A Lean Six Sigma Perspective on Enhancing Employee Retention and Onboarding Processes : A Literature and Document Analysis
Al-Ogaidi, Omar (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025121737637
https://urn.fi/URN:NBN:fi:amk-2025121737637
Tiivistelmä
This study aimed at investigating how Lean Six Sigma (LSS) approaches would enhance employee retention by enhancing onboarding procedures and thus reduce the turnover expenses that are between 1.5 and 2 times of annual salary of an employee. It was conducted through a systematic literature review and documentary analysis that incorporated 28 secondary sources published between 2020 and 2025 that were identified through purposive sampling of databases such as Scopus, Theseus, and DiVA.
The paper has followed PRISMA standards, including thematic synthesis in NVivo and calculating quantitative measures of the effects of using LSS tools, including descriptive statistics, reliability coefficients (Cronbach’s coefficients 0.825), correlation/regression models, as the effects of the use of LSS tools, including DMAIC, Kaizen, and 5S.
The comparison showed that the implementation of LSS practices was correlated to a 35.97 % reduction in the onboarding cycle time and a 35.97 % reduction in voluntary turnover with a 27.70 % improvement in employee satisfaction.
The hypotheses were mostly supported: DMAIC had a statistically significant acceleration of processes (p < 0.001), Kaizen and 5S interventions increased the level of satisfaction to a level of nearly 30% and the stability component of Six Sigma brought about a 20.54 % turnover, which translates into a payback of 12: 1. On the basis of these results, a scaled conceptual framework was presented to support the leveled application in micro-enterprises, SMEs, and large firms, thus resolving the prejudice of the sectors and the lack of cultural adjustment.
LSS reinvents onboarding as a transactional cost centre operation into a strategic value-creating retention mechanism with retention rates an increase of 58 % and productivity increments of 70 %. It is recommended that practitioners should be engaged in the implementation of staged rollouts that include the ethical artificial-intelligence interventions, and the scholars should conduct longitudinal primary studies in underrepresented fields. Such a framework enables organizations to use the people focused on paradigms of Industry 5.0 and promote sustainable human-resources management excellence.
The paper has followed PRISMA standards, including thematic synthesis in NVivo and calculating quantitative measures of the effects of using LSS tools, including descriptive statistics, reliability coefficients (Cronbach’s coefficients 0.825), correlation/regression models, as the effects of the use of LSS tools, including DMAIC, Kaizen, and 5S.
The comparison showed that the implementation of LSS practices was correlated to a 35.97 % reduction in the onboarding cycle time and a 35.97 % reduction in voluntary turnover with a 27.70 % improvement in employee satisfaction.
The hypotheses were mostly supported: DMAIC had a statistically significant acceleration of processes (p < 0.001), Kaizen and 5S interventions increased the level of satisfaction to a level of nearly 30% and the stability component of Six Sigma brought about a 20.54 % turnover, which translates into a payback of 12: 1. On the basis of these results, a scaled conceptual framework was presented to support the leveled application in micro-enterprises, SMEs, and large firms, thus resolving the prejudice of the sectors and the lack of cultural adjustment.
LSS reinvents onboarding as a transactional cost centre operation into a strategic value-creating retention mechanism with retention rates an increase of 58 % and productivity increments of 70 %. It is recommended that practitioners should be engaged in the implementation of staged rollouts that include the ethical artificial-intelligence interventions, and the scholars should conduct longitudinal primary studies in underrepresented fields. Such a framework enables organizations to use the people focused on paradigms of Industry 5.0 and promote sustainable human-resources management excellence.