PROJECT DISSERTATION

ON
Analysis of onboarding experience

During covid time

Submitted in Partial Fulfilment for the Award of the Degree of

MASTER OF BUSINESS ADMINISTRATION (MBA)
(BATCH 2020-2022)

Submitted by:
Yashika Gupta
(Enroll. No:11612303920)

Under the Guidance of:

Ms. Sonali Taneja
Assistant Professor

DELHI INSTITUTE OF ADVANCED STUDIES

(Affiliated to Guru Gobind Singh Indraprastha University)

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 ACKNOWLEDGEMENT

I would like to express my gratitude to all those who gave me the possibility to complete this
Project Dissertation.
I am deeply indebted to my guide Ms. Sonali Taneja from Delhi Institute of Advanced Studies
whose help, stimulating suggestions and encouragement helped me in all the time of research and
writing of this project.

The learning was immense and valuable.

Yashika Gupta
11612303920

DECLARATION
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I hereby declare that the project work entitled “ New employee onboarding at knowledge
venture” submitted to the Delhi Institute of Advanced Studies, is a record of an original work done
by me under the guidance of Ms. Sonali Taneja, Assistant Professor and this project work is
submitted in the partial fulfilment of the requirements for the award of the degree of Master of
Business Administration.

I hereby certify that all the endeavour put in the fulfilment of the task are genuine and original to the
best of my knowledge and I have not submitted it earlier elsewhere.

Yashika Gupta

EXECUTIVE SUMMARY

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Placement Onboarding

Onboarding is the task of introducing the new employees to the organization and its policies, procedures
and rules. A typical formal Onboarding program may last a day or less in most organization. During this
time, the new employee is provided with information about the company, its history, its current position,
the benefits for which he is eligible, leaves rules, rest periods etc. Also covered are the more routine
things a new comer must learn, such as the location of the rest rooms, break rooms, parking space,
cafeteria etc. In some organization, all this is done informally by attaching the new employees to their
seniors who provide guidance on the above matters. Lectures, handbooks, films, groups, seminars are
also provided to new employees so that they can settle down quickly and resume their work.

-V.S.P. RAO

Objectives of Onboarding:

 Putting the new employees at his ease.

 Creating interest in his job and the company.
 Providing basic information about work arrangement.
 Making the employees feel that his job is meaningful.
 Informing about training facilities.
 Creating the feelings of social security.

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General Onboarding process:

 Head of the department welcomes the new employees

 Introduction to organization/branch head.
 Department head will introduce to all employees and supervisors.
 Supervisors will introduce all the other co-workers.
 Information about duties, responsibilities, and welfare measure is provided to the new employee.
 Clarification of doubts about his work.
 Feedback is obtained from the new employee.

Advantage of Onboarding

 First impression matters a good deal and results in few turnovers.

 Newcomer adjusts himself to the work quickly and its saves the time of the supervisors.
 Reduces employee dissatisfaction and grievances.
 Develop a sense of belongingness and commitment.
 Helps the newcomer to understand his job, responsibilities and work standards.
 Onboarding acts as valuable sources of information to the newcomer.

The present research is confined to study the Onboarding process followed at Knowledge Venture.
The study reveals about onboarding process Followed in the organization. Analysis of Whether the
employees are satisfied with the onboarding process or not. Analysis is done for the ways of
onboarding employees in ethical ways.

The aim of the report is to study the onboarding process followed at Knowledge Venture Limited.
The best human capital availability in organizations makes them competitive advantage and as well
as they become the real-life blood of the organizations.

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This report studies the review of literature for onboarding procedures followed at organizations. The
research was done using both primary and secondary data. Primary data was collected from 50
employees using questionnaire method. The results were obtained from percentage method.
The research findings reveal that knowledge venture follows onboarding process and they are
satisfied with the organizational climate and the organization follows ethical recruitment policy.

TABLE OF CONTENTS

S No Topic Page No
1 Certificate (s)
2 Acknowledgement (s)
3 Declaration
4 Executive Summary
5 List of Tables
6 List of Figures
7 Chapter-1: Introduction
8 Chapter-2: Literature Review
9 Chapter 3: Methodology
10 Chapter-3: Data Presentation & Analysis

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 11 Chapter-4: Summary and Conclusions
12 Chapter-5: Recommendations and Limitations
13 References/Bibliography

LIST OF TABLES

Table No. Title Page No.

1. Has onboarding program helped employees
2. Employees were given information regarding policies
3. Were employees given information about training
4. Introduction to manager and colleagues
5. Was information given about pay and benefit
6. Were respondents given information about safety needs
7. Presentation of AIDA for onboarding
8. Rating of onboarding experience
9. Analysis of information provided while joining
10. Analysis of working condition

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 LIST OF FIGURES

Table No. Title Page No.

1. Has onboarding program helped employees
2. Employees were given information regarding policies
3. Were employees given information about training
4. Introduction to manager and colleagues
5. Was information given about pay and benefit
6. Were respondents given information about safety needs
7. Presentation of AIDA for onboarding
8. Rating of onboarding experience
9. Analysis of information provided while joining
10. Analysis of working condition

CHAPTER 1:

INTRODUCTION
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 &

OBJECTIVES OF THE STUDY

Introduction

Onboarding as defined by George Bradt and Mary Vonnegut (2009) is:

“… the sum of efforts to acquire, accommodate, assimilate and accelerate new team members.”

Onboarding process helps new recruits move from organizational outsiders to becoming
organizational insiders. It helps new employees learn the knowledge, skills, and behaviors they need
to succeed in the new work environment and help in organizational socialization in the initial
joining period, enabling them to understand the organizational norms and culture better.

