CHAPTER 1

INTRODUCTION
1.1.1 ON BOARDING
New employee on boarding is the process of getting new hires adjusted to the social and
performance aspects of their new jobs quickly and smoothly. It is the process through which new
hires learn the attitudes, knowledge, skills, and behaviors required to function effectively within
an organization. The bottom line is that to the degree that organizations can make new hires feel
welcomed into the organization and prepared for their new jobs, the faster they will be able to
successfully contribute to the organization’s mission. While all employees experience some type
of on boarding, the formality and comprehensiveness of on boarding program varies widely across
organizations. For example, benchmarking studies show that organizations considered “best in
class” for on boarding have formal on boarding programs. Some organizations prefer a more
structured and systematic approach to new employee on boarding , while others follow a “sink or
swim” approach in which new employees struggle to figure out what is expected of them and the
existing norms of their new organization. On boarding can vary on many dimensions including in
its formality, sequencing, size of new hires on boarded at once, and how supportive the process is
of new hires. Onboarding is a very trending word in the realm of HR, yet not everybody
understands what it is or how to do it .Not at all like customary employee induction or orientation,
on boarding is an orderly process that develops well past day or week of employment. The
objective of the on boarding procedure is to develop a long haul relationship between the business
and the worker while encouraging a sentiment having a place and a confirmation of settling on the
right decision. Each business is distinctive, so there isn't one right approach to handle the on
boarding procedure of new contracts. Notwithstanding, recall that initial introductions last, so put
forth the additional push to make the most ideal early introductions.

According to the Society for Human Resource Management, “On boarding is the process by
which new hires get acclimatized to all aspects of their jobs rapidly and easily, and learn the
KSA and behaviors required to function effectively within an organization.” The procedure of on
boarding is not obligation of HR alone; every front line manager should also be a part of this
process starting from the very first preliminary stage.

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On boarding needs to be considered as a comprehensive procedure and not some separate stand
alone routine action. This may help in improved integration of new employees with the complete
system. It has been experienced that employees who have not been properly inducted need a lot
more guidance and training and hence proves to be costlier in terms of effort, time and money.

1.1.2The on boarding process has been divided into following phases:-

(a) Phase I. This is the Pre-joining phase in which the employee is in communication with the
recruitment team. In this phase the employee gets the offer letter and all the necessary
information about the organization. This phase also involves submission of any documents
before the first day at work or giving the new hires list of documents to be submitted on the first
day of work. This would prepare the new hire psychologically to adapt to the new environment
to with ease.

(b) Phase II. This includes the first day at work along with the induction or orientation lasting
from one day to a week. In this phase the employee completes the leftover documentation work
from phase I and undergoes an induction process wherein the new hire is given complete
information about mission, vision of the organization, policies and portals, employee related
benefits etc. This phase is basically welcoming the new employee to the organization and
making him feel at home.

(c) Phase III. This phase includes being an integral part of a team under a supervisor. The
employee is briefed about what is expected out of him in alignment to his job description by the
supervisor. It includes integration with the team, consistent feedback by supervisor etc.

(d) Phase IV. This phase includes interactions with HR, feedbacks and training and development.
One more concept which needs to be clarified at this point of time is that onboarding and
Induction/Orientation are just not the same. Till date there are people in the industry using these
two terms as replaceable for each other. On boarding is a bigger umbrella of which induction is a
part of. Induction is just a one day or a week process where in the new joinees are informed
about the organization’s mission, vision, policies, portals, benefits. On the other hand On
boarding is a 30-60-90 days process which covers the day an employee makes his first contact
with the company i.e. the selection phase, Day 1 at work, Training programs.

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1.1.3 RECRUITMENT:

Recruitment is the process of discovering competent employee out of available candidates in the
market who are suitable to job and according to organization requirements. Recruitment
is the process of attracting prospective employees and stimulating them for applying job in an
organization. Recruiting refers to the process of attracting potential job applicants from the
available labor force. Every organization must be able to attract a sufficient number of the job
candidates who have the abilities and aptitudes needed to help the organization to achieve its
objectives. An effective employee selection procedure is limited by the effectiveness of
recruiting process. Outstanding job candidates cannot be selected if they are not included in the
applicant pool. The recruitment process also interacts with other personnel functions, especially
performance evaluation compensation training and development and employee relations.
Recruiting is typically a human resource function.

In planning recruiting activities, an organization needs to know how many applicants must be
recruited. Since some applicants may not be satisfactory an others may not accept the job offers,
and organization must recruit more applicants than it expects to hire. Now we will discuss the
different sources of recruitment that are available to organization:
Table 1.1.1 Recruitment sources

Internal Recruitment External Recruitment

Promotions College recruitment

Transfers Competitors and other firms

Employee Referrals Employment agencies

Former Employees Labor unions

Retrenched Employees Executive search firms

Compassionate appointments Professional associations

Internet recruitment

Media sources

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Basically organizations are available by the two main sources of recruitment which are:

Internal vs External Recruiting Advantages and disadvantages are associated with promoting
from within the organization (internal recruitment) and hiring from outside the organization
(external recruitment) to fill openings. Promotion from within generally is thought to be a positive
force in rewarding good work, and some organizations use it well indeed. However, if followed
exclusively, it has the major disadvantage of perpetuating old ways of operating. In addition, there
are equal employment concerns with using internal recruiting if protected-class members are not
already represented adequately in the organization.

Table 1.1.2 Advantages and disadvantages of Recruiting

Recruiting Advantages Disadvantages
Source
 Morale of promote  Inbreeding
 Better assessment of  Possible morale problems of
Internal
abilities those not promoted
Recruitment
 Lower cost for some jobs  "Political" infighting for
 Motivator for good promotions
performance  Need for management-
 Causes a succession of development program
promotions
 Have to hire only at entry
Level
 New "blood" brings new  May not select someone who
perspectives will "fit" the job or
External
 Cheaper and faster than organization
Recruitment
training professionals  May cause morale problems
 No group of political for internal candidates not
supporters in organization selected
already  Longer "adjustment" or
 May bring new industry orientation time

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 1.2 INDUSTRY PROFILE
1.2.1 INTRODUCTION

Logistics is the art and science of management, engineering and technical activities concerned with
requirements, design and supplying, maintaining resources to support objectives, plans and
operation.

1.2.2 Role of Logistics

It is important to recognize the importance of a dynamic balance between the minute details and the
main elements involved in a product. The Role of Logistics is to maintain that balance. Once the
firm realizes the importance of logistics it is necessary that the firm make full and efficient use of
logistics. The first step is to create a buyer value for the customer and a strategic value for the firm.

