Hi, Could someone help me with a new joinee on-boarding process? I work for a IT MNC.
From India, Bangalore
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From India, Bangalore
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I think before boarding any flight we have to take boarding pass.... I know this much only....
From Saudi Arabia
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5From Saudi Arabia
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Sonia,
Start with Co's history, vision, mission, core values, etc. Next, brief him on reporting hierarchies, functional lines, lines of business, etc. Then, brief him on policies and procedures that are important and relevant to him. Remember to provide information in a standardized format; don't waste time repeating. Make a PowerPoint (PPT) or PDF document, or better still, put it on your B2E portal, i.e., the business-to-employee portal. They can access the information when they need it. Even a good HRMS can be extended for the same benefit. Lastly, don't forget his key deliverables or KRAs, which will play a major role in his career path, and keep a record of "First day first-hour productivity" – it gives you a fair insight into the candidate's personality, job fit, potential performance, etc.
It's too big a topic to scribble, so feel free to call if you need help or clarifications.
From India, Delhi
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Start with Co's history, vision, mission, core values, etc. Next, brief him on reporting hierarchies, functional lines, lines of business, etc. Then, brief him on policies and procedures that are important and relevant to him. Remember to provide information in a standardized format; don't waste time repeating. Make a PowerPoint (PPT) or PDF document, or better still, put it on your B2E portal, i.e., the business-to-employee portal. They can access the information when they need it. Even a good HRMS can be extended for the same benefit. Lastly, don't forget his key deliverables or KRAs, which will play a major role in his career path, and keep a record of "First day first-hour productivity" – it gives you a fair insight into the candidate's personality, job fit, potential performance, etc.
It's too big a topic to scribble, so feel free to call if you need help or clarifications.
From India, Delhi
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Dear Sonia,
I am presently working in Mumbai at a five-star hotel, and our orientation process begins with a welcome letter from the HR Manager to whom the new employee reports on the first day in the morning.
The HR assistant handles all joining formalities such as locker assignment, uniform distribution, bank account opening, and completion of forms for employee details like residence address, etc.
Next, the new employee is escorted to the GM's office where introductions to all Heads of Departments (HoDs) take place.
The following two days consist of a classroom training program with the Training/L&D manager. The topics covered range from grooming, hygiene, etiquette, and manners to the company's history, future plans, key personnel, and other details aimed at providing the new associate with a comprehensive understanding of the company. The program also includes a property tour.
Upon completion of the classroom training, the new employee undergoes a thorough departmental induction that can last a week or two, depending on the position. Following this induction, the employee then reports to their respective department.
I hope this clarifies the orientation process at my workplace.
Best regards,
[Your Name]
From India, Mumbai
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I am presently working in Mumbai at a five-star hotel, and our orientation process begins with a welcome letter from the HR Manager to whom the new employee reports on the first day in the morning.
The HR assistant handles all joining formalities such as locker assignment, uniform distribution, bank account opening, and completion of forms for employee details like residence address, etc.
Next, the new employee is escorted to the GM's office where introductions to all Heads of Departments (HoDs) take place.
The following two days consist of a classroom training program with the Training/L&D manager. The topics covered range from grooming, hygiene, etiquette, and manners to the company's history, future plans, key personnel, and other details aimed at providing the new associate with a comprehensive understanding of the company. The program also includes a property tour.
Upon completion of the classroom training, the new employee undergoes a thorough departmental induction that can last a week or two, depending on the position. Following this induction, the employee then reports to their respective department.
I hope this clarifies the orientation process at my workplace.
Best regards,
[Your Name]
From India, Mumbai
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Hi Sonia,
Logically, the term boarding process is managing the process from the time the incumbent receives an offer of appointment from you until the time he joins your company. Normally, this is a crucial time as the incumbent may change his decision if he receives better offers from others (even from his existing employer). Therefore, it is important to keep in touch very often with the candidate and understand his feelings. Once you understand his comfort and satisfaction level with your offer, you can maintain the momentum.
