Employee Onboarding and Orientation PDF

Employee Onboarding and Orientation “Onboarding” is a metaphor, and a rather obvious one at that; it evokes a process for bringing a person onto a ship. The staff of a cruise ship, for example, would “onboard” a ship’s guests by getting all of the luggage to the corre...

Employee Onboarding and Orientation “Onboarding” is a metaphor, and a rather obvious one at that; it evokes a process for bringing a person onto a ship. The staff of a cruise ship, for example, would “onboard” a ship’s guests by getting all of the luggage to the correct cabins, conducting a safety drill, showing them around (dining room, casino, movie theatre, etc.), and describing what activities they might enjoy so that they feel welcome and familiar.” (Stein and Christiansen, 2010) Introduction Employees are pining for a sense of belonging, direction, and confidence in their work. Everyone on the team wants to know that they’re making a difference and that their efforts are appreciated. They are looking for opportunities to develop and advance alongside well-defined duties. In theory, they should be able to bring their own values into harmony with those of their employer. Likewise, they are looking for a digital and physical setting that allows them the freedom to strike that nebulous work-life balance. Starting a new job can be overwhelming for most individuals. Just 43% of new hires get more than a daylong orientation and a benefits booklet as part of their onboarding process. But a quick introduction isn’t enough to help new employees feel competent and satisfied in their roles. Onboarding is all about helping new employees settle into their new jobs. It’s more than just a quick introduction; it’s a complex process that makes new hires feel welcome, comfortable, and part of the team. “Onboarding involves introducing a newcomer to their role while providing them with an understanding of the company’s values, goals, policies, processes and organisational culture.” (Pinco et al., 2024) Introduction to Strategic Human Resource Management 1 That’s why a solid onboarding program is essential. In the first 30 days on the job, 70% of new recruits determine whether they are a good match, and 29% make a decision within the first few days. An excellent onboarding experience has a 44-day window of opportunity to affect a new hire’s likelihood of long-term retention. Organisations with an effective onboarding process increase productivity by more than 70% and new recruit retention by 82%. Strategic, comprehensive onboarding programs help new employees: ˆ Understand their roles: Get a clear picture of their job duties. ˆ Perform well: Gain the skills and knowledge needed to succeed. ˆ Feel valued: Feel appreciated and important within the team. ˆ Achieve job satisfaction: Enjoy their work and workplac Introduction to Strategic Human Resource Management 2  Onboarding Objectives Ideally, the hiring process should already select candidates who share the company’s core values, but onboarding brings them up to speed on what the company stands for. A great company culture includes a respectful workplace where employees care for one another, an inclusive environment welcoming diverse backgrounds and perspectives, and a community engagement policy encouraging voluntarism. Employees who feel disconnected from their company’s culture often express dissatisfaction and may leave their jobs. Ensuring new employees feel valued and accepted is crucial. When employees share the company’s values, understand its vision, and feel heard by all levels of leadership, they are more likely to be satisfied with their jobs and stay with the company longer. Truly effective communication during onboarding ensures that employees feel their concerns are addressed, leading to higher job satisfaction (SHRM, 2022). Objective Details Cultural Alignment Introduces core values and company culture Respect and Inclusion Promotes a caring, inclusive environment Community Engagement Encourages voluntarism Employee Value Ensures new hires feel valued and accepted Effective Communication Leads to higher job satisfaction Long-term Retention Increases satisfaction and loyalty Introduction to Strategic Human Resource Management 3  Onboarding vs. Orientation Many people mix up “orientation” and “onboarding,” but they’re not the same. Orientation happens in the first days or weeks of a new job. Usually, it involves group meetings to cover the basics, such as general info about the company, details about employee benefits, and the company’s strategic objectives. Orientation is just a small part of the bigger onboarding process, lasting between 3 months and up to a year. Onboarding includes more personalised elements such as job-specific training, mentoring from experienced employees, and keeping new hires motivated and involved. Investing in a thorough onboarding process has long-term benefits, like