Journal of Library Outreach and Engagement 1, no. 2 (September 13, 2021): 8–13. http://dx.doi.org/10.21900/j.jloe.v1i2.823.
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This article explores the benefits and challenges of utilizing students as part-time employees to create graphic design materials for academic libraries' promotional needs. The authors describe their experience recruiting students through faculty recommendations, onboarding new hires, and the project management lifecycle for graphic design work.
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Nayak, Amaresh C., and BB Mohanty. "A Study on the Onboarding Process of Employees in the Telecom Sector of Odisha." Training & Development Journal 3, no. 1 (2012): 18. http://dx.doi.org/10.5958/j.2231-0681.3.1.003.
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Thomas, Benjamin, and Patricia Meglich. "Until You’re One of Us: Comparing Workplace Hazing and Conventional Onboarding of New Employees." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 13950. http://dx.doi.org/10.5465/ambpp.2019.13950abstract.
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O'Bryan, Anne, Lily Compton, Juan David Gutiérrez, and Thais Payne. "Scaffolding Successful Mobile Experiences for Frontline ESL Workers: An Exploratory Study." International Journal of Advanced Corporate Learning (iJAC) 12, no. 3 (December 5, 2019): 24. http://dx.doi.org/10.3991/ijac.v12i3.11182.
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<p class="0abstract">This 10-week exploratory study investigates the use of a mobile language learning app, Babbel, by 10 ESL front-line employees and 4 managers and native English-speaking employees at a Fortune 500 company. We focused on the participants’ motivations for using the language learning app and the challenges that they faced. Three key thematic findings were convenience of access, instrumental motivation, and state communicative self-confidence, while challenges included technological literacy and accountability. Recommendations emphasize the importance of onboarding procedures for those with low technological literacy, continual support from a community of practice, and management participation.</p>
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Lawrence, Joanna, Sharman Tan Tanny, Victoria Heaton, and Lauren Andrew. "Adult Learning Principles and Peer Delivery Improve Satisfaction of Electronic Medical Record Onboarding Education." ACI Open 04, no. 02 (July 2020): e114-e118. http://dx.doi.org/10.1055/s-0040-1716747.
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Abstract Objectives Given the importance of onboarding education in ensuring the safety and efficiency of medical users in the electronic medical record (EMR), we re-designed our EMR curriculum to incorporate adult learning principles, informed and delivered by peers. We aimed to evaluate the impact of these changes based on their satisfaction with the training. Methods A single site pre- and post-observational study measured satisfaction scores (four questions) from junior doctors attending EMR onboarding education in 2018 (pre-implementation) compared with 2019 (post-implementation). An additional four questions were asked in the post-implementation survey. All questions employed a Likert scale (1–5) with an opportunity for free-text. Raw data were used to calculate averages, standard deviations and the student t-test was used to compare the two cohorts where applicable. Results There were a total of 98 respondents in 2018 (pre-implementation) and 119 in 2019 (post-implementation). Satisfaction increased from 3.8/5 to 4.5/5 (p < 0.0001) following implementation of a peer-delivered curriculum in line with adult learning practices. The highest-rated factors were being taught by other doctors (4.9/5) and doctors having the appropriate knowledge to deliver training (4.9/5). Ninety-two percent of junior doctors were motivated to engage in further EMR education and 90% felt classroom support was adequate. Conclusion EMR onboarding education for medical users is a critical ingredient to organizational safety and efficiency. An improvement in satisfaction ratings by junior doctors was demonstrated after significant re-design of the curriculum was informed and delivered by peers, in line with adult learning principles.
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Williams, Mark. "How to nurture a transformative digital culture in the workplace." Strategic HR Review 19, no. 1 (December 19, 2019): 7–9. http://dx.doi.org/10.1108/shr-11-2019-0086.
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Purpose HR is at the very heart of this cultural revolution, and everything from candidate selection and onboarding right through to training and development play a key role. Design/methodology/approach This paper draws on Microsoft research highlighting productivity and digital transformation. Findings Organisations can future proof themselves by letting their employees become the driving force in the transition to digital. Originality/value This paper encourages readers to extend beyond simply using digital tools, opening up new channels of communication and inspiring new ways of thinking within an otherwise very traditional.