Some companies even send their representatives to the new incumbent's house to create a personal bond with him and his family, ensuring that he is not distracted by other offers.
By considering these aspects, you can develop a process to maintain the momentum with the candidate and influence his decisions in your favor.
From India, Kochi
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Logically, the term boarding process is managing the process from the time the incumbent receives an offer of appointment from you until the time he joins your company. Normally, this is a crucial time as the incumbent may change his decision if he receives better offers from others (even from his existing employer). Therefore, it is important to keep in touch very often with the candidate and understand his feelings. Once you understand his comfort and satisfaction level with your offer, you can maintain the momentum.
Some companies even send their representatives to the new incumbent's house to create a personal bond with him and his family, ensuring that he is not distracted by other offers.
By considering these aspects, you can develop a process to maintain the momentum with the candidate and influence his decisions in your favor.
From India, Kochi
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I forgot to mention an important point in my previous posting. Please add the points given below.
Please do keep in mind that what we are talking about - welcome, introduction, etc. - are all part of the Induction Programme. The process of onboarding completes when the new entrant joins for duty.
From India, Kochi
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Please do keep in mind that what we are talking about - welcome, introduction, etc. - are all part of the Induction Programme. The process of onboarding completes when the new entrant joins for duty.
From India, Kochi
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What our friends explained about onboarding is more than enough; you can follow all this. Another important point is, you should have a weekly meet with the incumbent personally to know what he feels about the company, his roles and responsibilities, some positive and negative aspects, etc. This should be done at least for the first month from the date of joining. This will help us to have a better relationship with the new joiner.
From India, Delhi
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From India, Delhi
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Just a thought from the Payroll perspective, there would be a lot of employees who want to know about income tax and also want to know what information they need to provide and to whom. The attached PowerPoint presentation will provide generic information on income tax. You may want to make changes as per your company policies and pay structure.
Thanks,
Showri
From India, Faridabad
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Thanks,
Showri
From India, Faridabad
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Hi Sonia,
The onboarding session should be designed as per the business needs, while incorporating a few of the common practices.
History of the organization: An overview of the business, revenue, market position, core values, and mission. The hierarchy and functional lines should also be covered.
Additionally, consider including a session on soft skills tailored to your participants/audience. If the participants are freshers, avoid overwhelming them with metrics-oriented data on their first day. Engage them with a learning experience that is enjoyable. You may want to include a session on corporate etiquette to familiarize employees with the do's and don'ts and certain business/social norms.
In my opinion, the most crucial aspect would be to incorporate activities, anecdotes, icebreakers, games, etc., based on the audience.
Regards,
Debashish
From India, Idukki
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The onboarding session should be designed as per the business needs, while incorporating a few of the common practices.
History of the organization: An overview of the business, revenue, market position, core values, and mission. The hierarchy and functional lines should also be covered.
Additionally, consider including a session on soft skills tailored to your participants/audience. If the participants are freshers, avoid overwhelming them with metrics-oriented data on their first day. Engage them with a learning experience that is enjoyable. You may want to include a session on corporate etiquette to familiarize employees with the do's and don'ts and certain business/social norms.
In my opinion, the most crucial aspect would be to incorporate activities, anecdotes, icebreakers, games, etc., based on the audience.
Regards,
Debashish
From India, Idukki
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Sonia, I do hope the following information will help you begin to understand the process.
Dr. Marc PS 63:7
Onboarding, On-boarding, or New Employee Onboarding
Onboarding is the process of acquiring, accommodating, assimilating and accelerating new team members, whether they come from outside or inside the organization. The prerequisite to successful onboarding is getting your organization aligned around the need and the role.
The above definition is very specific to New Employee orientation. In a more generic usage - OnBoarding can be defined as the process of acquiring, accommodating, assimilating and accelerating new users into a system, culture or methodology.
Align: Make sure your organization agrees on the need for a new team member and the delineation of the role you seek to fill.