Retention and performance of new employees can increase manifold with a strong induction
programme in place. Unfortunately, the majority of the firms are unable to utilize the onboarding
process to their benefit fully. The reasons for this can range from plain ignorance and lack of
resources to skepticism regarding the benefit of investing in the process.

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 Thus, even during the normal times, firms struggled with the induction process. With the ongoing
COVID-19 pandemic, new challenges have come to the fore regarding new employees' onboarding,
mainly when the new hires are fresh graduates from remote locations. Irrespective of the gaps
in the onboarding process; the new employees are still expected to collaborate for work, meet
deadlines, and be loyal to the firm while learning new skills, impress bosses and befriend peers.
Effective and efficient onboarding can help new employees better connect with the organization’s
culture and ease transition when they are finally required to work from brick- and-mortar offices.

The current study's objective is to provide a comprehensive review of the current industry
onboarding processes and how they have been tweaked during the COVID-19 pandemic. The study
also aims to examine if an effective onboarding process increases employee engagement and
whether there is a significant difference between online and offline induction programs'
effectiveness. Interviews with human resource practitioners and employees onboarded through
different modes were conducted for the purpose of the study.

Everyone knows that starting a new job can be overwhelming and frightening. From trying to decide
what to wear, to getting to the new office on time, to finding a parking space and then Trying to figure
out where to go, that first day can be filled with uncertainty and anxiety. None Of this uncertainty or
anxiety experienced is even including the fact that you now need training For your new job. At least if
there is a solid employee Onboarding program in place to train the New employee, that area of anxiety is
covered and addressed for the new employee.
Onboarding is a process, not an event. It is part of the overall integration of new employees into An
organization, by which it helps new employees adapt to the work environment and their jobs.
Onboarding is, in fact, a training opportunity to promote organizational effectiveness from the start of a
person's employment.

Successful Onboarding speeds up the adaptation process by helping new employees feel comfortable in
the organization and by making them more productive on the job. The process approach to Onboarding
also results in reduced employee turnover.”

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For many years employee Onboarding has “applied to the narrow range of corporate activities related to
sign-up’s and providing basic information. The goals of traditional Onboarding are relatively narrow: to
get new hires on the payroll, signed up for benefits, and to provide a brief overview of the company’s
culture, products and values.”

In today’s world most companies are recognizing that this type of simple generic Onboarding is not
enough, a more complex employee Onboarding or Onboarding process is required. In order to be the
most effective this process must be started immediately on the first day, and continue over a period of
months. I see the employee Onboarding process as a way to start new employees off on the right foot.

Most organizations focus on the recruiting and hiring process and seem to forget about the Onboarding
process itself. The first few days on the job will set the tone for motivating and retaining new employees.
Organizations, must begin to realize that the hiring process is only the first half of the process, and the
second equally important half of the process is the employee Onboarding. Effective employee
Onboarding saves employers money, by reducing employee turn over.

First impressions are important! An effective employee Onboarding provides new employees with a
positive impression of employment with Belmont and greatly impacts the new employee’s motivation,
productivity and job satisfaction. An employee who gets off on the right foot is more likely to have
better job performance and to want to stay on the job longer. Recruiting and training a new employee
involves considerable staff time and effort and you want the investment to be a long-term one.

Onboarding is a multifaceted operation influenced by a number of factors pertaining to both the

individual newcomer and the organization. Researchers have separated these factors into three broad
categories:

1. New Employee Characteristics,

2. New Employee Behaviors,
3. Organizational Efforts. 

New employee characteristics are individual differences across incoming workers, ranging from
personality traits to previous work experiences. New employee behaviors refer to the specific
actions carried out by newcomers as they take an active role in the socialization process. Finally,
organizational efforts help facilitate the process of acclimating a new worker to an establishment
through activities such as Onboarding or mentoring programs.

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1. New employee characteristics

Research has shown evidence that employees with certain personality traits and experiences adjust to
an organization more quickly. These are a proactive personality, the "Big Five", curiosity, and greater
experience levels.

"Proactive personality" refers to the tendency to take charge of situations and achieve control over
one's environment. This type of personality predisposes some workers to engage in behaviors such as
information seeking that accelerate the socialization process, thus helping them to adapt more efficiently
and become high-functioning organizational members. Empirical evidence also demonstrates that a
proactive personality is related to increased levels of job satisfaction and performance.

The Big Five personality traits—openness, conscientiousness, extraversion, agreeableness, and

neuroticism—have been linked to Onboarding success, as well. Specifically, new employees who are
proactive or particularly open to experience are more likely to seek out information, feedback,
acceptance, and relationships with co-workers. They also exhibit higher levels of adjustment and tend to
frame events more positively.

Curiosity also plays a substantial role in the newcomer adaptation process and is defined as the
"desire to acquire knowledge" that energizes individual exploration of an organization's culture and
norms. Individuals with a curious disposition tend to frame challenges in a positive light and eagerly
seek out information to help them make sense of their new organizational surroundings and
responsibilities, leading to a smoother Onboarding experience.

Employee experience levels also affect the Onboarding process such that more experienced members
of the workforce tend to adapt to a new organization differently from, for example, a new college
graduate starting his or her first job. This is because seasoned employees can draw from past experiences
to help them adjust to their new work settings and therefore may be less affected by specific
socialization efforts because they have:-

(a) A better understanding of their own needs and requirements at work and

(b) Are more familiar with what is acceptable in the work context. Additionally, veteran workers may
have used their past experiences to seek out organizations in which they will be a better fit, giving them
an immediate advantage in adapting to their new jobs.