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Martyniuk, Julia, Christine Moffatt, and Kevin Oswald. "Into the Unknown: Onboarding Early Career Professionals in a Remote Work Environment." Partnership: The Canadian Journal of Library and Information Practice and Research 16, no. 1 (September 24, 2021): 1–11. http://dx.doi.org/10.21083/partnership.v16i1.6451.
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This paper explores the impact of the COVID-19 pandemic from the perspective of three individuals, all of whom are early-career professionals: Julia, a term librarian for an academic library who began her role as the pandemic was causing widespread change; Christine, a recent graduate who started her job search during the pandemic; and Kevin, a current Master of Library and Information Science student who started and completed his co-op in an entirely remote setting. This paper explores their perspectives on job precarity in a remote work environment and provides reflections on working in a library setting during the pandemic. To bring together the key themes experienced throughout this period, several recommendations are offered to managers and early-career librarians as they navigate this new landscape. For employers, advertising new employees, organizing their onboarding, and ensuring concerted efforts for introductions are recommended. For new librarians, forming communities of practice and building relationships in the remote work environment to battle feelings of isolation and not belonging are recommended. The precarious roles most early-career librarians find themselves in is unlikely to improve during the pandemic. The perspectives and reflections shared in this paper are intended to provide a transparent view into the experiences of three early career librarians, what they have learned, and how they are maximizing their time in the remote work environment.
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Pandya, Saurabh. "Early success experience as a predictor of fast-track career growth." Development and Learning in Organizations: An International Journal 31, no. 2 (March 6, 2017): 10–12. http://dx.doi.org/10.1108/dlo-07-2016-0057.
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Purpose This paper aims to recommend an approach which can help ensure the fast-track career progression of employees. Design/methodology/approach The paper uses data from a larger study on leadership development practices in the context of rapid growth organizations. This was based on semi-structured interviews with 43 senior managers from medium-sized organizations in the Indian software services industry. Findings The study suggests that many respondents, who were from a pool of fast-track employees, had experienced some kind of success early on in their careers or particular roles. This was due to various reasons such as exciting opportunities, proximity to top management, a supportive boss, or challenging assignments. Originality/value The paper can be of immense help to organizations by helping them to plan their induction and onboarding activities more effectively, so as to provide new recruits with early success experience of some sort, which in turn will help them to fast-track their career growth.
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Chopra, Anjali, and Priyanka Bhilare. "Future of Work: An Empirical Study to Understand Expectations of the Millennials from Organizations." Business Perspectives and Research 8, no. 2 (January 24, 2020): 272–88. http://dx.doi.org/10.1177/2278533719887457.
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Technological disruptions are connecting the digital world with the physical one, encouraging new innovations such as artificial intelligence (AI), self-driving cars, robotics, and a globally connected economy, which in turn is changing the role of employees at the workplace. Given the changing dynamic work environment, the present study which is exploratory in nature attempts to understand the expectations, attitudes, and priorities of millennials from their future workplace. Specifically, this study focuses on millennials who are undergoing their education and will be entering the workforce. A combination of random sampling and convenience sampling was used to arrive at a sample size of 140. While millennials are technologically proficient, their expectations go beyond being technically superior. The findings from this research clearly suggest that millennials are looking for strong mentors both in their education and work environment and want a road map to help them grow. Reward and recognition of their ideas is very important and more than online course and e-learning modules, gaining exposure by working in cross-functional teams and with subject matters is important. Organizations should keep in mind the expectations and needs of this diverse group, which would help them while strategizing their recruitment, onboarding, and retention policies.
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Dexter, John C. "Human resources challenges of military to civilian employment transitions." Career Development International 25, no. 5 (June 4, 2020): 481–500. http://dx.doi.org/10.1108/cdi-02-2019-0032.