Acquire: Identify, recruit, select and get people to join the team.
Accommodate: Give new team members the tools they need to do work.
Assimilate: Help them join with others so they can do work together.
Accelerate: Help them (and their team) deliver better results faster.
Onboarding is certainly a core management skill. Effective onboarding of new team members can be one of the most important contributions any hiring manager or Human Resources professional can make to long-term organizational success, because onboarding done right drives productivity, significantly improves talent retention and builds shared culture. Onboarding is particularly important for executives transitioning into complex roles (see the entry on “executive onboarding”) because it is difficult for individuals to uncover personal, organizational and role risks in complicated situations when they don't have formal onboarding assistance.
Onboarding is becoming standard operating procedure. Recruiters and interviewers are starting to ask job candidates how they will prepare to onboard, if they receive an offer. Some candidates, anticipating the question, bring 100-Day or 90-Day action plans to interviews. In the past HR owned onboarding. Increasingly, hiring managers own onboarding of their new team members.
Acquire
Acquiring new team members involves identifying, recruiting, selecting and getting people to join the team. Those most effective at this start to prepare for their new employee’s success even before starting to recruit. They clarify their destination by creating a recruiting brief, laying out their onboarding plan and aligning stakeholders.
It’s important to recruit in a way that reinforces key messages about the position and the organization. Those doing this well create a powerful slate of potential candidates. Then they evaluate those candidates against the recruiting brief while pre-selling. Finally they make the right offer and close the right sale the right way.
Accommodate
Accommodating new team members is about giving them the tools they need to do work.
Cost reduction in the onboarding process often focuses on the replacement of paper forms processes with electronic processes that are faster, more accurate, eliminate document shipping costs, eliminate data reentry costs, and mitigate risks. This aspect of onboarding is known as transactional onboarding. These processes can be implemented through a direct translation of paper forms to electronic forms, but more significant cost advantages are gained with technologies that improve the process; vendor examples of the former being KMS Software Company and Adobe Systems and of the latter being the Workforce Empowerment Suite by Mangrove, Emerald Software Group, and TALX
Regarding employment law, significant risk is assumed by the organization through the collection of employment tax information and work authorization status for immigrants, particularly when hiring an outside candidate for an employment role. Organizations seek to mitigate this risk through the implementation of an onboarding strategy. Hence, onboarding processes are typically expected to ensure the quality of the data collected from the candidate, the completeness and accuracy of the forms they submit, and to interface their data to government (primarily for new hire reporting and immigration control, such as the Department of Homeland Security’s e-Verify program) and 3rd party vendors (most often for background and drug testing). An onboarding technology’s application of business rules and related technology is often of interest to the organization in mitigating risk. Robust onboarding systems mitigate this risk by fully integrating the transactional onboarding process with non-repudiated signature technologies and employment authorization verification.
Assimilate
One important aspect of onboarding is the process of converting a candidate for a role into that role within an organization. The candidate may be new to the organization, or may be an existing person within the organization that is assuming a new role. Candidates may become employees or contractors, and may be assuming permanent or temporary roles. This aspect of onboarding can also be referred to as: socialization, acculturation, and indoctrination. Many different consulting and technology companies provide products and services to automate or define the onboarding process; hence, there are widely varying definitions of onboarding. Fundamentally, however, process definition and control of onboarding seeks reduction of costs, better and more effective assimilation of the candidate into the new role, and mitigation of certain risk.[4]
Organizations also may seek to quicken the candidate’s effectiveness in the new role through a more effective onboarding process. This aspect of onboarding is commonly known as acculturation, assimilation or socialization, and is most often achieved through the deployment of a specialized enterprise portal that provides information about the company, the candidate’s new role and peer workers, the company’s benefits offering, and provides access to forms automation and training tasks.[5] While an onboarding portal may be a component of the organization’s HRMS system or Employee Self Service portal, it can also be implemented as part of the company’s intranet, or in some cases as a standalone onboarding portal. Vendors known for their work in this aspect of onboarding include HRM Direct, KMS, Enwisen, and Silk Road Technologies. It has also been pointed out that Microsoft’s SharePoint product can be utilized as an acculturation onboarding platform.