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2. New employee behaviors

Certain behaviors enacted by incoming employees, such as building relationships and seeking
information and feedback, can help facilitate the Onboarding process. Newcomers can also quicken the
speed of their adjustment by demonstrating behaviors that assist them in clarifying expectations, learning
organizational values and norms, and gaining social acceptance.

Information seeking occurs when new employees ask questions of their co-workers and superiors in
an effort to learn about their new job and the company's norms, expectations, procedures, and policies.
Miller and Jablin (1991) developed a typology of information sought after by new hires. These include
referent information, understanding what is required to function on the job (role clarity); appraisal
information, understanding how effectively the newcomer is able to function in relation to job role
requirements (self-efficacy); and finally, relational information, information about the quality of
relationships with current organizational employees (social acceptance). By actively seeking
information, employees can effectively reduce uncertainties about their new jobs and organizations and
make sense of their new working environments. Newcomers can also passively seek information via
monitoring their surroundings or by simply viewing the company website or handbook. Research has
shown that information seeking by incoming employees is associated with social integration, higher
levels of organizational commitment, job performance, and job satisfaction in both individualistic and
collectivist cultures.

Feedback seeking is similar to information seeking, but it is focused on a new employee's particular
behaviors rather than on general information about the job or company. Specifically, feedback seeking
refers to new employee efforts to gauge how to behave in their new organization. A new employee may
ask co-workers or superiors for feedback on how well he or she is performing certain job tasks or
whether certain behaviors are appropriate in the social and political context of the organization. In
seeking constructive criticism about their actions, new employees learn what kinds of behaviors are
expected, accepted, or frowned upon within the company or work group, and when they incorporate this
feedback and adjust their behavior accordingly, they begin to blend seamlessly into the organization.
 Instances of feedback inquiry vary across cultural contexts such that individuals high in self-
[18]

assertiveness and cultures low in power distance report more feedback seeking than newcomers in
cultures where self-assertiveness is low and power distance is high.

Also called networking, relationship building involves an employee's efforts to develop camaraderie

with co-workers and even supervisors. This can be achieved informally through simply talking to their

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new peers during a coffee break or through more formal means such as taking part in pre-arranged
company events. Research has shown relationship building to be a key part of the Onboarding process,
leading to outcomes such as greater job satisfaction and better job performance, as well as
decreased stress.

3. Organization Efforts

Organizations also invest a great amount of time and resources into the training and Onboarding of
new company hires. Organizations differ in the variety of socialization/Onboarding activities they offer
in order to integrate productive new workers. Possible activities include their socialization tactics, formal
Onboarding programs, recruitment strategies, and mentorship opportunities.

Socialization tactics

Socialization tactics, or Onboarding tactics, are designed based on an organization's needs, values, and
structural policies. Some organizations favor a more systematic approach to socialization, while others
follow a more "sink or swim" approach in which new employees are challenged to figure out existing
norms and company expectations without guidance.

1. Van Maanen and Schein model (1979)

John Van Maanen and Edgar H. Schein have identified at least six major tactical dimensions that
characterize and represent all of the ways in which organizations may differ in their approaches to
socialization.

 Collective versus Individual socialization

Collective socialization refers to the process of taking a group of recruits who are facing a given
boundary passage and putting them through the same set of experiences together. Examples of this
include: basic training/boot camp for a military organization, pledging for fraternities/sororities,
education in graduate schools, and so forth. Socialization in the Individual mode allows newcomers to
accumulate unique experiences separate from other newcomers. Examples of this process include:
Apprenticeship programs, specific internships, “on-the-job” training, etc.

 Formal vs. Informal socialization

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 Formal socialization refers to those tactics in which newcomers are more or less segregated from
others and trained on the job. These processes can be witnessed with such socialization programs as
police academies, internships, and apprenticeships. Informal socialization processes, on the other hand,
involve little separation between newcomers and the existing employees, nor is there any effort made to
distinguish the newcomer’s role specifically. Informal tactics provides a non-interventional environment
for recruits to learn their new roles via trial and error. Examples of informal socialization include on-the-
job training assignments, apprenticeship programs with no clearly defined role, and more generally, any
situation in which a newcomer is placed into a work group with no recruit role.

 Sequential vs. Random socialization

Sequential socialization refers to the degree to which an organization or occupation specifies

discrete and identifiable steps for the newcomers to know what phases they need to go through. Random
socialization occurs when the sequences of steps leading to the targeted role are unknown, and the entire
progression is quite ambiguous. In other words, while there are numerous steps or stages leading to
specific organizational roles, there is necessarily no specific order in which the steps should be taken.

 Fixed vs. Variable socialization

This dimension refers to the extent to which the steps have a timetable developed by the
organization and communicated to the recruit in order to convey when the socialization process is
complete. Fixed socialization provides a recruit with the exact knowledge of the time it will take
complete a given passage. For instance, some management trainees can be put on “ fast tracks” where
they are required to accept new rotational assignment on an annual basis despite their own preferences.
Variable socialization processes gives a newcomer no specific timetable, but a few clues as to when to
expect a given boundary passage. This type of socialization is commonly associated upwardly mobile
careers within business organizations because of several uncontrolled factors such as the state of the
economy or turnover rates which determine whether any given newcomer will be promoted to a higher
level or not.

 Serial vs. Disjunctive socialization

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 A serial socialization process refers to experienced members of the organization grooming the
newcomers who are about to occupy similar positions within the organization. These experience
members essentially serve as role models for the inexperienced newcomers. A prime example of serial
socialization would be a rookie police officer getting assigned patrol duties with an experienced veteran
who has been in law enforcement for a lengthy period of time. Disjunctive socialization, in contrast,
refers to when newcomers are not following the guidelines of their predecessors, and there are no role
models to inform new recruits on how to fulfill their duties.

