Employee Onboarding Essay Examples & Outline
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Employee onboarding is alternatively referred to as organizational socialization. Employee onboarding is process used in the inclusion of new employees in the organization by increasing their socialization with the rest of the members of the organization (Bradt & Vonnegut, 2009). Employee onboarding includes the induction of the new employees into the organization by exposing them to the organizational culture and familiarization with the processes. The process of organizational socialization leads to the conversion of the employees from outsiders into parts of the organization the process entails the impartation of the knowledge, behaviors and skills that would make it easier for the employees to configure their lives to the prevalent organizational culture.
Techniques of employee onboarding include the use of formal meetings whereby the employees are taught about the organization and its culture. The formal induction meeting can also be conducted via digital means such as the use of emails (Bradt & Vonnegut, 2009). The organization sends the message of inclusion once it embarks on the employee onboarding.
The main benefit of the approach is the increased performance of the members of the organization. The newcomers have the ability to develop competencies in terms of the performance. There are also easier induction and transition for the employees that have progressed from the lower cadres to higher levels of the hierarchy. The process of employee onboarding leads to the development of higher levels of jobs satisfaction with the employees more aware of the requirements of the jobs and means of attaining them.
The employees also indicate higher levels of organizational commitment. The employees feel that they are appreciated by the system. Therefore, they will be more willing to work towards the attainment of the organizational goals (Bradt & Vonnegut, 2009). The employees that have undergone the process of employee onboarding have reduced occupations stress since they are aware of how to handle themselves in the organizational. They can also avoid instances of pariah feeling since the employees have already been included in the organization.
Employee onboarding in the organization entails the use of socialization tactics. The socialization or orientation tactics are designed to provide the most optimal means of attaining organizational goals. The organization uses collective socialization (Bradt & Vonnegut, 2009). This was a mandatory orientation whereby the new batch of employees were undertaken through the orientation process (Roebuck, 2012). The group orientation is more desirable when inducting the employees that have been hired as a group because of graduate recruitment programs.
The socialization process also assumed a formal approach. In this approach, the new inductees are separated from the rest of the employees and sent to training programs (Sims, 2011). The formal separation enabled the delivery of new skills that will be more relevant to the entrants as opposed to the more seasoned employee (Roebuck, 2012) s. However, there were instances of informal socialization whereby the organization allowed the new recruits to learn about the organization from the more seasoned members. The informal approach allowed the employees to make observations and draw insights from what they observed.
The organization used serial socialization that allowed the employees to groom the newcomers that were meant to occupy some positions in the organization. The approach was mainly used in the development of the successors of retiring or transferring professionals on the top level of the organization (Bradt & Vonnegut, 2009). The serial onboarding approach was effective in the development of the mentorship relations and hands on skills on how to react in given situational
The reliance on the formal onboarding by the company did not work out to the eventual gain of the company since the employees still felt that they were in an external environment. In the minds of the new employees, they felt that they were being secluded from the rest due to their newcomer status (Roebuck, 2012). Therefore, it ended up creating feelings of non-inclusion hence aggravating the pariah status perception by the employees.
The use of the serial socialization was an effective approach given that the majority of the entrants in the top position need direction that can only be offered by the outgoing members. Induction of the top officials using serial socialization led to the development of the capacity of the new members to continue with the projects and approaches of the predecessor (Sims, 2011). Even if the new employee would change the approaches, there is a likelihood of staying in the direction of the predecessor (Bradt & Vonnegut, 2009). Therefore, the organization would be able to avoid the instances of misdirection and the arbitrary changes on the approaches that is witnessed with eh change of leadership.
The practice of rotating the employees on a normal basis was also viable with the members that were rotated being more useful to the organization (Bradt & Vonnegut, 2009). The rotation allowed the employees to understand the different processes used by the organization. Therefore, the members could understand the organization form a holistic view.
In conclusion, the employee onboarding is an integral process in the development of the capacity of the employees (Roebuck, 2012). The employees have better performance once they are inducted in the organization and are aware of the processes that the organization adheres to.
Bradt, G., & Vonnegut, M. (2009). Onboarding. Hoboken, N.J.: Wiley.
Roebuck, K. (2012). Onboarding. [Newstead, Australia?: Emereo Pub.?.
Sims, D. (2011). Creative onboarding programs. New York: McGraw-Hill.