increased employee satisfaction and loyalty. Aspect Orientation Onboarding Timing First days or weeks of a new 3 months usually, job sometimes can last up to a year Format Group meetings Personalised elements Content General info about the Job-specific training, company, employee mentoring, and benefits, and strategic goals engagement Purpose Basic introduction to the Comprehensive integration company into the company culture and role Benefits Quick overview, cost- Long-term employee efficient satisfaction, increased productivity, and loyalty Introduction to Strategic Human Resource Management 4 Understanding The Critical Role of Managers in Onboarding A successful onboarding process is primarily the responsibility of the new employee’s immediate manager, not the HR department. When managers fail to take ownership of onboarding, they risk losing the new employee within the first year. In fact, you can completely alienate and drive away people you’ve recruited at great expense within 2-3 days simply through bad onboarding. Imagine starting a new job and finding nothing prepared: no desk, no phone, and no IT setup. Worse, no one even knows you’re coming, and you have nothing to do. Your excitement quickly turns to confusion and frustration as you realise no one even knows you’re coming. The team is busy, and you feel like an intruder rather than a new colleague. There’s no onboarding plan, no introductions, and no single email in your inbox with instructions or expectations. You find yourself aimlessly wandering the office, unsure where to sit or how to begin. The lack of preparation sends a clear message about the company’s disorganisation and lack of respect for new hires, leaving you to question your decision to join. Instead of feeling welcomed and valued, you’re left feeling isolated and unimportant, with no idea how to contribute or who to turn to for help. Well, then, how can we avoid this situation that brings no benefits for the employee or the employer? From the moment of job confirmation, the company should have a well-structured onboarding plan in place. The immediate manager ensures a smooth transition for the new hire throughout the onboarding process. They prepare the workspace and resources before arrival, welcome the new employee on the first day, and introduce them to the team and their role. In the following weeks, the manager provides ongoing support, schedules meetings with key stakeholders, and helps the new hire understand their tasks and company culture, fostering a successful integration. Introduction to Strategic Human Resource Management 5 Between the Job Confirmation and the First Day of Work As we have already pointed out, the main goal of a good onboarding program is to consistently show the new employees that they are welcome and valued. During the recruitment process, introducing promising candidates to several future colleagues and physically showing them their potential workplace helps build initial connections and comfort. Between job confirmation and the first day of work, the future supervisor must ensure that everything is ready for the new hire. This includes setting up a work desk and telephone, informing IT early enough to configure necessary devices and entering the new employee into the company’s database with appropriate permissions. If the role involves legal proxy rights, starting the necessary legal paperwork well in advance is crucial. Preparing a clear package of tasks for the first two weeks helps the new employee ease into their role. These tasks should be balanced, neither too challenging nor too mundane, and should aim to engage the new hire meaningfully from the start. Setting up introductory meetings with key internal stakeholders is also essential, fostering a sense of inclusion and understanding of the company’s network. In cases where there is a lengthy gap between job confirmation and the start date, it’s important to touch base with the new employee regularly. Sending general documents about the company and the new job, inviting them to company events like summer parties or team nights, and offering asynchronous eLearning tools to teach company basics are good practices. Making an announcement in company media to introduce the new hire can also make them feel acknowledged and welcomed even before their first day. Approximately three days before the first day, contacting the new employee by phone or email to express excitement about their arrival and provide details about what to expect on the first day and who will support them helps to reduce any anxieties and sets a positive tone. Introduction to Strategic Human Resource Management 6  On Day 1 of the Job The immediate manager needs to be present and available on the employee’s first day. If this isn’t possible due to an unavoidable conflict, such as a critical business trip, the manager must arrange a well-prepared replacement in advance