 Investiture vs. Divestiture socialization

This tactic refers to the degree to which a socialization process either affirms or disaffirms the
identity of the newly entering recruit. Investiture socialization processes sanction and document for
newcomers the viability and efficacy of the personal characteristics that they bring to the organization.
When organizations use this socialization process it prefers that the recruit remains the exact way that he
or she naturally behaves and the organization merely makes use of the skills, values, and attitudes that
the recruit is believed to have in their possession. Divestiture socialization, on the other hand, is a
process that organizations use to reject and remove the certain personal characteristics of a recruit. Many
occupations and organizations require newcomers to sever previous ties, and forget old habits in order to
create a new self-image based upon new assumptions.

Thus, tactics influence the socialization process by defining the type of information newcomers
receive, the source of this information, and the ease of obtaining it.

2.Jones' model (1986)

Building upon the work of Van Maanen and Schein, Jones (1986) proposed that the previous six
dimensions could be reduced to two categories: institutionalized and individualized socialization.
Companies that use institutionalized socialization tactics implement structured step-by-step programs,
enter into an orchestrated Onboarding as a group, and receive help from an assigned role model or
mentor. Examples of organizations using institutionalized tactics include the military, in which new
recruits undergo extensive training and socialization activities through a participative cohort, as well as
incoming freshmen at universities, who may attend Onboarding weekends before beginning classes.

On the opposite end of the spectrum, other organizations use individualized socialization tactics in
which the new employee immediately starts working on his or her new position and figures out company

16
norms, values, and expectations along the way. In this Onboarding system, individuals must play a more
proactive role in seeking out information and initiating work relationships.

 Formal Onboardings

Regardless of the socialization tactics utilized, formal Onboarding programs can facilitate
understanding of company culture, and introduces new employees to their work roles and the
organizational social environment. Formal Onboarding programs may consist of lectures, videotapes,
and written material, while other organizations may rely on more usual approaches. More recent
approaches such as computer-based Onboardings and Internets have been used by organizations to
standardize training programs across branch locations. A review of the literature indicates that
Onboarding programs are successful in communicating the company's goals, history, and power
structure.

 Recruitment events

Recruitment events play a key role in identifying which prospective employees are a good fit with
an organization. Recruiting events allow employees to gather initial information about an organization's
expectations and company culture. By providing a realistic job preview of what life inside the
organization is like, companies can weed out potential employees who are clearly a misfit to an
organization and individuals can identify which employment agencies are the most suitable match for
their own personal values, goals, and expectations. Research has shown that new employees who receive
a great amount of accurate information about the job and the company tend to adjust
better. Organizations can also provide realistic job previews by offering internship opportunities.

 Mentorship

Mentorship has demonstrated importance in the socialization of new employees.Ostroff and

Kozlowski (1993) discovered that newcomers with mentors become more knowledgeable about the
organization than did newcomers without mentors. Mentors can help newcomers better manage their
expectations and feel comfortable with their new environment through advice-giving and social
support. Chatman (1991) found that newcomers are more likely to have internalized the key values of
their organization's culture if they had spent time with an assigned mentor and attended company social
events. Literature has also suggested the importance of demographic matching between organizational

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mentors and protégés.Enscher& Murphy (1997) examined the effects of similarity (race and gender) on
the amount of contact and quality of mentor relationships. Results indicate that liking, satisfaction, and
contact were higher in conditions of perceived mentor-protégé similarity. But what often separates rapid
on-boarders from their slower counterparts is not the availability of a mentor but the presence of a
"buddy," someone of whom the newcomer can comfortably ask questions that are either trivial ("How do
I order office supplies?") or politically sensitive ("Whose opinion really matters here?"). Like mentors,
buddies can be people who are officially assigned by a manager or who simply emerge informally (a
nearby co-worker, for instance) as an easily accessible resource and confidant. Furthermore, buddies can
help establish relationships with co-workers in ways that can't always be facilitated by a newcomer's
manager or mentor.

Objectives of the study

Primary objectives:

To study the effectiveness of “Onboarding program” at various organization for the new
employees.

Secondary objectives:

 To understand the existing Onboarding program.

 To analyze the various aspects involved in the Onboarding program.

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 To gather inputs and suggestion from the employees.

 To provide suggestions for further improvement.

 To study long term loyalty of the employees in this regard.

 To know the coordination between the newly hired employee, who pass through the Onboarding

And Onboarding program

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 CHAPTER 2:

LITERATURE REVIEW

The first impressions of the company and its culture “should be viewed as a critical means to
establish a relationship with the new employee and set him or her up for success by introducing
skills and behaviors that are expected within the organization” (Besson, 2017, p. 1). Understanding
the “fundamental culture and values of an organization” can help an individual “connect with the
broader purpose of the

organization and gives them a better sense of fit within the company as a whole” (Pike, 2014, p. 3).
Feedback should be gathered by the people or department overseeing the onboarding from day one,
with regular check-ins throughout the length of the process (Byford, Watkins, & Triantogiannis,
2017; Douglas, 2018; Filipkowski, 2016; Lahey, 2014; O.C. Tanner, 2008).

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Introductions to co-workers and key people are essential in order to make the newcomer feel
welcome, integrated, and so that they know who to go to with questions (Bauer, 2010; Byford,
Watkins, & Triantogiannis, 2017; Douglas, 2018; Lahey, 2014; Muir, 2014; National Council of
Nonprofits, 2018). Mentoring, or even a ‘buddy’, can also ease the transition into a new role in an
organization (Filipkowski, 2016; Martin & Saba, 2008; National Council of Nonprofits, 2018;
USDA, 2017; Zenefits, 2018).