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PurposeUpon discharge, US service members experience an instantaneous immersion back into civilian life. One of the most challenging aspects of that reimmersion is the reentry/entry into the civilian workforce. As such, it is necessary to study the returning veteran's employment experience when considering the veteran's civilian reintegration. The purpose of this study was to analyze and evaluate the returning veteran's civilian employment experience and to identify challenges faced by the veteran in the civilian onboarding experience.Design/methodology/approachThis study is a qualitative analysis in which 27 military veterans were interviewed about their experience with civilian reemployment. The results of the interviews were compiled, analyzed and grouped by common theme. This study explains some of the major issues confronted by the newly separated veteran and discusses how those challenges may influence job satisfaction and job performance.FindingsThe analysis identified the following three main themes that posed challenges to the veteran to civilian employment transition: civilian employer’s military job knowledge deficit, veteran anxiety with civilian employer’s lack of clearly defined new-hire processes and civilian employer misunderstanding of veteran compensation, benefits and family involvement expectations.Research limitations/implicationsThis study is beneficial to scholars in as much as it will help to more clearly identify literature gaps, provide direction on emerging research concepts, add to the existing literature on the veteran to civilian transitions and connect research areas that have not yet been adequately studied. Future research would be well served to follow a similar program of research but by employing different research methods in order to address the limitations outlined above and further support the findings of this research. Specifically, future research should sample across a wider set of individuals as study participants (time since discharge, age, military rank at time of separation, reserve status, etc.). By doing this, future researchers may be able to determine how perceptions change over time and with regard to military experience. A second area of future research may be to conduct related research based on civilian employment opportunities and qualifications. Specific areas of study to be considered should be focused primarily on the macro issues such as military leadership and translating military experiences and skill sets to civilian contexts. Unlike other findings in this research, these two areas cannot be affected at the organizational level, and as such require concept exploration and clarity.Practical implicationsThis study provides guidance and direction for veterans and employers alike by outlining areas that may be challenging for new-hire military veterans and bringing to light areas where the civilian onboarding experience can improve to better accommodate veterans. Further, this study identifies areas that directly or indirectly contribute to high veteran turnover rates and ultimately high veteran unemployment rates.Originality/valueThis original quantitative study conducted by the author specifically identifies several areas in the veteran to civilian employment transition that pose challenges for the returning veteran. All data for this study were gathered and analyzed using first-hand face-to-face interviews and established data analysis methods by the researcher.
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Pavlick, Anna C., Kathleen C. Duffy Fray, Annette C. Rabinovich, and Benjamin C. Wertheimer. "Transforming a cancer center into a high reliability organization." Journal of Clinical Oncology 37, no. 27_suppl (September 20, 2019): 234. http://dx.doi.org/10.1200/jco.2019.37.27_suppl.234.
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234 Background: The goals of a high reliability organization (HRO) are to eliminate preventable harm and streamline processes to maximize efficiency. The NYU Langone Medical Center embarked upon transforming the entire organization into an HRO. Educating the staff of the NYU Perlmutter Clinical Cancer Center (NYUPCCC) about the principles of HRO and a stepwise rollout began in March 2018. Methods: All cancer center employees were provided with an anonymous survey designed to assess culture, teamwork and burnout. Response rate to the survey was 83%. The survey evaluated 8 areas: improvement readiness, local leadership, teamwork climate, safety climate, decision making, burnout climate, personal burnout and emotional recovery. Three areas of opportunity were identified: teamwork and communication, discussing and correcting errors and participation in decision-making. Implementation and onboarding of the NYUPCCC occurred in 3 phases due to the physical layout of the center. Infusion floors were paired with physician floors that utilized them. Three “aims” for each floor were proposed with one aim being an overlapping aim that would require collaboration between the treatment and physician floors. Weekly “huddles” at a white board occur at a defined time and is led by a different staff member each week. This 15-minute gathering of all floor staff allows for an open exchange of ideas, verbalization of new areas of improvement and staff acknowledgement who provided a service above and beyond expectations. Initiatives and results will be presented. Results: This initiative had a positive impact on culture, improved staff-wide communication, improved physician efficacy and decreased patient wait times through the utilization of staff generated ideas and processes. It identified the need for better physician engagement. It also identified a data collection challenge so that information could be gathered in real time and metrics analyzed promptly. Conclusions: Transforming the NYUPCCC into an HRO identified opportunities for staff to encourage a culture of acceptance, foster teamwork, enhance overall cancer center communication and streamline processes to maximize patient safety and overall system efficiency.
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Fan, Xiangmin, Daren Chao, Zhan Zhang, Dakuo Wang, Xiaohua Li, and Feng Tian. "Utilization of Self-Diagnosis Health Chatbots in Real-World Settings: Case Study." Journal of Medical Internet Research 23, no. 1 (January 6, 2021): e19928. http://dx.doi.org/10.2196/19928.
