1

BHARATI VIDYAPEETH
(DEEMED TO BE UNIVERSITY)
CENTRE FOR DISTANCE AND ONLINE EDUCATION, PUNE

Specialization project on

A study on employee onboarding experience virtually versus in-person among young

management trainees in IT sector.

Submitted in Partial Fulfilment of the Requirement for the Award of the Degree
Master of Business Administration Studies
(2021-2022)

Submitted By
Mr. Ritesh Ravindra Palav

BVP20200530

Under the Guidance of

Dr. Snehal Tare
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Unit 702, Building 09, Gigaplex,

+91 22 6101 2200

corporate@kiya.ai

www.kiya.ai

CERTIFICATE

This is to certify that Ritesh Palav son of Ravindra Palav pursuing MBA from Bharati
Vidyapeeth (Deemed to be University) Centre for Distance and Online Education,Pune
has successfully completed the Capstone Project Report in our organization on the topic
titled,“A study on employee onboarding experience virtually versus in-person among young
management trainees in IT sector from July 10, 2022 to July 31, 2022. During his project
tenure in the organization company, we found him hard working, sincere and diligent
person and his behavior and conduct was good. We wish him all the best for his future
endeavors.

Prajakta Jayakar
Manager– Human Resources

Registered Office: Infrasoft Technologies Limited, Unit No. 86 & 87, 1st Floor SDF III, SEEPZ SEZ,
Andheri (E), Mumbai – 400096 India. Tel: 022 6776 4000 | Fax: +91-22-6776 4040
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BHARATI VIDYAPEETH
(DEEMED TO BE UNIVERSITY)
CENTRE FOR DISTANCE AND ONLINE EDUCATION, PUNE

DECLARATION

The project report entitled A study on employee onboarding experience virtually versus in-person
among young management trainees in IT sector Submitted to Bharati Vidyapeeth (Deemed to be
University), Pune in partial fulfilment of the requirement for the award of the degree of MBA
(Online) is an original work carried out under the guidance Dr. Snehal Tare .The matter
embodied in this project is a genuine work done by me to the best of my knowledge and belief and
has not been submitted before, neither to this University nor to any other University for the
fulfilment of the requirement of any course of study.

Ritesh Palav
Signature
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BHARATI VIDYAPEETH
(DEEMED TO BE UNIVERSITY)
CENTRE FOR DISTANCE AND ONLINE EDUCATION, PUNE

ACKNOWLEDGEMENT

Apart from my efforts, the success of my project depends largely on the encouragement
and guideline of many others. I take this opportunity to express my gratitude to the people
who have been instrumental in the successful completion of this project.

I am gratefully indebted to our esteemed guide Prajakta Jayakar for his sincere guidance
and priceless support which would have been impossible for us to complete this project.

I express my gratitude to the staff members of Bharati Vidyapeeth (Deemed to be

University) who directly or indirectly helped me. I would also like to express my sincere
gratitude to all my office colleagues in Kiya.ai

Signature
Name of the Student -Ritesh Palav
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EXECUTIVE SUMMARY

As a result of the coronavirus epidemic, most companies have moved to remote work,
necessitating totally virtual onboarding of new employees. However, for first-timeemployers,
creating a fantastic virtual onboarding experience might be difficult.

"Most firms are unfamiliar with the notion of hiring and onboarding new staff entirely online.
"A lot of organisations are trying to figure it out," said Sally Stetson, co-founder and principal
of Salveson Stetson Group, a Philadelphia-based executive search agency.

"Meanwhile, manager coaching is more crucial," he explained.

According to Lianne Vineberg, the founder and director of talent and recruiting at Toronto-
based Talent in the 6ix, an HR and recruitment consulting service that specialises in aiding
start-ups, employers should try to make virtual onboarding smooth, active, and educational.

"The most essential thing to remember is that you're laying the groundwork for the new worker
to establish new relationships in the workplace and giving them a voice, which is especially
crucial when they're remote," she added.

The methods of integrating new recruits into the company are referred to as "onboarding." It
involves activities that help new workers to complete a new-hire orientation process as well as
learn about the company's structure, culture, vision, goal, and values. For some businesses, the
onboarding process is a series of events that last one or two days; for others, it is a series of
actions that last one or more months.