The customer is the most important asset for a company. He drives the entire supply chain
including manufacturing, marketing and logistics. Hence it is important for a firm to have a clear
understanding of what the customer demands and to keep up to the customers expectations. Once a
company has a clear understanding of its customer’s requirements it must device a strategy on how
to use logistics to achieve it. This means that the company has to have a clear understanding or
assessment of company’s strategic direction.

Visioning: this includes the systematic development of an organizational consensus regarding the
key inputs to the logistics planning process as well as identification of the potential alternative
logistics approaches. This is an important step for the following reasons:

 Helps to define a strategic direction to the company and also to get a clear understanding the
role of logistics in it.
 Get a clear idea of the requirements of the various segments of customers.
 Have a look at the various factors that would affect the strategy of the company.
 Define alternative strategies and also the scope of the planning effort.

Strategic analysis: this involves taking a look at the various components involved in the process
and selecting the best logistics process among the alternatives. These components, which are to be
5
reviewed, are revealed during he first step. This may include revamping the entire process to
assessing how a single component can be used more effectively.

Planning: this involves the assembling of a plan that outlines the mission and goals for the logistics
function and the programs and activities to achieve these goals. Logistics planning is an iterative
process. The plans have to be redefined every year to improve the quality of performance.

Managing change: this involves effective management to implement enhanced ways of conducting
business. The management should keeping changing the plans in accordance with the change in the
market and also coach the organization to effectively embrace this change.

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 1.3 COMPANY PROFILE
1.3.1 INTRODUCTION

The company that started in 2000 to provide global sourcing services to the automotive
components industry and our core offerings were centered around finding & managing suppliers,
procurement, inspection and logistics and there is immense potential to improve efficiencies in the
automotive components industry. This belief propelled us to bring together the right mix of global
talent, technology and entrepreneurial spirit to craft solutions that add significant value to this
industry.
1.3.2VISION

To be prefered Global Sourcing, Engineering Service and Software Solutions provider.

1.3.2MISSION

To be the one stop shop for overseas customer to realize the sourcing,Engineering,Compliance
services & Software wishlist.

1.3.3 VALUES

 Ethical business practices

 Adherence to Corporate Governance principles

 Uphold Integrity and Trust at all times

 Promote spirit of Entrepreneurship amongst employees

1.3.4 QUALITY POLICY

CUSTOMER FOCUS
 To provide an outstanding service quality experience to our customers to enhance their
Satisfaction
 Constantly assess our service processes, identifying the potential for Improvements and
taking the necessary actions to implement them.
LEADERSHIP
 The company is committed to creating and maintaining a working environment where
people are fully empowered to achieve the company objectives.

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ENGAGEMENT OF PEPOLE
Identify skill gaps and consequent training needs of the employees; create a training plan within
budgetary allocation, Implement training programs, assess effectiveness of the programs and take
course corrections if required.
RELATIONSHIP MANAGEMENT
 To enable suppliers to benefit from global business opportunities
 Enhance shareholder value and
 Remain a responsible corporate citizen

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 1.4 REVIEW OF LITERATURE

 Alice Snell(2006)it deals with the early stages of on boarding are crucial to establishing
a lasting bond between employees and the company. Alice Snell, vice president of the
research division of talent management solution company, Taleo, outlines the methods
organizations can use to maximize contribution and avoid the pitfalls of the on
boarding process.

 Bauer T.N(2011)the study deals with the organizational socialization is influenced by

newcomer characteristics and behaviors, as well as by organizational efforts. Newcomer
adjustment is associated with important employee and organizational outcomes such as
satisfaction, commitment, turnover, and performance. In the past 3 decades, our
understanding of a newcomer’s adjustment to organizations increased substantially. As
employees change jobs more frequently and the cost of replacing an employee increases,
understanding and managing the process of socialization will provide competitive
advantages to organizations.
 C.Y.N Krishnan(2011)assess and establish the support levels and the benefits of the human
resource information systems in the medium scale textile industries. As a core part of the
study, the primary data was collected from the selected of respondents of textile companies
who are using human resource information systems with the help of a survey questionnaire.
The data analysis that was performed using cumulative weighted average technique
concludes highly moderate support levels of human resource information systems exists in
the medium-scale textile industries and they are able to attain only 2/3 of the benefits and
also the research is based on an evolutionary view of computing growth suggests
improvements in the human resource information systems in order to gain the competitive
advantage and to maximize the benefits.

 Jolie o.Graybill(2013) Moving from a traditional new employee orientation model to

a best‐practices on boarding model will require HR professionals to conduct an
internal assessment of the current program. Due to the high cost associated with
recruiting new employees, the need for new employees to be fully functional and

9
 engaged as soon as possible, and the need to communicate performance indicators, the
need to share best practices is important.

 Watkins Michael(2013)it deals with that they believes that it is crucial to follow a
comprehensive framework for making transitions, one that distills the experience of
many leaders facing a diverse range of situations when taking on a new job or a
promotion. The author, an internationally known consultant, has distilled the
experience of many leaders facing a diverse range of on boarding situations into a
learning framework. New leaders must be systematic and focused about deciding
what they need to learn and how they will learn it most efficiently. A leader's
successful transition into a new position depends on the ability to influence people
outside direct line of control. Supportive alliances, both internal and external, are
necessary if leaders are to achieve their goals. The author shows the potential benefits
to the organization from systematically accelerating everyone's learning during major
transitions.