to avoid any last-minute confusion. Everything should be ready for the new hire: desk, phone, IT setup, and access cards. If the setup requires the new employee’s participation, such as multi-factor authentication, arrange for someone to help them through the process. This support can make a big difference, turning a potentially frustrating two-hour setup into a quick ten-minute task. Implementing a “Buddy System” is also a great idea. Assign another employee to help the new hire get accustomed to the workplace. This buddy should check in regularly and be available to answer questions and offer support, especially during the first month. Introduction to Strategic Human Resource Management 7  Within the First Week Many larger organisations offer a one-day orientation workshop for new employees during their first week. This session covers general information that all employees need to know, such as an overview of the company’s products, business model, standard procedures, and emergency exits. If your company offers this, try to schedule new hires so they can attend the workshop within their first week. Eventually, this ensures they receive consistent information and allows them to meet other new employees, fostering a sense of camaraderie and shared experience. In cases where no such workshop exists, it becomes the responsibility of the immediate manager or the assigned buddy to cover these essentials with the new hire. This one-on-one or small group approach can be tailored to the specific needs of the department and the new employee’s role, providing a more personalised onboarding experience. The manager or buddy should ensure that the new hire understands the core aspects of their job, the tools they will use, and the expectations for their performance. Introduction to Strategic Human Resource Management 8  Within Weeks 1-2 The new employee should attend several pre- scheduled meetings in the first few weeks to build their internal network. The immediate manager should take time to explain the specific skills, tasks, and processes relevant to the new hire’s daily work. This includes: ˆ Detailing what reports the new hire will need to produce and how to do them. ˆ Explaining other regular tasks and breaking down the steps involved. ˆ Showing where important documents and materials can be found. It’s also vital for the manager to share more about the history and culture of the team or department. Discuss past performance, the team’s unique strengths, future goals, key performance indicators (KPIs), and important benchmarks. Introduction to Strategic Human Resource Management 9  Weeks 4-8 of the New Job During this period, it’s important to gradually introduce the new employee to the major external partners they will work with, such as key customers, the bank account manager, or local officials like the town mayor. Timing these introductions should be strategic and planned thoughtfully across multiple days and weeks. The reason for delaying these introductions is that the first month is typically a mutual “getting-to-know-each-other” phase. There is always the possibility that the employee may leave or be asked to leave during this trial period. Introducing external stakeholders too early can be disruptive if there are frequent staff changes, so it’s best to start these introductions once it seems likely that the new hire is a long-term fit. Once it becomes clear that the new hire is a good long-term fit, these introductions can then proceed smoothly, ensuring that the new employee is well-prepared and the external partners experience consistent and reliable communication. Introduction to Strategic Human Resource Management 10  Weeks 2 to End of Month 3 Depending on the nature of the job, it can be very beneficial for the new employee to shadow colleagues with similar roles in other branches. This helps them gain a better understanding of how seasoned employees carry out their tasks. Ideally, this would be spread out over time, such as one day a week for two months. However, practical constraints like travel and accommodation costs or the need for the employee to be on-site might require condensing this into a shorter, more intensive period. During this same timeframe, if the new employee has a managerial role, they should participate in the company’s standardised leadership development program. This program focuses on how leadership is understood within the organisation and typically spans several sessions over weeks or months. An important goal of this program is to help the new manager build an internal network with other members of the new management generation within the company. For smaller companies that may not offer such programs, it’s wise to involve the new manager in various projects that allow them to collaborate with other managers. This can help them build a network and understand the company’s leadership dynamics. Introduction to