Technology can play an important role in streamlining the onboarding process, making it more user-
friendly, and engaging (Booz, Allen, Hamilton, 2008; Lahey, 2014). In addition to replacing paper
forms with digital files, the use of technology can also

extend to training videos, surveys, and tracking onboarding to-do lists (Lahey, 2014). Investing in
technology is considered an onboarding best practice (Laurano, 2012).

Learning and development, which is the essence of onboarding, should be a focus. Building in
opportunities for professional development and continuing education is a critical investment in the
individual’s success in the organization, with the results being increased productivity and stronger
engagement (Lahey, 2014).

Whether in the private or public sector, individuals are coming into their roles lacking knowledge.
A review of onboarding research by O.C.Tanner (2014) cites a survey by Aberdeen Group in which
89% of new hires indicated that they did not have the “optimum level of knowledge and tools
necessary to do their job”

Nonprofit organizations suffer from lack of effective onboarding as well, with nearly half of
nonprofit leaders, such as Executive Directors or CEOs, reporting that they received little or no help
from their boards when they began their new positions with the organization (Walsh, Landles-Cobb,
& Karlins, 2014). In the nonprofit sector,

onboarding is used not only to describe how a CEO is welcomed by the board of directors, but also
how new board members are integrated into the organization.

Onboarding “sets the tone” for the board member’s tenure, enables them to “start making an impact
sooner”, and sets the individual and board up for “success” (Muir, 2014, p. 1)

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22
 CHAPTER 3
METHODOLOGY
&
HYPOTHESIS

MEANING OF RESEARCH

Redman and Mory define research as a “systemized effort to gain new knowledge.” Some people
consider research as a movement, a movement from the known to the unknown.
Research is an academic activity and as such the term should be used in a technical sense.
According to Clifford Woody, research comprises defining and redefining problems, formulating
hypothesis or suggested solutions; collecting, organizing and evaluating data; making deductions
and reaching conclusions; and at last carefully testing the conclusions to determine whether they fit
the formulating hypothesis.

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RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem. Research

methodology constitutes of research methods, selection criterion of research methods, used in
context of research study and explanation of using of a particular method or technique so that
research results are capable of being evaluated either by researcher himself or by others. Why a
research study has been undertaken, how the research problem has been formulated, why data have
been collected and what particular technique of analyzing data has been used and a best of similar
other question are usually answered when we talk of Research methodology concerning a research
problem or study. The main aim of research is to find out the truth which is hidden and which has
not been discovered as yet.

Data Source

The data can be collected from two sources, i.e.

i. PRIMARY &
ii. SECONDARY.

PRIMARY DATA:

It is collected directly from people (Employees of different organizations differentiated on the basis
of date of recruitment) via questionnaires or surveys before being analyzed to reach conclusions
concerning the issues covered in the questionnaire or survey.

Various Sources:-

a) QUESTIONNAIRE
b) PERSONAL OBSERVATION

SECONDARY DATA:

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Whereas secondary research is a means to reprocess and reuse collected information as an
indication for betterments of the service or product. Both primary and secondary data are useful for
businesses but both may differ from each other in various aspects.

Various Sources:-

a) Newspapers
b) Internet
c) Prospectous

Ways of Using Secondary Sources:-

 Exploratory phase - getting ideas

 Design Phase - definitions & sampling frames, question wording
 Supplement to Main Research
 Re-Enforcement &/Or Comparison
 Main Mode of Research
 Direct Data Collection Impossible
 Or Costly & Time Consuming

How to Search & Use Secondary Sources?

 Documents - Bibliographic Skills, Use of Keywords, Boolean Operators

 Published Statistics
a) Guide to Official Statistics
b) Digests & Abstracts
c) Primary Publication

POPULATION: -

In statistics, a statistical population is a set of entities concerning which statistical inferences are to
be drawn, often based on a random sample taken from the population. For example, if we were
interested in generalizations about crows, then we would describe the set of crows that is of interest.
Notice that if we choose a population like all crows, we will be limited to observing crows that exist
now or will exist in the future.

QUESTIONNAIRE DESIGN/FORMULATION: -

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A questionnaire consists of a set of questions presented to respondents for their answer. Because of
its flexibility, the questionnaire is by far the most common instrument used to collect primary data.
Questionnaires need to be carefully developed, tested, and debugged before they are administered
on a large scale.

In preparing a questionnaire, the professional marketing researcher carefully chooses the questions
and their form, wording, and sequence. The form of the question asked can influence the response.
Marketing researchers distinguish between closed-end and open-end questions. Closed-end
questions pre-specify all the possible answer. Open end-questions provide answers that are easier to
interpret and tabulate. Open-end questions often reveal more because they do not constrain
respondents, answers. Finally, the questionnaire designer should exercise care in the wordings and
sequencing of questions. The questionnaire should use simple, direct, unbiased wording and should
be pre-tested with a sample of respondents before it is used. The lead question should attempt to
create interest.

SAMPLE DESIGN

SAMPLING TECHNIQUE: -

In the Project sampling is done on basis of Simple Random sampling. In statistics, a simple random
sample is a subset of individuals (a sample) chosen from a larger set (a population). Each individual
is chosen randomly and entirely by chance, such that each individual has the same probability of
being chosen at any stage during the sampling process, and each subset of the population has the
same probability of being chosen for the sample as any other subset of the population. A simple
random sample is an unbiased surveying technique.