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Background Artificial intelligence (AI)-driven chatbots are increasingly being used in health care, but most chatbots are designed for a specific population and evaluated in controlled settings. There is little research documenting how health consumers (eg, patients and caregivers) use chatbots for self-diagnosis purposes in real-world scenarios. Objective The aim of this research was to understand how health chatbots are used in a real-world context, what issues and barriers exist in their usage, and how the user experience of this novel technology can be improved. Methods We employed a data-driven approach to analyze the system log of a widely deployed self-diagnosis chatbot in China. Our data set consisted of 47,684 consultation sessions initiated by 16,519 users over 6 months. The log data included a variety of information, including users’ nonidentifiable demographic information, consultation details, diagnostic reports, and user feedback. We conducted both statistical analysis and content analysis on this heterogeneous data set. Results The chatbot users spanned all age groups, including middle-aged and older adults. Users consulted the chatbot on a wide range of medical conditions, including those that often entail considerable privacy and social stigma issues. Furthermore, we distilled 2 prominent issues in the use of the chatbot: (1) a considerable number of users dropped out in the middle of their consultation sessions, and (2) some users pretended to have health concerns and used the chatbot for nontherapeutic purposes. Finally, we identified a set of user concerns regarding the use of the chatbot, including insufficient actionable information and perceived inaccurate diagnostic suggestions. Conclusions Although health chatbots are considered to be convenient tools for enhancing patient-centered care, there are issues and barriers impeding the optimal use of this novel technology. Designers and developers should employ user-centered approaches to address the issues and user concerns to achieve the best uptake and utilization. We conclude the paper by discussing several design implications, including making the chatbots more informative, easy-to-use, and trustworthy, as well as improving the onboarding experience to enhance user engagement.
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Medler, Corey, Nicholas Mercuro, Nancy MacDonald, Allison Weinmann, Melinda Neuhauser, Lauri Hicks, Arjun Srinivasan, George Divine, Marcus Zervos, and Susan Davis. "Implementation Methods for a Collaborative Pharmacist-Led Antimicrobial Stewardship Intervention at Hospital Discharge." Infection Control & Hospital Epidemiology 41, S1 (October 2020): s268—s269. http://dx.doi.org/10.1017/ice.2020.838.
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Background: Unnecessary and prolonged antibiotic use is an important driver of antimicrobial resistance, increasing patient harm and resource utilization. Antimicrobials prescribed at hospital discharge represent an important opportunity to intervene and optimize therapy. Objective: We describe the implementation of a pharmacist-led multidisciplinary antimicrobial stewardship (AMS) intervention at transition of care (TOC) to improve antibiotic selection and duration. Methods: This intervention an IRB-approved multihospital, quasi-experimental, 3-phase stepped-wedge project in a 5-hospital health system. The setting included a large, urban, academic medical center in Detroit, Michigan, and 4 community hospitals in southeastern Michigan. AMS is provided by a pharmacist and infectious diseases physician at each site. For the AMS TOC intervention, pharmacists implemented 3 strategies: (1) early identification of patients to be discharged on oral antibiotics; (2) collaborative planning and communication regarding guideline-recommended antibiotic selection and duration; and (3) facilitation of discharge antibiotic prescription with appropriate stop date. Process improvements were modified to fit the academic and community hospital practice models. The process was implemented in general and specialty practice wards at each hospital site. Prior to implementation in October 2018, pharmacists were trained on tools to standardize identification, collaboration, and documentation. Pocket cards were used to augment education and electronic medical record (EMR) templates standardized documentation. Physicians and nurses on participating units were educated on the rationale and process. Following initiation, ongoing feedback was provided regularly to pharmacists to discuss challenges and to identify solutions. Process measures included the total number of patients receiving the intervention monthly, as indicated by pharmacist AMS TOC notes placed. Protocol adherence was evaluated in 25 randomly selected patients in each study phase each month. Adherence was defined as a pharmacist preparing discharge prescriptions and a placing note in the EMR. Results: Over the study period, 1,558 patient encounters received AMS TOC facilitation by a pharmacist. Monthly protocol adherence ranged from 29% to 87% (higher in academic institutions than community) (Fig. 1). Months of low protocol adherence were associated with times of reduced staffing and onboarding a large group of new employees or trainees. Additional barriers included discharges over weekends. The most common area needing clarification was how to count days of therapy to determine the appropriate stop date. A guide of how to count days of therapy was created to assist. Conclusions: Pharmacist-led antimicrobial stewardship at discharge is a feasible intervention in both academic and community settings. Identifying potential barriers and assessing strategies with multidisciplinary healthcare teams allows for optimal implementation and intervention rollout.Funding: This work was completed under CDC contract number 200-2018-02928.Disclosures: None
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Selzer, Robin, and Todd Foley. "Implementing grassroots inclusive change through a cultural audit." Qualitative Research in Organizations and Management: An International Journal 13, no. 3 (September 10, 2018): 284–302. http://dx.doi.org/10.1108/qrom-10-2016-1455.