 Sylvia D.Hall-Ellis(2014)it deals with the purpose of this column is to examine the on
boarding process and its importance for new hires. A well-designed and coordinated
on boarding process assimilates new employees into the organization and equips
them with the tools and resources needed for professional and personal success.
Recognizing the importance of prudent expenditures within tight budgets, decreasing
the time and money for new hires can result in reduced duplication of efforts,
accelerating the time to productivity and increasing the satisfaction levels and
retention potential among new employees.– The column highlights five steps that a
library administrator can take to design and implement an effective on boarding
process.
 M.Dhanabhakyam(2014) it deals with the talent management, the practices adopted
generally differ from industry to industry in many cases and certain practices are more
suitable for certain industries over others. At the same time there are some practices which
are prevalent in most of the industries and this aims to bring out talent management
practices which are adopted in four major industries Banking, Healthcare, Manufacturing
and IT industry. And also practices which are more common among different industries and
they map with the existing talent management practices and its benefits to individual and an
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 organisation.
 Zhongming(2014) it explains about emerging process-based approach of strategic human
resource management research by investigating the relationship between 2 types of HR
attributions (i.e., commitment-focused and control-focused HR attributions) and 2 key
employee outcomes (i.e., turnover intention and task performance) in an organizational
change context. Based on a social exchange framework, perceived organizational support
(POS) was introduced as a key mediator. Based on the finding they found that commitment-
focused HR attributions were positively related to POS and that control-focused HR
attributions were negatively related to POS and in addition, POS mediated the relationships
among commitment-focused HR attributions and the 2 employee outcome variables of
turnover intention and task performance as well as the relationships among control-focused
HR attributions and the 2 employee outcome variables.
 Helena Cooper(2014)it explains there is an increasing focus on newcomer proactive
behavior in organizational socialization research and there are few empirically grounded
developments of newcomer adjustment strategies and also HR, and the managers and
colleagues of newcomers can use the strategies identified and categorized here to encourage
newcomers to use organizationally‐appropriate behaviors. Newcomers can use these
strategies to help themselves achieve their own adjustment goals.
 Warren E(2014)it explains that the newly recruited medical school department chairs has
become increasingly important for achievement of organizational goals. An effective on
boarding program for these chairs can greatly facilitate early success, as well as satisfaction
of the new hire with the position and the school. On boarding programs can include
traditional orientation items such as payroll signup and parking details, but should focus
heavily on sharing organizational structure, culture, and how things get done. The goals of
on boarding will be well served by implementation of three roles in the process. An
Orientation Navigator can assist the new chair in the orientation phase, completing new
employee documents and navigating the day-to-day challenges of working at the
location.A Transition Mentor serves over a longer term as a sounding board and coach
outside the peer group, assisting in a variety of ways to promote the chair’s growth,
development, and success as a leader. Finally, any on boarding process is significantly
compromised without the active participation of the dean, meeting regularly with the chair
to clarify expectations, promote assimilation, and solve problems. Successful on boarding
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 begins with a mindfulness of the needs of the newly hired chair, and a well-designed and
well-implemented plan will have wide-ranging benefits for the chair and the organization.
 Steven G.Rogelberg(2016)it explains that the analyses provided evidence that meeting
satisfaction is a distinct facet of job satisfaction and it is hypothesized, the relationship
between meeting satisfaction and job satisfaction depends in part upon the number of
meetings typically attended. The relationship was stronger (more positive) when meeting
demands were higher and weaker when meeting demands were lower. Implications for
assessment, leadership development, on‐boarding, and high potential initiatives are done.
 Jordi Trullen(2016)it explains the role of the HR department in contributing to line
managers' (LMs) effective implementation of HRPs. It does so by comparing the actions of
HR departments in both effective and ineffective implementation processes in different
firms. Its findings reveal that HR departments can make a difference by taking initiatives
that foster line manager,implementation abilities, motivation and opportunities, such as
deploying in‐the‐field HR specialists, framing practices in appealing ways, involving LMs
in the development of HRPs and seeking CEO support, among others. By fleshing out these
HR initiatives and linking them to the AMO framework and to build an inductive model
that offers a more nuanced view of what HR departments can do to have their proposals
effectively implemented by LMs.
 Amanda shantz(2016)this explains that the model posits that when employees perceive
that their organisation's HRM practices are intended to improve their job performance, they
experience higher levels of job involvement, which leads to lower levels of emotional
exhaustion. Conversely, when employees believe that their organisation's HRM practices
are intended to reduce organisational costs, they experience work overload, which translates
into higher levels of emotional exhaustion.
 Sajjad Hosain(2016)it deals with a growing need for formulating green HRM strategies,
including literature, processes, models and examining their implication on overall firm
performance.firms are also under immense pressure freom different stake holders for
integrating green hr policies and strategies into overall firm strategy and the purpose of this
study is to discuss the concept of green hrm pracrice from a theoretical point of view and to
study the strategic implementation of it on various traditional hr activities.
Mary piorun(2017)it deals the trend of promoting clinical experts into management roles
continues. New middle managers need a transitional plan that includes support, mentoring,
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 and direction from senior leaders, including the chief nursing officer (CNO). This case
study demonstrates how the CNO of one organization collaborated with a faculty member
colleague to develop and implement a yearlong personalized on-boarding program for a
group of new nurse middle managers.
 Mohan Karambelkar(2017)it deals with the on boarding process with reference to the
change management model ADKAR to improve effectiveness. Change management
phases and project management phases of the ADKAR model are applied to on
boarding process, and on boarding activities are analyzed. The change management
approach and project management approach provide a systematic design and
implementation plan for on boarding. HR professionals can plan a customized,
systematic, and holistic on boarding program covering technical and non-technical
aspects in terms of knowledge, skills, abilities, and behavior.

 Hall Ellis(2017)it explains the difficulties are even greater for those expatriates
classed as self-initiated. The transition for such individuals can become considerably
less traumatic when the organization in the host nation has an effective on boarding
program. Properly supporting the employee and his or her spouse and family both
inside and outside the workplace can shorten the settling-in process and positively
impact on performance and the briefing saves busy executives and researcher’s hours of
reading time by selecting only the very best, most pertinent information and presenting it
in a condensed and easy-to-digest format.
 Brijesh sivathanu(2018)it explains about the HR 4.0 practice and it discusses the role of
Smart HR 4.0 as a disruptor in the human resource domain with the help of this conceptual
framework and disrupts the talent on-boarding, talent development, and talent off-boarding
process are discussed and also it deals with emerging technologies such as Internet-of-
Things, Big Data, and artificial intelligence will automate most of the HR processes,
resulting in efficient. Both organization structure and leadership style changes would be
required for efficient implementation that would allows to the departments to play a more
strategic role in the overall organization growth.