Strategic Human Resource Management 11  Keep Your Flexibility at All Times! Always, but always remember that the guidelines provided should serve as a flexible framework, not as inflexible dogma! Strict adherence without considering individual circumstances can be counterproductive and demotivating. For example, it would be pretty inappropriate, even counterintuitive, to enrol a new hire with 30 years of management experience in a “Leadership Development Program.” Onboarding should be viewed as a bespoke experience tailored to each individual. Just think about how it would feel to pursue the onboarding of a new employee with 30 years of management experience by enrolling them in a “Leadership Development Program” designed for novices – it would not only be redundant but could also feel strange for them. Both HR and the immedtiate manager share the responsibility of customising the onboarding steps to suit the specific situation and background of the new employee. This means moving beyond the one- size-fits-all approach and embracing a more personalised strategy. For a seasoned leader, this journey might focus on integrating them into the company’s strategic vision, culture, and key relationships rather than reiterating fundamental management principles. For a recent graduate, it might involve more structured training, hands-on projects, and mentoring opportunities to build their confidence and skills. Introduction to Strategic Human Resource Management 12 Overview of the Onboarding Process Steps Description Immediate Manager’s Role Pre-First Day Prepare workspace, IT setup, Ensure preparations, maintain and legal paperwork; maintain contact, and prepare initial tasks. communication and send relevant info. First Day Welcome new hires, ensure Be present, facilitate setup, and setup, and assign a buddy. introduce buddy. First Week Attend an orientation or provide Schedule a workshop or essential company info. personally cover essentials. Weeks 1 - 2 Schedule meetings with key Clarify tasks, share team culture, internal stakeholders; explain and set expectations. tasks and processes. Weeks 4 - 8 Introduce to major external Plan and conduct introductions. partners once fit is confirmed. Weeks 2 - Facilitate job shadowing and Organise shadowing and End of Month 3 leadership development. development opportunities. Flexible Tailor onboarding to the new Customise steps for effective Adaptation hire’s background and needs. integration. Introduction to Strategic Human Resource Management 13  Key Takeaways Harvard Business Review published an article titled “Onboarding Can Make or Break a New Hire’s Experience, “ which sums up pretty well the entire essence of the onboarding process. ˆ Make Them Feel Welcome: Onboarding is about making new hires feel truly welcomed and part of the team right from the start. ˆ Create a Sense of Belonging: New employees must feel they belong and that their contributions matter. ˆ Support Growth: New hires want to know they have opportunities to learn and grow. Managers should help facilitate this. ˆ Balance Work and Life: A supportive environment helps new employees balance work and personal life, improving overall satisfaction. ˆ Manager’s Role is Key: The immediate manager should prepare the workspace, greet the new hire warmly, and offer continuous support. ˆ Beyond Just Orientation: Onboarding is more than a one-day event; it’s an ongoing process that can last several months, helping new hires fully integrate. ˆ Foster Cultural Fit: Managers should help new hires understand and embrace the company’s values and culture. ˆ Personalised Training: Onboarding should include personalised training and mentoring to meet the specific needs of the new hire. Introduction to Strategic Human Resource Management 14 ˆ Keep Communication Open: Regular check-ins by the manager ensure new hires feel supported and can address any concerns. ˆ Introduce Key Contacts: Managers should introduce new hires to team members and stakeholders to help them build their network and feel connected. Introduction to Strategic Human Resource Management 15 References ◊ Pinco, O., Salanta, I. I., Beleiu, I. N., & Crisan, E. L. (2024). The onboarding process: a review. Vilakshan-XIMB Journal of Management. ◊ Stein, M., & Christiansen, L. (2010). Successful onboarding. McGraw-Hill Professional Publishing. ◊ Sibisi, S., & Kappers, G. (2022). Onboarding can make or break a new hire’s experience. Harvard Business Review, 2022(4), 1-7. ◊ BambooHR. (2023). Onboarding statistics 2023. Retrieved from https:// www.bamboohr.com/resources/guides/onboarding-statistics-2023 ◊ O.C. Tanner. (2024). Global culture report. Retrieved from https://www. octanner.com/en-gb/global-culture-report ◊ Brandon Hall Group (2015). The true cost of a bad hire. Retrieved from https://b2b-assets.glassdoor.com/the-true-cost-of-a-bad-hire.pdf Introduction to Strategic Human Resource Management 16