The terms "onboarding" and "orientation" are frequently used interchangeably. While
orientation is required for the completion of paperwork and other basic activities, onboarding
is a multi-step process involving management and other workers that can continue up to a year.

Every new employee is onboarded, but the quality of the onboarding matters. Too frequently,
onboarding entails delivering a stack of documents to a new employee and having a supervisor
or HR expert show them around the premises, making ad hoc introductions. When onboarding
is done correctly, however, it builds the groundwork for both the individual and the employer's
long-term success. It may boost productivity, increase employee loyalty and engagement, and
help people succeed early in their careers with the new company.
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This qualitative study looked at new recruits' recent virtual onboarding experiences at
technology businesses. The purpose of this study was to discover the existing practises of
technology businesses for virtually onboarding new recruits, as well as to learn about the self-
identified demands of recent new hires in this area for virtual onboarding. When it comes to
virtual onboarding new workers, the survey revealed that tech businesses prioritise formal
orientation sessions, one-on-one meetings, and group meetings. In addition, when new recruits
were asked what they found most significant during virtual onboarding, four main themes
emerged. Each of these critical elements is explored in depth in this study, as well as ideas for
how businesses may better equip new recruits and assist them in succeeding through virtual
onboarding.
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LIST OF TABLES

Sr No. Name of Table Page no.

1 Gender Count 31
2 Age group Count 31
3 Work Experience Count 32
4 Pearson Correlation Table – Employee Onboarding Experience 33
5 Independent Samples T Test Table – Employee Onboarding Experience 34
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LIST OF FIGURES

Sr No. Name of Figure Page no.

1 Figure 1: Gender Graph 31
2 Figure 2: Age Graph 31
3 Figure 3: Work Experience Graph 32
4 Figure 4: Method of Onboarding Graph 33
5 Figure 5: Preference of the employees – Employee Onboarding
Experience
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INDEX

Sr No. Content Page no.

Certificates
Certificate of the individual guide and HOI 2
Declaration Certificate 3
Acknowledgement 4
Executive Summary 5
List of Tables 7
List of Figures 8
Index 9
1 Introduction 10
2 Literature Review 19
3 Research Methodology 25
3.1 Problem Definition 25
3.2 Research Objectives 26
3.3 Hypothesis 26
3.4 Research Design 27
3.5 Method of data collection 27
3.6 Sampling 27
3.7 Data Analysis Tools 27
4. Results 29
4.1 Data Analysis & Findings 29
4.2 Employee Onboarding Experience 31
5. Conclusions 33
6. References 34
6.1 Research Journals 34
6.2 Websites 35
7. Annexure 36
7.1 Questionnaire 36
7.2 Plagiarism Report 39
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1. INTRODUCTION

On a daily basis, HR managers encounter a variety of issues, but none are more pressing than
employee recruiting and onboarding. The demand is unquenchable, but the skill pool is
gradually shrinking. Despite the talent shortage, success in the search for the appropriate
applicant has become more vital than ever. However, after you've found the ideal individual,
you'll face an even greater difficulty.

If the new hire leaves for a greener pasture after spending many hours searching for, finding,
interviewing, and recruiting the perfect people, all of your hard work will be for naught, and
you'll be back to square one. What if a candidate accepts an offer, agrees to a notice period,
and agrees to a start date, but then cancels at the last minute?

Is it possible that a more structured employee onboarding procedure, performed through a

specified employee onboarding process, might have prevented anything like this? Would it
actually boost employee retention by increasing employee engagement, instilling a feeling of
loyalty in new hires?

Employee onboarding is the process of acclimating new workers to the surroundings and
culture of a company. However, the time it takes to do this may differ from one business to the
next. Some companies regard onboarding to be a one-day event, while others view it to be an
18-month process. Employee onboarding, on the other hand, begins almost immediately after
a potential employee receives an offer letter. Here's a closer look at how the onboarding process
works.