13
 Steven Dunn(2018)it deals with new hire orientation program,They suggested by review of
extant literature suggests that NHO programs can be organized based on a
reconceptualization of human capital. Using their typology, a firm can organize the role and
scope of its NHO program, assign responsibility for the program's execution, and determine
the appropriate level of resources to commit to this process. Results of an application in a
large technology organization suggest firm performance suffers when NHO components are
not aligned strategically. Implications of the study for managers and academics in career
counselling are presented.
 Scott M.Soltis(2018)the study deals with how a social network perspective informs
managing employee competencies (recruitment, selection, training, and development),
managing employee behaviors and attitudes (performance management, compensation,
turnover, and retention), and managing employees for competitive advantage (strategic
human resource management and strategic human capital). Our goals are twofold: provide a
summary of existing research relevant to human resource management that employs a social
network perspective and stimulate future work in social resource management and they
provide guidance to ensure that work in this area does not simply apply the label of a social
network perspective, but rather meaningfully integrates the two fields.
 Zara Whysall(2019)it explains the transformational changes to business environments
brought about by the fourth industrial revolution create a perfect storm for strategic human
resource management, prompting a need to explore the implications of this context for
talent management theory and practice and it says that there is a need for evolution of talent
management theory and practice towards a more dynamic, systems-thinking orientation,
acknowledging the interrelated nature of different talent management activities.

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 1.5 NEED FOR THE STUDY:

New employee on boarding is the process of getting new hires adjusted to the social and
performance aspects of their new jobs quickly and smoothly. Recruitment is the process of
attracting prospective employees and stimulating them for applying job in an organization. This
study will help the organization to know the area where on boarding and recruitment process is
lacking. This study is needed for the employees to encourage them to consider the present job as
an opportunity for growth. By doing this study we can initiate steps to improve the on boarding
and recruitment process. Thus the researcher conducted the study on “On boarding process and
recruitment process at APA Engineering Private Limited, Chennai”.

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 1.6 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:

 To study on boarding and recruitment process at APA Engineering Private Limited.

SECONDARY OBJECTIVE:

1. To identify the company preferred source of recruitment of the employee.

2. To know the methods used for recruiting the employees.
3. To know the satisfaction level of the employee towards recruitment process.
4. To know the duration of the on boarding program in the company
5. To identify the satisfaction level on an employee towards on boarding program.
6. To identify the most preferred factor for employees to join the company.
7. To give suggestions for improving the recruitment process and on boarding process.

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 1.7 SCOPE FOR THE STUDY

The researcher has conducted the study at APA Engineering Private Limited. The sample size is
80. The areas covered are identifying the company preferred source of recruitment of the
employee, methods used for recruiting, the satisfaction level of the employee towards
recruitment process, the duration of the on boarding program in the company, satisfaction level
on an employee towards on boarding program, the most preferred factor for employees to join
the company and suggestions for improving the recruitment.

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 1.8 RESEARCH METHODOLOGY

1.8.1 RESEARCH:
Research is a process of systematic and in depth study of any particular topic or subject backed by
collection, compilation, and presentation and interpretation of relevant data.

1.8.2 RESEARCH DESIGN:

A research design is the specification of the methods and procedures for acquiring the information
needed to structure what information is to be collected from which sources and by what
procedure. In simple words it refers to process of research.
The researcher has used Descriptive research design as descriptive research design is undertaken
in order to ascertain and able to describe the characteristics of the variable involved as the subject
matter of the study.
1.8.3SOURCES OF DATA COLLECTION:
PRIMARY DATA:
Primary data means the raw data (data without fabrication or not tailored data) which has just been
collected from the source and has not gone any kind of statistical treatment like sorting and
tabulation. The researcher collected the primary data through Survey method.
SECONDARY DATA:
Data which has already been collected by someone, may be sorted, tabulated and has undergone a
statistical treatment. It is fabricated or tailored data. The researcher collected the secondary data
through books and journal.
SAMPLING UNIT:
A sampling unit is one of the unit into which an aggregate is divided for the purpose of sampling,
each unit being regarded as individual and indivisible when the selection is made. The sampling
unit here is APA Engineering Private Limited.

SAMPLING ELEMENT:
Target population - the specific pool of cases one wants to study. Sampling element: is the unit of
analysis or case in a population - can be a person, a group, an organization, an arrest that is being
measure. Sampling Frame: an actual list that includes every case in the population.The sampling
elements are employees from HR, finance and IT department.

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TOTAL POPULATION:
The universe is the totality of the units from which the sample is selected or derived.Total
population is 250 Employees.

SAMPLING SIZE:
Sample size determination is the act of choosing the number of observations or replicates to
include in a statistical sample. The sample size is an important feature of any empirical study in
which the goal is to make inferences about a population from a sample. The sampling size of
study is 80 employees working in the company were chosen for the study.
SAMPLING METHOD:
Sampling method is a procedure for selecting sample members from a population. The researcher
has used convenience sampling.
TOOLS FOR DATA COLLECTION
The researcher has used questionnaire for the data collection. The same questionnaire was
supplied to all the respondents, with no change even in the order of the questions. Questionnaire is
a questionnaire is a research instrument consisting of a series of questions (or other types of
prompts) for the purpose of gathering information from respondents.

TOOLS USED FOR ANALYSIS

The Statistical Package for the Social Sciences (SPSS) is a software package used in statistical
analysis of data. It was developed by SPSS Inc. and acquired by IBM in 2009. In 2014, the
software was officially renamed IBM SPSS Statistics. The software was originally meant for the
social sciences, but has become popular in other fields such as health sciences and especially in
marketing, market research and data mining. SPSS is a software package used for logical batched
and non-batched statistical analysis. SPSS stands for Statistical Package for the Social Sciences.
Statistical tool used for analysis is SPSS STATISTICAL SOFTWARE.

 PERCENTAGE ANALYSIS- Refers to a specified kind of each percentage which is

used in making comparison between two or more services of date, percentage is based in
descriptive relationship. It compares the relative items and the percentage reduces
everything to a common base and there by allow meaning comparison.

19
 1.9 LIMITATIONS OF THE STUDY:

 The workers were busy with their work therefore they could not give enough time for the
questionnaire.
 The personal biases of the respondents might have entered into their response.
 Respondents were reluctant to disclose complete and correct information.

20
 CHAPTER 2

DATA ANALYSIS AND INTERPRETATION

PERSONAL DETAILS

TABLE
2.1.1 TABLE SHOWING THE GENDEROF THE EMPLOYEES

NUMBER OF
PARTICULARS PARTICIPAN PERCENT
TS
MALE 51 63.7
FEMALE 29 36.3
Total 80 100.0

2.1.1CHART SHOWING THEGENDEROF THE EMPLOYEES

THE GENDER OF THE EMPLOYEES

36%

MALE
FEMALE

64%

INTERPRETATION:
The above table shows that 63.7% are male and 36.3% are female.

