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Why Onboarding?

Onboarding of new hires is critical for success today. Employees are increasingly expecting more from companies, and if they don’t feel connected and onboard they will likely leave for a new opportunity somewhere else.

However, there is a marked lack of knowledge about onboarding at the manager level, and the majority of companies are stuck using a “checklist” approach which does not factor in the emotional experience and engaged integration of the new hire.

Onboarding: Getting New Hires off to a Flying Start provides a clear framework for managers to improve the onboarding process.

More about the book

For the organization

A structured onboarding process pays off.

  1. Retention

    A structured onboarding process is integral in helping retain and engage employees beyond their first few weeks.

  2. Time-to-performance

    With a structured onboarding process, you will get new employees faster up to speed.

  3. Costs

    A structured onboarding process reduces recruitment costs associated with the onboarding itself by improving employee retention.

For the employee

Getting off to a great start.

  1. A rewarding experience

    When your employer provides a successful onboarding program, a better job experience is guaranteed from day one. Whether by learning about your job expectations, having a go-to colleague for questions, or getting to know the values of your workplace, onboarding gets you off to a productive start.

  2. Commitment

    With a strong onboarding process, your commitment as a new employee will be matched from day one.

  3. Personal value

    By engaging in onboarding, you can begin to identify your goals with the overall success of the company in mind. And that will make you feel great!

The Onboarding Model

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These six dimensions are key elements to create and manage a structured
onboarding process. The Onboarding Model is used to map the activities in
the current onboarding process and where an extra effort is needed.
  • Culture Cultural norms and values Company direction and strategy Formal and informal distribution of power
  • Compliance Understanding the role and the expectations Systems and processes Internal and legal rules
  • Performance Prioritize tasks and goals Feeling of being valued Get sufficient feedback
  • Network Informal social relations Access to relevant information network Relation to key internal stakeholders
  • Competencies Company expressions and terminology Professional and personal development Knowledge of how the competencies are achieved
  • Collaboration Collaboration with the manager Collaboration with closest peers Contribution to the social work environment