Following the lengthy interview process, employee onboarding is the first interaction an
employee has with the company. If the experience does not meet your employee's expectations,
they may come to regret accepting the employment offer. A bad onboarding process may have
a detrimental impact on their impressions, lead to biased views about the business, and
eventually force them to leave early. To assist your new recruits, settle into their employment,
get to know the business, clarify their job objectives, and form positive relationships with other
employees, you'll need a robust employee onboarding process. Employees that have a positive
onboarding experience not only feel welcomed, but they also integrate more quickly into the
current organisational family.
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You'll need a good employee onboarding strategy to avoid last-minute misunderstandings and
compliance difficulties. Here's what a good employee onboarding programme does:

• Provides you with a well-defined onboarding template.

• Reduces the amount of disruption caused by paperwork

• Reduces the time it takes to onboard a new employee.

• Reduces the need for manual intervention and eliminates human mistakes.

• Reduces the HR team's workload

• All new hires have a consistent experience.

• Transparency is injected into the process flow.

• Provides employees with a positive onboarding experience.

• Here's a guide to help you find a good onboarding solution.

Onboarding is a word used in the human resources sector to describe the process of integrating
a newly hired employee into a company. Onboarding, also known as organisational
socialisation, is a vital aspect of assisting workers in understanding their new role and
responsibilities. It's the procedure that allows them to blend in with the rest of the organisation.
The onboarding process includes a variety of events, ranging from the job offer to team training.
Onboarding might span anywhere from a few weeks to a year, although it normally lasts at
least a few months. When the onboarding process is over, employees should feel confident and
capable.

One of the first questions HR managers should ask is if their company benefits more from
casual or formal onboarding.
• Informal onboarding is the process through which a new employee learns about his or
her new position without the assistance of a formal organisational plan.
• A formalised set of coordinated rules and procedures that aid an employee in
transitioning to his or her new position in terms of both duties and sociability is referred
to as formal onboarding.
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According to research, firms that participate in formal onboarding by developing step-by-step

programmes for new workers to educate them their jobs, the company's conventions, and how
to act are more productive than those that do not. Sequencing, numbers of new recruits grouped
together, and how helpful the organisation is—an intangible that is usually tough to measure—
are all elements HR managers will want to look at when reviewing their firm's onboarding
procedures.
The Four C's, or degrees of onboarding, are as follows:
• Compliance: At the most basic level, compliance entails training employees basic legal
and policy-related norms and regulations. Tax papers, employment paperwork, badges,
email accounts, laptops, and workstations, as needed for a certain job, are all examples
of compliance. Organizations with good compliance policies have been able to make
these mundane components of new employee onboarding less burdensome.

• Clarification refers to ensuring that workers are aware of their new roles and any
obligations that come with them. Clarification refers to comprehending the intricacies
and context of one's employment, such as job requirements, task completion norms, and
how things are defined internally and externally (acronyms, for example). The sooner
new employees grasp their roles, the more effective they will be.

• Culture is a wide term that refers to giving employees with a feeling of official and
informal organisational rules. Learning a new organization's distinctive organisational
culture is referred to as culture. Organizations, like people, have various personalities,
routines, and expectations. The higher new workers' chances for long-term success are
the faster and more precisely they can identify and grasp the overall culture and
subcultures inside a business.

• Connections: The crucial interpersonal interactions and information networks that new
workers must create are referred to as "connections." When new workers start working
at a new company, they must create essential interpersonal interactions, support
systems, and information networks. When new workers start working at anew
company, they must create essential interpersonal interactions, support systems, and
information networks.
 13

Each of the four Cs is crucial, but some have a larger chance of producing favourable results
than others.
Firms that successfully coordinate these four parts of onboarding have better new employee
results, such as higher job satisfaction, higher productivity, and reduced turnover, than
organisations that fail to deliver across these four onboarding dimensions.

While the four Cs are vital in the onboarding process, connection plays a unique role since it
may have a direct impact on significant organisational outcomes including new employee job
performance, work happiness, organisational commitment, employee referrals, intentions to
stay, and turnover.

According to research, new employees who feel connected and welcomed by their new co-
workers have less anxiety when they first start at a new company. The most significant of the
C's, according to a survey of over 12,000 newcomers, is connection, because it is the only part
of onboarding that is connected to all of the outcomes.
Onboarding assists new workers in adjusting to their roles by improving relationships, defining
goals and objectives to improve performance, and offering assistance to help avoid undesired
attrition.