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TABLE

2.1.2 TABLE SHOWING THE AGE OF THE EMPLOYEES

AGE NUMBER OF PERCENT

PARTICIPANTS
21 1 1.3
23 2 2.5
24 4 5.0
25 4 5.0
26 3 3.8
27 4 5.0
28 6 7.5
29 8 10.0
30 6 7.5
31 3 3.8
32 7 8.8
33 5 6.3
34 6 7.5
35 6 7.5
36 1 1.3
37 1 1.3
38 1 1.3
39 2 2.5
40 6 7.5
42 4 5.0
Total 80 100.0

MEAN, MEDIAN, MODE

Statistics
Mean 31.53
Median 31.00
Mode 29

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2.1.2 HISTOGRAM SHOWING THE AGE OF THE EMPLOYEES

INTERPRETATION:
This table represents the age of the employees working in the organization; more number of
employees is between the ages of 28 years to 32 years.

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TABLE

2.1.3 TABLE SHOWING THE DIFFERENTWAYS THE EMPLOYEES CAME TO

KNOW ABOUT THE VACANCY

PARTICULARS NUMBER OF PERCENT

PARTICIPANTS
Through friends/ relatives 18 22.5
Through online job portal 27 33.8
Through newspaper ads 8 10.0
Through existing employees 27 33.8
Total 80 100.0

2.1.3 CHART SHOWING THE DIFFERENT WAYS THE EMPLOYEES CAME

TO KNOW ABOUT THE VACANCY

WAYS TO KNOW THE VACANCY

22%
34% Through friends/ relatives
Through online job portal
Through newspaper ads
Through existing employees
10% 34%

INTERPRETATION:
The table above depicts that most of the respondents got the information about the vacancy
through online job portal and through existing employees. Through job portal there were 33.8%
and through existing employees there were 33.8% as well. As the lowest only 10% came in
through newspaper ads.

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TABLE

2.1.4 TABLE SHOWING THE SATISFACTION LEVEL OF EMPLOYEEES

TOWARDS RECRUITMENT AND SELECTION PROCESS

NUMBER OF
PARTICULARS PARTICIPANTS PERCENT
STRONGLY AGREE 14 17.5
AGREE 48 60.0
NEITHER AGREE NOR DISAGREE 10 12.5
DISAGREE 7 8.8
STRONGLY DISAGREE 1 1.3
Total 80 100.0

2.1.4 CHART SHOWINGTHE SATISFACTION LEVEL OF EMPLOYEEES IN

THE RECRUITMENT AND SELECTION PROCESS

RECRUITMENT AND SELECTION

PROCESS
1%
STRONGLY AGREE
9%
17%
AGREE
13%
NEITHER AGREE NOR
DISAGREE
DISAGREE

60% STRONGLY DISAGREE

INTERPRETATION:
From the above table we can understand that 60% of the respondents have agreed that they were
satisfied with the recruitment and selection process, followed by 17.5 % strongly agreeing on it
and 1.3% strongly disagree to it.

25
TABLE

2.1.5 TABLE SHOWING WHETHER THE TIME GAP BETWEEN INTERVIEW AND
ON BOARDING WAS TOO LENGHTY

NUMBER OF
PARTICULARS PERCENT
PARTICIPAN
TS
STRONGLY AGREE 11 13.8
AGREE 32 40.0
NEITHER AGREE NOR DISAGREE 28 35.0
DISAGREE 7 8.8
STRONGLY DISAGREE 2 2.5
Total 80 100.0

2.1.5 CHART SHOWINGWHETHER THE TIME GAP BETWEEN INTERVIEW AND

ON BOARDING WAS TOO LENGHTY

TIME GAP BETWEEN INTERVIEW AND

ON BOARDING WAS TOO LENGHTY
2% STRONGLY AGREE

9% 14%
AGREE

NEITHER AGREE NOR

DISAGREE
35%
40% DISAGREE

STRONGLY DISAGREE

INTERPRETATION:
The above table depicts that 40% of the respondents agree that the time gap between interview
and on boarding was too lengthy whereas 35% neither agree nor disagree the same. As the least
2% strongly disagree this.

26
TABLE

2.1.6TABLE SHOWING THE EMPLOYEE ‘S VIEW ON TIME GAP BETWEEN

THE PROCESSES

NUMBER OF
PARTICULARS PARTICIPAN PERCEN
TS T
3 DAYS 1 1.3
5 DAYS 9 11.3
5-10 DAYS 70 87.5
Total 80 100.0

2.1.5 CHART SHOWING THE EMPLLOYEE ‘S VIEW ON TIME GAP BETWEEN

THE PROCESSES

EMPLOYEE ‘S VIEW ON TIME GAP

BETWEEN PROCESS
1%

11%

3 DAYS
5 DAYS
5-10 DAYS

88%

INTERPRETATION:
From the above table we can understand that 87.5% of the respondents answered that 5-10 days
will be the appropriate time gap between the on boarding processes, followed by 11.3% told 5
days will be enough.

27
TABLE

2.1.7 TABLE SHOWING THE EMPLOYEES VIEWS ON INDUCTION PROGRAM

NUMBER OF
PARTICULARS PARTICIPAN PERCENT
TS
STRONGLY AGREE 8 10.0
AGREE 45 56.3
NEITHER AGREE NOR DISAGREE 21 26.3
DISAGREE 5 6.3
STRONGLY DISAGREE 1 1.3
Total 80 100.0

2.1.6 CHART SHOWINGTHE EMPLOYEES VIEWS ON INDUCTION PROGRAM

WELL STRUCTURED INDUCTION

PROGRAM
2%

6% 10% STRONGLY AGREE

AGREE
26%
NEITHER AGREE NOR
DISAGREE
DISAGREE

56% STRONGLY DISAGREE

INTERPRETATION:
In this table it shows that 56.3% of employee agrees that the induction program is well structured
and 6.3 % of employee disagrees to it. And 26.3% of employee neither agree nor disagree to it.