SAMPLE SIZE:-

The number of population items selected when a sample is drawn from a population.

Total 100 working employees were targeted for the study of onboarding process.

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 CHAPTER 4
DATA ANALYSIS

&

PRESENTATION

1. Gender –
a. Male
b. Female
c. Other

27
 S,NO GENDER NO OF RESPONDENTS PERCENT
1 MALE 40 40
2 FEMALE 60 60
  TOTAL 100 100

GENDER

MALE
40% FEMALE

60%

INFERENCE:

From the above table, it is inferred that 40% of the respondents are male and remaining 60% are females.
Hence, majority of the respondents are female.

2. Age
a. 20-30
b. 30-40
c. 50-60

28
 d. >60

S.NO AGE NO OF RESPONDENTS PERCENT

1 20-30 40 40
2 30-40 20 20
3 40-50 30 30
4 >60 10 10
  TOTAL 100 100

AGE

10%
20-30
30-40
40% 40-50
30% >60

20%

INFERENCE:

From the above table it can be noticed that 40% of the respondents are in between 20-30 years ,20% are
in the age of 30-40 years,30% are in age of 40-50 years and 10% are in the age of above 60 years. Hence
majority of employees are in age of 20-30 years.

3. Please specify your organization type

a. Government
b. Private

29
 S.NO ORG TYPE NO OF RESPONDANTS PERCENT
1 PRIVATE 60 60
2 GOVERNMENT 40 40
  TOTAL 100 100

TYPE OF ORGANIZATION

PRIVATE
40% GOVERNMENT

60%

INFERENCE:

From the above table it can be notice that 60% of the respondents are working in private organization
and 40% are in government organization. Hence, majority of the respondents are in private organization.

4. Industry that you are currently working in?

a. IT
b. Banking
c. E-commerce

30
 d. Other

S.NO INDUSTRY NO OF RESPONDANTS PERCENT

1 IT 30 30
2 BANKING 20 20
3 E COMMERCE 40 40
4 OTHER 10 10
  TOTAL 100 100

INDUSTRY

10%
IT
30% BANKING
E COMMERCE
OTHER
40%

20%

INFERENCE:

From the above table, it is inferred that 30% of the respondents are in IT industry , 20% are in
banking,40% are in e commerce, and 10% are in other, Hence, majority of them are working in E-
commerce industry.

5. No. of jobs done before the current one?

a. None
b. 1
c. 2
d. 3
31
 e. >3

S.NO PREVIOUS JOB NO OF RESPONDANTS PERCENT

1 NONE 5 5
2 1 20 20
3 2 30 30
4 3 35 35
5 >3 10 10
  TOTAL 100 100

PREVIOUS JOB

10% 5% NONE
20% 1
2
3
35% >3

30%

INFERENCE:

From the above table, it is inferred that 5% of the respondents are freshers, 20% of respondents have
done 1 job before, 30% of respondents have done 2 jobs before, 35% of respondents have done 3 jobs
before and 10% of employees have done more than 3 jobs before their current organization. Hence,
majority of them have done 3 jobs before.

6. Which mode are you currently working in?

a. Online
b. Offline

S.NO WORKING MODE NO OF RESPONDANTS PERCENT

32
 1 ONLINE 65 65
2 OFFLINE 35 35
  TOTAL 100 100

WORKING MODE

35% ONLINE
OFFLINE

65%

INFERENCE:

From the above table, it is inferred that 65% of the respondents are working in online mode and 35% of
employees are working in offline mode. Hence, majority of them are working in online mode.

7. Induction program was done in which mode?

a. Online
b. Offline

S.NO INDUCTION MODE NO OF RESPONDANTS PERCENT

33
 1 ONLINE 100 100
2 OFFLINE 0 0
  TOTAL 100 100

INDUCTION MODE

ONLINE
OFFLINE

100%

INFERENCE:

From the above table, it is inferred that 100% of the respondents had their induction programmed in
online mode because of covid. Hence, majority of the respondents had online induction.

8. Has your Onboarding helped you to understand your job, responsibilities, work standards?
 Yes
 No

34
 UNDERSTANDING JOB
S.NO RESPONSIBILITY NO OF RESPONDANTS PERCENT
1 YES 80 80
2 NO 20 20
  TOTAL 100 100

ONBOARDING HELPED IN UN-

DERSTANDING JOB RESPONSIBIL-
ITY

20% YES
NO

80%

INFERENCE:

From the above table, it is inferred that 80% of respondents understood their job responsibility at time of
onboarding and 20% didn’t understood job role at time of onboarding. Hence, majority of the
respondents have understood job responsibility, roles at time of onboarding.

9. Were policies, rules and regulations of the organization explained to you at time of onboarding?
 Yes
 No

S.NO EXPLAINATION OF POLICIES NO OF RESPONDANTS PERCENT

1 YES 90 90

35
 2 NO 10 10
  TOTAL 100 100

WERE POLICIES EXPLAINED

YES
NO

INFERENCE:

From the above table, it is inferred that 90% of respondents agree that they were explained about rules
and policies of the organization at time of onboarding and 10% disagree about the policies been told to
them. Hence, majority of the respondents were explained about rules and regulations of the organization.

10. Were you given information about training opportunities and career prospects in the organization?
 Yes
 No

S.NO TRAINING OPPURTUNITIES NO OF RESPONDANTS PERCENT

36
 1 YES 60 60
2 NO 40 40
  TOTAL 100 100

TRAINING OPPURTUNITIES

YES
40% NO

60%

INFERENCE:

From the above table, it is inferred that 60% of respondents agree that they have training opportunities at
their organization and 40% of employees do not have training opportunities in their organization. Hence,
majority of the respondents had training opportunities at their organization.