Accelerate
The real value of onboarding is getting new team members up to speed and delivering better results faster. To accelerate transition, onboarding should include new job preparation efforts to give new employees a head start before day one, an announcement process that sets the new employee up for success, resources, support and follow through the first 90 to 100 days, at a minimum.
Accelerating transitions is different for internal promotions and external hires. In the former, the new leader may know many of their stakeholders, and may be familiar with some of the landmines and threats. These transitions need to emphasize the change in relationships with former peers and managers, shifting old roles and responsibilities to others, and providing new insights and new opportunities. In contrast, the external hires focus on rapidly learning the landscape, the supporters and detractors, understanding the core issues, and clarifying your role. Both, however, require articulating the strategies, operational methods and people strategy that will lead to a rapid successful outcome.
From United States, Calhoun
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Dr. Marc PS 63:7
Onboarding, On-boarding, or New Employee Onboarding
Onboarding is the process of acquiring, accommodating, assimilating and accelerating new team members, whether they come from outside or inside the organization. The prerequisite to successful onboarding is getting your organization aligned around the need and the role.
The above definition is very specific to New Employee orientation. In a more generic usage - OnBoarding can be defined as the process of acquiring, accommodating, assimilating and accelerating new users into a system, culture or methodology.
Align: Make sure your organization agrees on the need for a new team member and the delineation of the role you seek to fill.
Acquire: Identify, recruit, select and get people to join the team.
Accommodate: Give new team members the tools they need to do work.
Assimilate: Help them join with others so they can do work together.
Accelerate: Help them (and their team) deliver better results faster.
Onboarding is certainly a core management skill. Effective onboarding of new team members can be one of the most important contributions any hiring manager or Human Resources professional can make to long-term organizational success, because onboarding done right drives productivity, significantly improves talent retention and builds shared culture. Onboarding is particularly important for executives transitioning into complex roles (see the entry on “executive onboarding”) because it is difficult for individuals to uncover personal, organizational and role risks in complicated situations when they don't have formal onboarding assistance.
Onboarding is becoming standard operating procedure. Recruiters and interviewers are starting to ask job candidates how they will prepare to onboard, if they receive an offer. Some candidates, anticipating the question, bring 100-Day or 90-Day action plans to interviews. In the past HR owned onboarding. Increasingly, hiring managers own onboarding of their new team members.
Acquire
Acquiring new team members involves identifying, recruiting, selecting and getting people to join the team. Those most effective at this start to prepare for their new employee’s success even before starting to recruit. They clarify their destination by creating a recruiting brief, laying out their onboarding plan and aligning stakeholders.
It’s important to recruit in a way that reinforces key messages about the position and the organization. Those doing this well create a powerful slate of potential candidates. Then they evaluate those candidates against the recruiting brief while pre-selling. Finally they make the right offer and close the right sale the right way.
Accommodate
Accommodating new team members is about giving them the tools they need to do work.
Cost reduction in the onboarding process often focuses on the replacement of paper forms processes with electronic processes that are faster, more accurate, eliminate document shipping costs, eliminate data reentry costs, and mitigate risks. This aspect of onboarding is known as transactional onboarding. These processes can be implemented through a direct translation of paper forms to electronic forms, but more significant cost advantages are gained with technologies that improve the process; vendor examples of the former being KMS Software Company and Adobe Systems and of the latter being the Workforce Empowerment Suite by Mangrove, Emerald Software Group, and TALX
Regarding employment law, significant risk is assumed by the organization through the collection of employment tax information and work authorization status for immigrants, particularly when hiring an outside candidate for an employment role. Organizations seek to mitigate this risk through the implementation of an onboarding strategy. Hence, onboarding processes are typically expected to ensure the quality of the data collected from the candidate, the completeness and accuracy of the forms they submit, and to interface their data to government (primarily for new hire reporting and immigration control, such as the Department of Homeland Security’s e-Verify program) and 3rd party vendors (most often for background and drug testing). An onboarding technology’s application of business rules and related technology is often of interest to the organization in mitigating risk. Robust onboarding systems mitigate this risk by fully integrating the transactional onboarding process with non-repudiated signature technologies and employment authorization verification.