28
TABLE

2.1.8 TABLE SHOWING THE SATISFACTIONS LEVEL OF EMPLOYEES

TOWARDS INDUCTION PROGRAM

NUMBER OF
PARTICULARS PARTICIPAN PERCENT
TS
STRONGLY AGREE 13 16.3
AGREE 49 61.3
NEITHER AGREE NOR DISAGREE 12 15.0
DISAGREE 4 5.0
STRONGLY DISAGREE 2 2.5
Total 80 100.0

2.1.7CHART SHOWING THE SATISFACTIONS LEVEL OF EMPLOYEES TOWARDS

INDUCTION PROGRAM

SATISFACTIONS LEVEL TOWARDS

INDUCTION PROGRAM
3%

5% STRONGLY AGREE
16%

15% AGREE

NEITHER AGREE NOR

DISAGREE
DISAGREE

STRONGLY DISAGREE
61%

INTERPRETATION:
This table shows that 61.3% of employee agrees that they are satisfied with the induction
program. 2% of them strongly disagree to it.
29
TABLE

2.1.9 TABLE SHOWING THE DURATION OF INDUCTION PROGRAM

NUMBER OF
PARTICULARS PARTICIPANTS PERCENT
HALF DAY 11 13.8
ONE DAY 42 52.5
THREE DAYS 26 32.5
ONE WEEK 1 1.3
Total 80 100.0

2.1.8 CHART SHOWING THE DURATION OF INDUCTION PROGRAM

DURATION OF INDUCTION PROGRAM

0%

14%
33% HALF DAY
ONE DAY
THREE DAYS
ONE WEEK
53%

INTERPRETATION:
From the above table we can understand that 52.5% of employee had their induction in one day.
33% of employee had their induction for 3 days.

30
TABLE

2.1.10 TABLE SHOWING WHETHER THE EMPLOYEE HAD A MEETING WITH

THE HR-HEAD ON FIRST DAY

NUMBER OF
PARTICULA PARTICIPAN PERCENT
RS TS
STRONGLY AGREE 10 12.5
AGREE 53 66.3
NEITHER AGREE NOR DISAGREE 12 15.0
DISAGREE 4 5.0
STRONGLY DISAGREE 1 1.3
Total 80 100.0

2.1.9 CHART SHOWINGWHETHER THE EMPLOYEE HAD A MEETING WITH

MEETING WITH HR-HEAD ON FIRST

DAY
1%

5% 13% STRONGLY AGREE

15%
AGREE

NEITHER AGREE NOR

DISAGREE
DISAGREE

STRONGLY DISAGREE
66%

THE HR-HEAD ON FIRST DAY

INTERPRETATION:
From the above table it shows that 66% of the employee met their HR-HEAD on the first
day.15% of the employee neither agree to it nor disagree to it.

31
TABLE

2.1.11 TABLESHOWINGWHETHER REPORTING MANGER EXPLAINED ABOUT

THE ROLES & RESPONSIBILITY REGARDING JOB

PARTICULARS NUMBER OF PERCENT

PARTICIPANTS
YES 52 65.0
NO 28 35.0
Total 80 100.0

2.1.10 CHART SHOWING WHETHER REPORTING MANAGER EXPLAINED

ABOUT THE ROLES & RESPONSIBILITY REGARDING JOB

ROLES & RESPONSIBILITY REGARDING

JOB

35%

YES
NO

65%

INTERPRETATION:
From the above table we can understand that 65% of employees were explained about the roles
and responsibilities regarding their job properly by their reporting manager. 35% said no for it.

32
TABLE

2.1.12 TABLE SHOWING WHETHER EMPLOYEES WERE WELL

PREPARED TOWARDS TO THE NEW JOB

NUMBER OF
PARTICULARS PARTICIPAN PERCENT
TS
STRONGLY AGREE 39 48.8
AGREE 26 32.5
NEITHER AGREE NOR DISAGREE 11 13.8
DISAGREE 4 5.0
Total 80 100.0

2.1.11 CHART SHOWING WHETHER EMPLOYEES WERE WELL

PREPARED TOWARDS TO THE NEW JOB

KNOWLEDGE TOWARDS TO THE NEW

JOB

5%
STRONGLY AGREE
14%

AGREE
49%
NEITHER AGREE NOR
DISAGREE
32% DISAGREE

INTERPRETATION:
This table shows that 49% of employees strongly agreed that they had been well prepared for the
new job. 14% of them neither agreed nor disagreed to it.

33
TABLE

2.1.13 TABLE SHOWINGWHETHER THE POLICY AND REGULATION

BRIEFING WAS DONE TO THE EMPLOYEE

NUMBER OF
PARTICULA PARTICIPAN PERCENT
RS TS
STRONGLY AGREE 11 13.8
AGREE 19 23.8
NEITHER AGREE NOR DISAGREE 32 40.0
DISAGREE 1 1.3
STRONGLY DISAGREE 17 21.3
Total 80 100.0

2.1.12 CHART SHOWING WHETHER THE POLICY AND REGULATION

BRIEFING WAS DON’T TO THE EMPLOYEE

POLICY AND REGULATION BRIEFING

STRONGLY AGREE
14%
21%
AGREE
1%
NEITHER AGREE NOR
24% DISAGREE
DISAGREE

40% STRONGLY DISAGREE

INTERPRETATION:
The above table depicts that 40% of the respondents neither agree nor disagree that the policies
and regulation were briefed to them whereas 14% strongly agreed the same. And 21% strongly
disagree to this.
34
TABLE

2.1.14 TABLE SHOWING WHETHER THE ISSUE OF ACCESS & ID CARD WAS
DONE ON FIRST WEEK

NUMBER OF
PARTICULARS PARTICIPAN PERCENT
TS
STRONGLY AGREE 3 3.8
AGREE 47 58.8
NEITHER AGREE NOR 7 8.8
DISAGREE
DISAGREE 8 10.0
STRONGLY DISAGREE 15 18.8
Total 80 100.0

2.1.13 CHART SHOWINGWHETHER THE ISSUE OF ACCESS & ID CARD WAS

DONE ON FIRST WEEK

ISSUE OF ACCESS & ID CARD

4%
STRONGLY AGREE
19%
AGREE

10% NEITHER AGREE NOR

DISAGREE
DISAGREE
9% 58%

STRONGLY DISAGREE

INTERPRETATION:
The above table showing that 58% of the respondents agree that the ID CARD and Access Card
were issued on the first day whereas 19% stronglydisagree the same. As the least 4% strongly
agree this.
35
TABLE

2.1.15 TABLE SHOWING WHETHER THE ALLOCATION OF WORK STATION

WAS ON TIME

NUMBER OF
PARTICULARS PARTICIPAN PERCENT
TS
STRONGLY AGREE 6 7.5
AGREE 56 70.0
NEITHER AGREE NOR DISAGREE 11 13.8
DISAGREE 6 7.5
STRONGLY DISAGREE 1 1.3
Total 80 100.0

2.1.14 CHART SHOWINGWHETHER THE ALLOCATION OF WORK STATION

WAS ON TIME

ALLOCATION OF WORK STATION

1%

7% STRONGLY AGREE
8%

14% AGREE

NEITHER AGREE NOR

DISAGREE
DISAGREE

70% STRONGLY DISAGREE

INTERPRETATION:
The above table depicts that 70% of the respondents agree that the work station was allotted to
them within a week whereas 13.8% neither agree nor disagree the same. As the least 1% strongly
disagree this.

