Managing Transformations Smoothly
Rahim, M. Usman (2023)
2023
All rights reserved. This publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited.
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2023060521282
https://urn.fi/URN:NBN:fi:amk-2023060521282
Tiivistelmä
The objective of this thesis was to devise a simple and affective onboarding strategy which can effectively and smoothly handle team transformation, especially in conjunction with hybrid working mode. During and after covid times, when people’s face to face interaction has hugely reduced, it is difficult to onboard newcomers and blend them in the team smoothly. When experienced employees leave for new challenges and team lacks resources and critical knowledge, onboarding newcomers effectively in time is crucial to maintain team productivity and filling the void.
The study started with an aim to develop an understanding of shortcomings in current orientation kind of old school onboarding practices, causing dissatisfaction and prolonged delays for newcomers to reach expected confidence level at work. It utilizes a variety of qualitative methods (i.e., observation, interviews, and discussions) for data gathering. Collected data was analyzed to find out patterns and highlight pain points, digging and mapping the data in conjunction with available literature helped to reach a new onboarding strategy.
From a theoretical point of view, thesis uses an organizational socialization theory and customer dominant logic to provide a basis for this study. Orientation being a widely used approach lack organizational socialization aspects, on which onboarding emphasizes. Service design theories like customer dominant logic, puts the customer in focus, which revolves around customer satisfaction. A newcomer, who is selected after posting attractive job advertisements and a round of interviews, is initially taken (or thought) as a customer, who the team should support and eventually satisfy so that he can successfully integrate and be productive sooner.
This thesis presents an onboarding strategy that focuses and targets maximum satisfaction of a newcomer by making them an owner of their onboarding process, newcomer will drive their own onboarding at their pace ensuring an optimum utilization of organizational resources. After the initial description and knowledge sharing, organizational input will be limited to providing realistic onboarding timeline and goals, and at the same time ensure the availability of resources in the form of a dedicated mentor. Feedback is constantly collected during onboarding and effective measures are taken whenever needed.
The study started with an aim to develop an understanding of shortcomings in current orientation kind of old school onboarding practices, causing dissatisfaction and prolonged delays for newcomers to reach expected confidence level at work. It utilizes a variety of qualitative methods (i.e., observation, interviews, and discussions) for data gathering. Collected data was analyzed to find out patterns and highlight pain points, digging and mapping the data in conjunction with available literature helped to reach a new onboarding strategy.
From a theoretical point of view, thesis uses an organizational socialization theory and customer dominant logic to provide a basis for this study. Orientation being a widely used approach lack organizational socialization aspects, on which onboarding emphasizes. Service design theories like customer dominant logic, puts the customer in focus, which revolves around customer satisfaction. A newcomer, who is selected after posting attractive job advertisements and a round of interviews, is initially taken (or thought) as a customer, who the team should support and eventually satisfy so that he can successfully integrate and be productive sooner.
This thesis presents an onboarding strategy that focuses and targets maximum satisfaction of a newcomer by making them an owner of their onboarding process, newcomer will drive their own onboarding at their pace ensuring an optimum utilization of organizational resources. After the initial description and knowledge sharing, organizational input will be limited to providing realistic onboarding timeline and goals, and at the same time ensure the availability of resources in the form of a dedicated mentor. Feedback is constantly collected during onboarding and effective measures are taken whenever needed.