11. Were you personally introduced to your new colleagues, managers, and other appropriate people
during your first few days in your organization?
 Yes
 No

37
 INTRODUCTION TO
S.NO COLLEAGUES NO OF RESPONDANTS PERCENT
1 YES 80 80
2 NO 20 20
  TOTAL 100 100

INTRODUCTION

20%
YES
NO

80%

INFERENCE:

From the above table, it is inferred that 80% of respondents had introduction with their colleagues and
managers on the day of onboarding and 20% didn’t had any interaction with their colleagues on the
onboarding day. Hence, majority of the respondents had interaction with their team and colleagues on
the day of onboarding.

12. How would you rate the Onboarding program by your organisation?
 Very good
 Good
 Poor

38
  Very poor

S.NO RATING NO OF RESPONDANTS PERCENT

1 very good 65 65
2 good 15 15
3 poor 10 10
4 very poor 10 10
  total 100 100

RATING OF ONBOARDING
PROGRAMME

VERY GOOD
10% GOOD
10% POOR
VERY POOR
15%
65%

INFERENCE:

From the above table, it is inferred that 65% of respondents had very good onboarding experience ,15%
of respondent had good onboarding experience, 10% of respondent had poor experience and 10% of
respondents had very poor onboarding experience. Hence, majority of the respondents had very good
onboarding experience.

13. Please rate the following factors in terms of satisfaction in your company’s induction
program. (1 being extremely dissatisfied and 5 being very satisfied)

1 2 3 4 5
Has the induction helped you in understanding

39
the
culture of your organization?
Has the induction programme helped you in
getting familiarized with the tools that will be
required in the
job?
Has your induction helped you understand your
job,
responsibilities, and performance standards
Has the induction helped you in socializing with
your
Colleagues
How satisfied were you with the on-boarding
experience?

How satisfied were you with the welcome you

received from your department?

How satisfied were you with the knowledge and

skill of your assigned mentor or co-worker?

How satisfied were you with the assistance

provided by your manager to complete your
training?

S.NO SATISFACTION LEVEL NO OF RESPONDANTS PERCENT

1 1 10 10
2 2 30 30
3 3 20 20
4 4 35 35
5 5 5 5
  TOTAL 100 100

40
 SATISFACTION LEVEL

7%
13% 1
33% 2
3
4
5
20%

27%

INFERENCE:

From the above table, it is inferred that 65% of respondents had very good onboarding experience ,15%
of respondent had good onboarding experience, 10% of respondent had poor experience and 10% of
respondents had very poor onboarding experience. Hence, majority of the respondents had very good
onboarding experience.

41
 CHAPTER 5

FINDINGS AND CONCLUSION

42
FINDINGS

 60% of respondents are women working in different organizations and in different

industries.
 40% of respondents are between the age group of 20-30 years.
 60% of respondents are working in private sector and 40% in government sector.
 40% of respondents are working in ecommerce industry.
 65% of respondents are working in online mode from covid.
 100% of respondents had their induction in online mode due to covid.
 80% of respondents were told about rules and regulations of organization on the day of
onboarding.
 80% of respondents say that onboarding session was helpful in understanding their job roles.
 60% of respondents say that they were told about training opportunities at time of
onboarding program.
 80% of respondents had their interaction with colleagues and senior managers in the
onboarding session.
 65% of respondents feel that their onboarding session was very good and they are satisfied
with the onboarding program.

43
Conclusion
A good onboarding experience helps both parties immensely. For the new employees, it ensures that
they are well settled in their new workplace and are able to establish bonds with their colleagues
and the organization. For the employers, the onboarding process helps reduce the time to
productivity of employees, increase retention, increase employee satisfaction, and help employees
better grasp the unsaid rules of the workplace by gaining a hands-on experience of workplace
interaction with their peers before they start their jobs. Therefore, a successful onboarding can
ensure that the employee and employer relationship becomes more personal, and both can showcase
their strengths and establish a symbiotic relationship.

In the present scenario where onboarding has moved to the online mode, constant interaction with
the new joiners has become even more important. Practices like townhalls conducted in online
mode have become popular and the attendance to such events have increased as it gives employees
a glimpse into the happenings at the organization level and provides them a chance to interact with
the management directly since the power distance has been disrupted to a certain extent by the
virtual working environment.

The majority of the human resource professionals believed that an online onboarding program
does fall short of the expectations on both ends, and they would like to move to the physical model
of onboarding post-pandemic. A sustainable onboarding process in the future would be a mix of
both online and offline medium

Limitation of the study

 The sample size is very small, the results can’t always be generalized to the entire
population.

 Time constraints was the major limiting factor. Hence, only specify samples from the entire
population were taken into consideration.

 The results obtained from the employees could be biased

 Due to Covid-19 conditions throughout the world some respondents were given the
questionnaire online. They found it little difficult to respond.

44
 CHAPTER 6

RECOMMENDATIONS

45
Suggestions

 A focus on personal identity socialization approach wherein employees are encouraged to give
expression to their unique perspective and strengths makes onboarding more personalized and
results in increased adoption and engagement. This ensures that new employees become more
connected with their work and colleagues and ultimately makes them more likely to stay
(Cable et al., 2013).

 The onboarding process should be more than just lectures, process understanding, and form
filling. An opportunity for communication and active participation should be provided to the
employees to enhance the experience. Administrative work should be delegated to new hires in
advance in online mode so that the time to productivity in the new hires is reduced (Brin,
2018).