36
TABLE

2.1.16 TABLE SHOWING WHETHER THE EMPLOYEE’S ANXIETY LEVEL

WAS HIGH

NUMBER OF
PARTICULARS PARTICIPAN PERCENT
TS
YES 59 73.8
NO 21 26.3
Total 80 100.0

2.1.15 CHART SHOWINGWHETHER THE EMPLOYEE’S ANXIETY LEVEL

WAS HIGH DURING

ANXIETY LEVEL

26%

YES
NO

74%

INTERPRETATION:
The above table depicts that 73.8% of the respondents said that the anxiety level was high for
them whereas 26%said no to the same.

37
TABLE

2.1.17 TABLE SHOWING WHETHER THE EMPLOYEE WAS INTRODUCED

TO TEAM HEAD & CO-WORKERS

NUMBER OF
PARTICULARS PARTICIPAN PERCENT
TS
STRONGLY AGREE 17 21.3
AGREE 32 40.0
NEITHER AGREE NOR 26 32.5
DISAGREE
DISAGREE 3 3.8
STRONGLY DISAGREE 2 2.5
Total 80 100.0

2.1.16 CHART SHOWINGWHETHER THE EMPLOYEE WAS INTRODUCED

TO TEAM HEAD & CO-WORKERS

INTRODUCTION TO TEAM HEAD &

CO-WORKERS
4% 3% STRONGLY AGREE

21% AGREE

32% NEITHER AGREE NOR

DISAGREE
DISAGREE
40%
STRONGLY DISAGREE

INTERPRETATION:
The above table depicts that 40% of the respondents agree that the they were introduced to their
co- workers and Team Head whereas 32% neither agree nor disagree the same. As the least
3%strongly disagree this.

38
TABLE

2.1.18 TABLE SHOWING WHETHER ON-BOARDING PROCESS WAS FRIENDLY

NUMBER OF
PARTICULARS PARTICIPAN PERCENT
TS
YES 60 75.0
NO 20 25.0
Total 80 100.0

2.1.17 CHARTSHOWINGWHETHER ON-BOARDING PROCESS WAS FRIENDLY

FRIENDLY ON-BOARDING PROCESS

25%

YES
NO

75%

INTERPRETATION:
The above table depicts that 75% of the respondents felt that the on- boarding process was
friendly whereas 26%said no to the same.

39
TABLE

2.1.19 TABLE SHOWING WHETHERTHE ON-BOARDING PROCESS WAS

IN UNIFORM MANNER

NUMBER OF
PARTICULARS PARTICIPAN PERCENT
TS
STRONGLY AGREE 20 25.0
AGREE 31 38.8
NEITHER AGREE NOR 25 31.3
DISAGREE
DISAGREE 3 3.8
STRONGLY DISAGREE 1 1.3
Total 80 100.0

2.1.18 CHART SHOWINGWHETHER THE ON-BOARDING PROCESS WAS

IN UNIFORM MANNER

ON-BOARDING PROCESS UNIFORM

MANNER
4% 1%
STRONGLY AGREE

25% AGREE

31%
NEITHER AGREE NOR
DISAGREE
DISAGREE

39%
STRONGLY DISAGREE

INTERPRETATION:
The above table showing that 38.8% of the respondents agree that the on- boarding process was
done in uniformly manner whereas 31.3% neither agree nor disagree the same. As the least 1%
strongly disagree this.
40
TABLE

2.1.20 TABLE SHOWING WHETHER THE EMPLOYEE WAS ABLE TO GET

ALONG WITH THE PEOPLE IN THE ORGANIZATION EASILY

NUMBER OF
PARTICULARS PARTICIPAN PERCENT
TS
STRONGLY AGREE 17 21.3
AGREE 33 41.3
NEITHER AGREE NOR 28 35.0
DISAGREE
DISAGREE 1 1.3
STRONGLY DISAGREE 1 1.3
Total 80 100.0

2.1.19 CHARTSHOWINGWHETHER THE EMPLOYEE WAS ABLE TO GET

ALONG WITH THE PEOPLE IN THE ORGANIZATION EASILY

RAPPORT WITH PEOPLE IN THE

ORGANIZATION
2% 1% STRONGLY AGREE

21% AGREE

35%
NEITHER AGREE NOR
DISAGREE
DISAGREE
41%
STRONGLY DISAGREE

INTERPRETATION:
The above table depicts that 41.3% of the respondents agree that the employees were able to get
along with the people in the organization easily. Whereas 35% neither agree nor disagree it. As
the least 1.3% strongly disagree this.

41
TABLE

2.1.21 TABLE SHOWINGTHE EMPLOYEE’S PREFERED FACTOR TO JOIN

THE COMPANY

NUMBER OF
PARTICULARS PARTICIPAN PERCENT
TS
BRAND NAME 34 42.5
ATTRACTIVE SALARY 30 37.5
EMPLOYER-EMPLOYEE 9 11.3
RELATION
BENEFITS 5 6.3
JOB SECURITY 2 2.5
Total 80 100.0

2.1.20 CHART SHOWINGTHE EMPLOYEE’S PREFERED FACTOR TO JOIN

THE COMPANY

3%

6% BRAND NAME

11% ATTRACTIVE SALARY

42%
EMPLOYER-EMPLOYEE
RELATION
BENEFITS

38% JOB SECURITY

INTERPRETATION:
The above table shows that the most important factor for joining the company is the brand name,
followed by 38% joined the company because of the attractive salary.
42
 CHAPTER 3
FINDING, SUGGESTION AND CONCLUSION
3.1 Finding of the study
 There are around 63.7% are male and 36.3% are female.

 Most of the respondents got the information about the vacancy through online job portal
and through existing employees.
 60% of the respondents have agreed that they were satisfied with the recruitment and
selection process.
 40% of the respondents agree that the time gap between interview and on boarding was
too lengthy.
 87.5% of the respondents answered that 5-10 days will be the appropriate time gap
between the on boarding processes.
 56.3% of employee agrees that the induction program is well structured.

 61.3% of employee agrees that they are satisfied with the induction program.

 52.5% of employee had their induction in one day.

 66% of the employee met their HR-HEAD on the first day.

