Streamlining Onboarding Processes in a Global Organization : Case Study of Company XXX
Kyi, Khin Phyu Cyn (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025120331955
https://urn.fi/URN:NBN:fi:amk-2025120331955
Tiivistelmä
This study focuses on streamlining onboarding processes in a global organization and uses a case study of Company XXX, a global organization based in Finland, bringing new employees on board. This process is observed in order to find how it can be made easier to get employees more involved in the company, integrate with the company’s work culture, and become more productive. The study aims to find methods to solve the issue of inconsistent onboarding practices across international teams and the uncertainties experienced by new employees during their first phase of integration.
The theoretical framework is based on research about onboarding and socializing in the workplace, such as Bauer's Four C's model and ideas about global human resource management. For conducting the research, a mixed-methods case study design was used, which combines both quantitative survey data from newly hired employees with qualitative data that are received from interviews with cross-border managers and also from participant observation. This approach enabled an in-depth understanding of both structural and experiential aspects of onboarding.
The findings show that Company XXX performs well in fostering team connection and providing supportive managerial practices, yet faces challenges related to information management, access to tools, and role clarity. The study proposes a Cross-Border Onboarding Alignment Framework to strengthen global consistency while allowing local adaptation. The research concludes that improving structure, cross-border co-ordination and human support networks can significantly enhance the overall onboarding experience in a global context, and further includes suggestions for future research areas.
The theoretical framework is based on research about onboarding and socializing in the workplace, such as Bauer's Four C's model and ideas about global human resource management. For conducting the research, a mixed-methods case study design was used, which combines both quantitative survey data from newly hired employees with qualitative data that are received from interviews with cross-border managers and also from participant observation. This approach enabled an in-depth understanding of both structural and experiential aspects of onboarding.
The findings show that Company XXX performs well in fostering team connection and providing supportive managerial practices, yet faces challenges related to information management, access to tools, and role clarity. The study proposes a Cross-Border Onboarding Alignment Framework to strengthen global consistency while allowing local adaptation. The research concludes that improving structure, cross-border co-ordination and human support networks can significantly enhance the overall onboarding experience in a global context, and further includes suggestions for future research areas.