Effective Onboarding : Reducing Time-to-Productivity of New Hires for Department Y at company X
Virkkunen, Lina (2024)
2024
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https://urn.fi/URN:NBN:fi:amk-2024121736600
https://urn.fi/URN:NBN:fi:amk-2024121736600
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The purpose of this thesis is to analyze and enhance the onboarding process for new hires within Department Y at Company X, with a focus on reducing time-to-productivity and improving employee integration. This study is commissioned by Company X to address challenges in the existing onboarding framework and provide actionable recommendations tailored to its business needs.
The research employs a case study approach, combining a literature review with qualitative interviews conducted with four recently hired employees in Department Y. The theoretical framework is grounded in Bauer’s Four C’s model of onboarding—compliance, clarification, culture, and connection—alongside concepts such as pre-boarding, process transparency, and effective training. Thematic analysis of interview data revealed five key themes: pre-boarding preparation gaps, onboarding process transparency, role clarity and confidence, supportive leadership, and alignment with organizational strategy.
Key findings indicate that while Company X’s onboarding practices demonstrate strengths in leadership support and cultural alignment, there are gaps in pre-boarding resources and onboarding process transparency. These deficiencies contribute to initial uncertainty among new hires, delaying their transition to full productivity. Recommendations include implementing structured pre-boarding processes, enhancing onboarding transparency with clear schedules and progress tracking, and providing role-specific training to accelerate confidence and integration.
The proposed improvements aim to reduce time-to-productivity, boost employee engagement, and foster alignment with Company X’s strategic goals. These findings provide a practical roadmap for enhancing the onboarding experience, ultimately contributing to higher employee satisfaction and organizational efficiency.
The research employs a case study approach, combining a literature review with qualitative interviews conducted with four recently hired employees in Department Y. The theoretical framework is grounded in Bauer’s Four C’s model of onboarding—compliance, clarification, culture, and connection—alongside concepts such as pre-boarding, process transparency, and effective training. Thematic analysis of interview data revealed five key themes: pre-boarding preparation gaps, onboarding process transparency, role clarity and confidence, supportive leadership, and alignment with organizational strategy.
Key findings indicate that while Company X’s onboarding practices demonstrate strengths in leadership support and cultural alignment, there are gaps in pre-boarding resources and onboarding process transparency. These deficiencies contribute to initial uncertainty among new hires, delaying their transition to full productivity. Recommendations include implementing structured pre-boarding processes, enhancing onboarding transparency with clear schedules and progress tracking, and providing role-specific training to accelerate confidence and integration.
The proposed improvements aim to reduce time-to-productivity, boost employee engagement, and foster alignment with Company X’s strategic goals. These findings provide a practical roadmap for enhancing the onboarding experience, ultimately contributing to higher employee satisfaction and organizational efficiency.