 65% of employees were explained about the roles and responsibilities regarding their job
properly by their reporting manager.
 14% strongly agree that the policies and regulation were briefed to them.

 58% of the respondents agree that the ID CARD and Access Card were issued on the first
day.
 70% of the respondents agree that the work station was allotted to them within a week.

 73.8% of the respondents felt that the anxiety level was high for them during recruitment
process.
 40% of the respondents agree that the they were introduced to their co- workers and
Team Head.
 75% of the respondents felt that the on- boarding process was friendly.

 38.8% of the respondents agree that the on- boarding process was done in uniformly
44
 manner.

 41.3% of the respondents agree that the employees were able to get along with the people
in the organization easily.
 40% of the respondents agree that the time gap between interview and on boarding was
too lengthy.
 The most important factor for joining the company is brand name.

44
 3.2 SUGGESIONS

 Most of them suggested that the documentation process has to be proper as there may be
a chance of the documents to be lost as they are kept publically.

 Some employee suggested introduction to the other department and peers is an essential
part of the induction.

 The company can allot time separately for on boarding and induction for having an
effective session.

 The process can be more standardized. On boarding must be modified based on the
strengths and weaknesses of each fresh hire.

 The company can have a proper selection test for the candidates to analyze their
potential.

46
 3.3 CONCLUSION

On boarding is an effective means of deriving value from a new hire. Successful on boarding is a
key part of any talent management strategy.An overall study of the research reveals that the on
boarding process and recruitment process is done in the organization. Most of the respondents gave
a very positive feedback on certain practices and process of the organization.But at the same time
the organization lacks on certain factors such as proper documentation process and structured
induction program if these factors are given little more care, the company can maintain the
employee with high level of satisfaction towards the on boarding and recruitment process.

50
Reference :
 Alice snell(2006),Using research to connect on boarding processes with employee
satisfaction,”strategicHRReview”,Volume.5No.6,(p.32-35).
http://doi.org/10.1108/14754390680000925.
 Bauer, T. N., & Erdogan, B. (2011),Organizational socialization: The effective onboarding
of new employees, “APA handbook of industrial and organizational psychology”,Volume.3
Maintaining, expanding, and contracting the organization (p. 51–64).
 Graybill,J.O(2013), ”Employee Onboarding identification of best practices in ACRL
Libraries”, library management,volume.34 No.3,(p.200-218),
https://doi.org/10.1108/01435121311310897.
 Watkins Michael(2013),Avoiding on boarding and promotion traps,”Strategy&leadership”,
volume.41,Issue :6, (p 43-46), http://doi.org/10.1108/SL-07-2013-0052.
 Sylvia D.Hall-Ellis(2014),On boarding to improve library retention and productivity,”The
bottom line”, volume.27,(p 138-141), https://doi.org/10.1108/BL-10-2014-0026.
 M.Dhanabhakiyam(2014),A study of talent management and it impacts on performance,
“International Journal of Research in Business Management “, Vol. 2, Issue 7, (p 23-36).
 Zhongming(2014),A effects of Human resource attribution on employee outcomes during
organisational change,”International journal”,volume.42,(p 1431-1444).
 Helen cooper(2014), "Investigating organizational socialization: a fresh look at newcomer
adjustment strategies",Vol. 41 No. 1, pp. 41-
55. https://doi.org/10.1108/00483481211189938.
 Mohan Karambelkar(2017),On boarding is a change :Applying change management
model,”Human resource Management International Digest”,Volume.25 Issue:7,(p5-8)
http://doi.org/10.1108/HRMID04-2017-0073.
 Warren E(2014),Executive on boarding Ensuring the success of the Newly Hired
Department, Academic Medicine may 2014, volume 89.
 Sajjad Hossain(2016),Green Human resource management, “IOSR Journal of Business and
Management”,Volume 18,Issue 6 ver.3,Humanistic management Network Research paper
series No.20/16.

51
 Amanda shantz(2016),The effect of HRM attributions on emotional exhaustion and the
mediating roles of job involvement and work overload, ”Human resources management
Journal”. https://doi.org/10.1111/1748-8583.12096.
 Jordi Trullen(2016),The HR department's contribution to line managers' effective
implementation of HR practices, “Human resources management Journal”,
https://doi.org/10.1111/1748-8583.12116.
 Steve dunn(2018),The role of new hire orientation program,”Journal of employee
counselling”, https://doi.org/10.1002/j.2161-1920.2009.tb00074.x
 Scott M.Soltis(2018),Social Resource Management:Integrating social network theory and
Human Resource management,Academy of management annals vol 12.
https://doi.org/10.5465/annals.2016.0094.
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52
 APPENDIX

QUESTIONNAIRE:

TOPIC: A STUDY ON EMPOLYEE RECRUITMENT PROCESS AND ON- BOARDING

PROCESSAT APA ENGINEERING PVT LTD.

GENDER:

AGE:

1. How did you come to know about the vacancy in this company.
a) Through friends/relatives
b) Through online job portal
c) Through newspaper ads
d) Through existing employees

2. I am satisfied with the recruitment and selection process.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

3. The time gap between the interview and the on- boarding process was too lengthy.
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

53
4. According to you what should be the appropriate time between interview and on-
boarding.
a) 3 days
b) 5 days
c) 5-10 days

5. There was a well structured induction program in the company.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

6. Rate your satisfaction level towards the induction program.

a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
d) Dissatisfied
e) Highly dissatisfied

7. What is the duration of the induction

a) Half day
b) One day
c) Three days
d) One week

8. I had a conversation with my HR- Head on the first day of my joining.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

9. Did your reporting manager explain you about the roles and responsibilities regarding
the job?
a) Yes
b) No

51
10. I have been well prepared to do the new job.
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

11. How often you have been briefed on the policies, regulations of the organization?
a) Always
b) Very often
c) Sometime
d) Rarely
e) Never

12. I received my access card and ID card on the first day.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

13. I was allotted with a work station within a week.

f) Strongly agree
g) Agree
h) Neither agree nor disagree
i) Disagree
j) Strongly disagree

14. Was your anxiety level high on the first day?

a) Yes
b) No

15. I was well introduced to my team head and co-workers.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

52
16. Do you feel the on-boarding process in the company was employee friendly?
a) Yes
b) No

17. The on-boarding process was done in a uniform manner.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

18. I was able to get along with the people in the organization easily.
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

19. The most important factor to join the company.

a) Brand name
b) Attractive Salary
c) Employer- Employee relations
d) Benefits
e) Job security

20. Changes that you would suggest for the on-boarding.

53