 Connection with new recruits should be well established before they formally come aboard.
Communication via emails regarding their date of joining, onboarding and training schedule,
the organizational news and events should be established to make the transition smoother.
 HR Officer to guide the new recruits on how to navigate through the HR portal in order to
obtain information related to employees.
 An employee’s handbook with the following contents is required to be given to the new recruits.
- Information regarding organization.
- Information regarding employment.
- Organization chart.
- List of training programmes.
- Information about awards and function.
- Guidelines of how to use the portal.
 Onboading programme be made interactive with senior and experts addressing the recruitees.
This will enable the new recruits to clarify doubts regarding their job and will result in better
level of motivation.
 A slide show of facilities that is available at the work site like
- Transport facilities.
- Accommodation facilities
- Recreation facilities.

46
 - Education of children.
- Programs involving the families of the new employees.
.

REFERENCES / BIBLIOGRAPHY

47
Research Paper

Abdul Hameed, A. W. (2011).

Employee Development and its
Affect on Employee
Performance A Conceptual
Framework. International
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2. Adeyemi, T .O. (2008).
Organisational Climate and
Teachers’ Job Performance in
Primary Schools in Ondo
State, Nigeria: An Analytical
Survey. Asian Journal of

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Information Technology, 7(4),
138-145.
3. Aguinis, H. (2014).
Performance Management.
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4. Babu, A., & Kumari, M.
(2013). Organisational Climate
as a Predictor of Teacher
Effectiveness. European
Academic Research , 1 (5), 553-
568.
5. Bajpai, N. (2011). Business
Research Methods. New Delhi:
Pearson.

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6. Bamel, U. K., Rangnekar,
S., Stokes, P., & Rastogi, R.
(2013). Organisational
Climate and Managerial
Effectiveness: An Indian
perspective. International Journal
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Organisational Analysis , 21 (2),
198-218.
7. Bhadury, B. (2000).
Managing the Workforce-
Challenges for the
Manufacturing
Industry. New Delhi: Sage
Publications- Response Books.

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8. Birajit Mohanty, S. (2012).
An Empirical Study on HRD
Climate and its Imapct on
Job Performance in Private
Insurance Companies in
Odisha. ZENITHInternational
Journal of Multidisciplinary
Research , 2 (5), 15-28.
9. Biswas, R. K. (2010).
Organisational Climate and
Culture. New Delhi: Altar
Publishing House.
10. Byars, L.L., & Rue, L.W.
(2006). Human Resource
Management. (8thed). New
York:
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11. C.Jegajothi, S. (2015). A
Study on Organisational
Climate and Employee
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Applied Research , 5 (4), 347-
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12. Kundu, K. (2007).
Development of the
Conceptual Framework of
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2. ADKINS, C. L., RUSSELL, C. J., & WERBEL, J. D. (1994b). JUDGMENTS OF FIT IN
THE SELECTION PROCESS: THE ROLE OF WORK VALUE CONGRUENCE.
Personnel Psychology, 47(3), 605–623. https://doi.org/10.1111/j.1744-
6570.1994.tb01740.x
3.
4. Armstrong, M. B., & Landers, R. N. (2018). Gamification of employee training and
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https://doi.org/10.1111/ijtd.12124

5. Brin, D. W., (2018, January 22). These apps start new-hire onboarding before day one.
https://www.shrm.org/resourcesandtools/hr-topics/technology/pages/these-apps- start-new-
hire-onboarding-before-day-one.aspx
6. Cable, D. M., Gino, F., & Staats, B. R. (2013). 10 8884a0D75D. MITSloan Management

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7. Companies shift from physical onboarding programmes to virtual ones in face of COVID-
19. (2020, September 22). The Economic Times.
https://economictimes.indiatimes.com/jobs/companies-shift-from-physical- onboarding-
programmes-to-virtual-ones-in-face-of-covid-19/virtual-
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 https://doi.org/10.22161/ijebm.5.2.3

53
 ANNEXURES/ APPENDIX

1.Gender
a. Male
b. Female
c. Other

2. Age
a. 20-30
b. 30-40
c. 50-60
d. >60

3. Please specify your organization type

54
 a. Government
b. Private

4. Industry that you are currently working in?

a. IT
b. Banking
c. E-commerce
d. Other

5. No. of jobs done before the current one?

a. None
b. 1
c. 2
d. 3
e. >3

6. Which mode are you currently working in?

a. Online
b. Offline

7. Induction program was done in which mode?

a. Online
b. Offline

8. Has your Onboarding helped you to understand your job, responsibilities, work standards?
 Yes
 No

9. Were policies, rules and regulations of the organization explained to you at time of onboarding?
 Yes

55
  No

10. Were you given information about training opportunities and career prospects in the organization?
 Yes
 No

11. Were you personally introduced to your new colleagues, managers, and other appropriate people
during your first few days in your organization?
 Yes
 No

12. How would you rate the Onboarding program by your organisation?
 Very good
 Good
 Poor
 Very poor

13. Please rate the following factors in terms of satisfaction in your company’s induction
program. (1 being extremely dissatisfied and 5 being very satisfied)

1 2 3 4 5
Has the induction helped you in understanding
the
culture of your organization?
Has the induction programme helped you in
getting familiarized with the tools that will be
required in the
job?
Has your induction helped you understand your
job,
responsibilities, and performance standards
Has the induction helped you in socializing with
your

56
Colleagues
How satisfied were you with the on-boarding
experience?

How satisfied were you with the welcome you

received from your department?

How satisfied were you with the knowledge and

skill of your assigned mentor or co-worker?

How satisfied were you with the assistance

provided by your manager to complete your
training?

57