Assimilate
One important aspect of onboarding is the process of converting a candidate for a role into that role within an organization. The candidate may be new to the organization, or may be an existing person within the organization that is assuming a new role. Candidates may become employees or contractors, and may be assuming permanent or temporary roles. This aspect of onboarding can also be referred to as: socialization, acculturation, and indoctrination. Many different consulting and technology companies provide products and services to automate or define the onboarding process; hence, there are widely varying definitions of onboarding. Fundamentally, however, process definition and control of onboarding seeks reduction of costs, better and more effective assimilation of the candidate into the new role, and mitigation of certain risk.[4]
Organizations also may seek to quicken the candidate’s effectiveness in the new role through a more effective onboarding process. This aspect of onboarding is commonly known as acculturation, assimilation or socialization, and is most often achieved through the deployment of a specialized enterprise portal that provides information about the company, the candidate’s new role and peer workers, the company’s benefits offering, and provides access to forms automation and training tasks.[5] While an onboarding portal may be a component of the organization’s HRMS system or Employee Self Service portal, it can also be implemented as part of the company’s intranet, or in some cases as a standalone onboarding portal. Vendors known for their work in this aspect of onboarding include HRM Direct, KMS, Enwisen, and Silk Road Technologies. It has also been pointed out that Microsoft’s SharePoint product can be utilized as an acculturation onboarding platform.
Accelerate
The real value of onboarding is getting new team members up to speed and delivering better results faster. To accelerate transition, onboarding should include new job preparation efforts to give new employees a head start before day one, an announcement process that sets the new employee up for success, resources, support and follow through the first 90 to 100 days, at a minimum.
Accelerating transitions is different for internal promotions and external hires. In the former, the new leader may know many of their stakeholders, and may be familiar with some of the landmines and threats. These transitions need to emphasize the change in relationships with former peers and managers, shifting old roles and responsibilities to others, and providing new insights and new opportunities. In contrast, the external hires focus on rapidly learning the landscape, the supporters and detractors, understanding the core issues, and clarifying your role. Both, however, require articulating the strategies, operational methods and people strategy that will lead to a rapid successful outcome.
From United States, Calhoun
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You don’t seem to mince words :icon6: I agree with the intent of your mail, if not the spirit.
From India, Delhi
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From India, Delhi
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hi varaprasad here find an attachmentof my collection on employee onboarding useful for the students who wants do project on employee onboarding
From India, Visakhapatnam
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From India, Visakhapatnam
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Onboarding processes are very important As first impressions mean a lot to an employee’s stay at the company especially if you are a start up
To make sure you retain your employees, employee engagement must begin on the first day and thats why you need a good onboarding process .
A good on-boarding process should be uniform set of procedures such as appointment letters, confidentiality agreements , compliance forms and welcome kits.
Refer to this article -https://quikchex.in/onboarding-employee-need-know/ which has a downloadble content such as appointment letters
From India, Mumbai
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To make sure you retain your employees, employee engagement must begin on the first day and thats why you need a good onboarding process .
A good on-boarding process should be uniform set of procedures such as appointment letters, confidentiality agreements , compliance forms and welcome kits.
Refer to this article -https://quikchex.in/onboarding-employee-need-know/ which has a downloadble content such as appointment letters
From India, Mumbai
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EMPLOYEE REFERRAL PROGRAM.doc
NEW EMPLOYEE ORIENTATION HANDBOOK.doc.pd f