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PurposeThe purpose of this paper is to implement diversity and inclusion practices in an USA university department through the application of a cultural audit in the style of participatory action research (PAR). The cultural audit process demonstrates an inclusive, grassroots approach to creating actionable solutions that brings about positive organizational change and can be replicated by others.Design/methodology/approachThe version of an organizational cultural audit described here included two phases. The first was quantitative in nature, using a survey to collect data that would provide the organization with a perspective of how its culture is perceived (Fletcher and Jones, 1992) and serve as the basis for the second, more crucial phase. The second phase utilized PAR qualitative approach. Having data presented in aggregate form allows for truer reactions to how others believe they experience the work environment, as opposed to making assumptions about how others may experience the work environment. A cultural audit such as this relies heavily upon the qualitative narrative that is exposed when participants react to the quantitative data presented. In fact, the real assessment begins not with the quantitative data collection process, but with the presentation of the quantitative data and the analysis of how participants respond to what they see.FindingsThe researchers found social and practical implications for empowering employees to develop a culturally agile organization. Results showed that participants generally viewed the culture as lacking transparency and needing values-based guidelines for everyday interactions. Participants thought they should value diversity, but viewed the culture as having a gap in solutions to apply that value. Incentivizing actions that promote diversity and inclusion and better shared governance were needed to address cultural problems in the organization. Recommendations for actionable solutions included: developing shared language through a values statement, restructuring onboarding and mentoring support, increasing transparency of standing committee work, membership, and minutes to foster trust and communication, implementing group guidelines for respectful interactions, and the creation of regular, planned social events to enhance human relations. This case study is significant because it uses an innovative method to not only study diversity and inclusion in a university setting, but also take action, thereby filling a gap in the literature on critical studies of organizations.Research limitations/implicationsFor those trying to institute a similar experience for their organization, it would be important to note that the cultural audit was a grassroots intervention, designed to help the division discern what kinds of lived experiences and shared assumptions exist within.Practical implicationsThe case study presented should serve as a roadmap for how individuals can garner support for conducting a similar cultural audit with their own organizations.Originality/valueThis case study is significant because it uses an innovative method to not only study diversity in a university setting, but also take action, thereby filling a gap in the literature on critical studies of organizations.
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Chenji, Kalaa, and Sode Raghavendra. "Onboarding Effect on Employee Creativity: The Moderating Role of Psychological Empowerment." Journal of Information & Knowledge Management, August 25, 2021, 2150046. http://dx.doi.org/10.1142/s0219649221500465.
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The purpose of the study is to examine the influence of onboarding on employee creativity and test if psychological empowerment moderates the relationship between onboarding and perceived employee creativity of knowledge workers. Data required for the survey was collected from 550 knowledge workers of three firms in service sector in India. The model was analysed using ANOVA, Chi-square test and regression analysis and was used to establish the conditional indirect effects of the moderator. Descriptive analysis was used to calculate mean, standard deviation and correlation coefficient. The results of the study supported the impact of onboarding levels on employee creativity. This study proved higher level of creativity for employees who experienced four levels of onboarding. The results indicated onboarding to strongly influence employee creativity. Onboarding also proved to moderate the effect of psychological empowerment on employee creativity. The crucial theoretical implication is to study the effect of onboarding on new employee perception, production and productivity. The study aims to provide insights to improve new employee creativity on successful onboarding and role of psychological empowerment on it. Much scope of future research on onboarding exists as research in this direction is on surge in the recent days.
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Jánská, Michaela, and Petra Olšová. "Organizational Innovation in High-Tech Companies in the Ústí Region (Czech Republic)." TEM Journal, May 27, 2020, 552–59. http://dx.doi.org/10.18421/tem92-17.
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Employee skills are a source of sustainable competitive advantage. Organizational innovation introduced and managed by company management has a strong influence on the development of innovation capacity. This article follows these innovations in the phases of the employee's life cycle - recruitment, onboarding, retention, development, and departures of employees. The aim is to assess the use of innovative organizational tools. This is done by investigating companies in the high-tech sector in the Ústí Region. There were shortcomings in the recruitment process, the use of more traditional employee retention benefits, and insufficient training programs. In connection with the shortcomings, the inadequate size of the monitored companies is considered.
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Pappas, Kevin. "How’s Your Relationship with Your Managers? The Impact of Strong Supervisor-Employee Relationships on Turnover." From Science to Practice: Organizational Psychology Bulletin, February 10, 2021, 10–13. http://dx.doi.org/10.19099/fstp.031902.
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More than ever, organizations are facing the growing challenge of maintaining strong talent as employees are leaving jobs quicker than ever before. Many approaches have been taken to help tackle the problem of employee turnover; however, the question still remains, what is the best method for keeping employees happy and engaged enough to stay? Recent research has shown that strong supervisor-employee relationships could be the solution. For decades researchers and organizational leaders alike have sought to find solutions to the growing problem of employee turnover. In a culture of transience and low commitment, corporations are struggling more than ever to find ways to retain top talent and avoid the cyclical process of replacing employees. Turnover dramatically impacts the bottom line as additional resources have to be allocated to recruitment, selection, and the training of new employees. Additionally, changeover within organizations has the potential to unsettle social networks and decrease productivity as teams adjust to the shift of losing key players and onboarding new coworkers.
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"Exploring the creativity-trashing power of workplace ostracism and defensive silence." Human Resource Management International Digest 28, no. 7 (August 12, 2020): 41–43. http://dx.doi.org/10.1108/hrmid-07-2020-0166.
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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper focuses on the creativity and empowerment impacts caused by workplace ostracism, as well as the practice of defensive silence by those on the receiving end of it. The results revealed that exposing employees to workplace ostracism causes their creativity to decline, and causes them to adopt defensive silence as self-protection. In turn, defensive silence impacts the relationship between workplace ostracism and employee creativity when employee empowerment levels are low. Organizational leaders are therefore advised to lead by example, to ensure that employee empowerment training is provided, and to embed clear positive behavior messaging throughout their onboarding process. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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McKelvey, Hannah, and Jacqueline Frank. "Improving Onboarding with Employee Experience Journey Mapping: A Fresh Take on a Traditional UX Technique." Weave: Journal of Library User Experience 1, no. 9 (September 12, 2018). http://dx.doi.org/10.3998/weave.12535642.0001.903.
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Choudhury, Prithwiraj, Kevin Crowston, Linus Dahlander, Marco S. Minervini, and Sumita Raghuram. "GitLab: work where you want, when you want." Journal of Organization Design 9, no. 1 (November 16, 2020). http://dx.doi.org/10.1186/s41469-020-00087-8.
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AbstractGitLab is a software company that works “all remote” at the scale of more than 1000 employees located in more than 60 countries. GitLab has no physical office and its employees can work from anywhere they choose. Any step of the organizational life of a GitLab employee (e.g., hiring, onboarding and firing) is performed remotely, except for a yearly companywide gathering. GitLab strongly relies on asynchronous coordination, allowing employees to work anytime they want. After highlighting some of the main practices implemented by GitLab to effectively work all remotely and asynchronously, I asked renowned organizational scientists their thoughts on this interesting case and to question the generalizability of the all remote asynchronous model. Understanding whether and under what conditions this model can succeed can be of guidance for organizational designers that are now considering different remote models in response of the COVID-19 shock and its aftermath.
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"A Theoretical Framework for Gamified Learning." International Journal of Innovative Technology and Exploring Engineering 8, no. 12 (October 10, 2019): 2846–51. http://dx.doi.org/10.35940/ijitee.l3032.1081219.
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The term ‘gamified’ has been applied to a large number of processes in the organization. Marketing professionals have attempted to gamify customer experiences, while human resource managers have attempted to gamify employee processes like recruitment and onboarding. Being a powerful driver for goal-oriented behavioural change, gamification has the potential to revolutionise the way people work, collaborate, and develop. However, the application of gamification has met with limited success in the organization. Researchers have attributed this lack of success to incomplete understanding of the concept. The current study reviews literature in the area of Gamification in an attempt to arrive at a conceptual model explaining how gamification drives learning. The model proposed in this study is simple and draws from key theories related to Learning and use of technology. The purpose of the review is to provide a base for future researchers and a basic understanding for practitioners attempting to introduce gamified learning.
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"Smoothing the transition." Development and Learning in Organizations: An International Journal 31, no. 3 (May 2, 2017): 29–31. http://dx.doi.org/10.1108/dlo-03-2017-0020.
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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Workers face considerable challenges when relocating to a foreign country. The difficulties are even greater for those expatriates classed as self-initiated. The transition for such individuals can become considerably less traumatic when the organization in the host nation has an effective onboarding program. Properly supporting the employee and his or her spouse and family both inside and outside the workplace can shorten the settling-in process and positively impact on performance as a result. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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Bam, Armand, and Linda Ronnie. "Inclusion at the Workplace: An Exploratory Study of People with Disabilities in South Africa." International Journal of Disability Management 15 (2020). http://dx.doi.org/10.1017/idm.2020.5.
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Abstract Research on the employment experiences of persons with disabilities on a global level indicates that this group is faced with the challenge of inclusion in the workplace. While South Africa has a well-defined legislative framework that has been determined in consultation with disabled people’s organisations, compliance with legislation appears to have failed to ensure that employment targets are met. As a response to these challenges, this study explored the early inclusion experiences of persons with disabilities in the workplace via a qualitative, explorative, case study. Semi-structured interviews were conducted with 12 people with a range of different disabilities and working for different organisations, in order to provide insight into the initial experiences of inclusion for persons with disabilities in the workplace. Findings showed challenges in induction and orientation practices, struggles with disclosure of disability to coworkers, a desire to strive for ‘normality’, and frustration and vulnerability in the workplace. Taken together, the findings point to the importance of early experiences of inclusion in the workplace – that is, inclusionary practices during the employee induction phase. This study offers insights to organisations and management practitioners for the promotion of better employment experiences. Recommendations include the appointment of a disability champion to account for disability equity within the organisation, the development of more inclusive recruitment and orientation practices, drawing on coworkers for support, and the active involvement of persons with disabilities in shaping onboarding processes. Embarking on these steps may ultimately result in a more diverse workforce within South Africa.
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Suresh, Vasanthi, and Lata Dyaram. "Workplace disability inclusion in India: review and directions." Management Research Review 43, no. 12 (July 23, 2020). http://dx.doi.org/10.1108/mrr-11-2019-0479.
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Purpose This study aims to review the extant literature on workplace disability inclusion in the organised sector in India and presents an integrated model based on emergent themes in indigenous studies. Design/methodology/approach The review is directed by the following foci: In what contexts was workplace disability inclusion in India empirically investigated? How was workplace disability inclusion examined (method)? What important themes emerge from the studies? Towards this, empirical scholarly studies in India, published between 2011–2019, is reviewed to identify the evolutionary trends. Findings Prominent themes have been identified at three levels – organization, group and individual. At an organization level, the focus is on inclusive strategy and practices. Country-specific contextual factors such as legislation, accessibility and external eco-system influence an organization’s inclusive strategy, which addresses how organizations engage with persons with disability (PwD), job mapping, accessibility and targeted recruitment. Inclusive practices span across various phases of the employee life cycle, namely, recruitment, onboarding, development and retention. At the group level, the themes highlight group boundaries, PwD-supervisor interaction, PwD-co-worker interaction and PwD-PwD interaction. At an individual level, PwD experiences are categorized as physical, job-related and psychological. Workplace treatment and experiences of PwD vary from discrimination to inclusion and along with other outcomes, are influenced by contextual factors. Research limitations/implications This study contributes to the development of workplace disability inclusion theory, by presenting an integrated model of prominent themes, offering greater clarity and avenues for extending the literature. The paper discusses themes that can help organizations facilitate inclusion, thereby improving employment opportunities for PwD. Originality/value In a first, the study provides an integrated account of inclusion of PwD in organized sector in India.