When new employees feel welcomed, they are more willing to take chances, ask more
questions, and learn more about their new job, role, coworkers, and company. As a result,
connection is a key lever that firms can use to ensure that new workers are up and running as
early when possible, and that they have a strong network of internal ties to depend on as they
face new issues over their first year with the company. Effective onboarding may be based on
a foundation of connection.
It's hard to believe that a new employee who is insecure, worried, and overwhelmed will be
able to perform at their best.

Increase Job Satisfaction Increase Performance Inoculate Against Turnover

• Clarify delivery expectations • Provide support through
• Jump start relationships feedback, coaching and follow-up
• Clarify objectives
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Any personnel management plan must include a successful onboarding process. Because of the
significant expense of recruitment, company executives must recognise that successfully
integrating new workers into the organisation is a critical step in ensuring their success.
Understanding who owns and controls the onboarding process as a whole, as well as the
individual components within it, is critical to onboarding success and long-term sustainability.
It is not enough to just write down a formal strategy to assist new staff flourish. The idea is to
include key stakeholders and new workers in encounters that will assist them better understand
each other and how they interact over time. Effective onboarding, when combined with HRM
best practises, will result in a shorter learning curve for new recruits, increased communication,
and a more productive and engaged workforce.

When a potential employee accepts an offer letter, they become an official member of the
company. The onboarding process is comprised of the following phases.

1. Give details about the company's policies and benefits.

On the employee's first day at the company, provide detailed information on policies and
benefits. Everything from compliance to insurance to tax responsibilities to corporate policy
on leaves and diversity and inclusion should be covered in the training session or materials.
Employees should also sign all compliance paperwork that formally authenticate them as
members of the organisation at this time. If digital signatures on state/federal compliance forms
are recognised in your nation, you may utilise employee onboarding software tocommunicate
the appropriate documentation with new workers before their first day on the job. This means
they may fulfil all compliance requirements ahead of time and start contributing to the team
straight away.

2. Clearly define roles

What precisely does a worker have to accomplish as part of their job? A list of all of their
everyday responsibilities is necessary to assist them understand their position. Who is in charge
of disseminating this information? The manager should enter the onboarding processat this
point since they are best positioned to provide a clear picture of what an employee's function
will entail. As the new employee learns and takes responsibility of their function, this
information should be supplied throughout the first 30 days on the job. It's also critical to advise
employees about who they'll need to work with to complete their tasks, including
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members of their own teams as well as members of other teams, as well as the reporting matrix
for such partnerships.

3. Assist with training

The immediate manager is ideally suited to facilitate training as part of the long-term
onboarding process. Even the most seasoned employee requires training to learn how
procedures work in their new company or team. Companies can begin providing this training
to workers as early as their first day on the job. Employee onboarding software may be used
to send out basic training materials and provide a summary of the duties that workers are
expected to do.

4. Integrate into the culture of the company

Assimilation into a company's culture is a continuous process. When a new employee joins the
organisation, HR managers and team managers must offer them a thorough picture of the
culture. How are they able to achieve this? One technique is to ensure that the company's vision
and mission statement match its culture. Is your company result-oriented or output- oriented?
How simple is it for your workers to approach you and tell you about an issue they're having
at work? How willing are supervisors to engage in non-work-related conversations? Define the
corporate culture, and then make sure the new employee is awareof it.
5. Assist in the formation of social bonds among coworkers.
While the manager/HR is not solely responsible for this, it is their role to foster communication
among employees, even if some are resistant to integration. This entails cultivating an
environment that encourages coworker connections. Many companies use the new-hire buddy
system, in which one employee is assigned to assist the new recruit with anything from job-
related activities to administrative questions and everything in between. However, according
to a Hibob poll, 49 percent of employees would want to develop friends with their coworkers
rather than confine their contacts to their new-hire buddy. This knowledge, on the other hand,
should not be used to undervalue the importance of a new-hire buddy. Some people are
hesitant to approach their new employees and form relationshipswith them. A new-hire
buddy may quickly assist new employees or team members with minor questions such as how
to use the printer or who to contact for an ergonomic laptop stand. Chatbots (described below)
can also be useful new-hire pals in the era of AI.
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A formal onboarding programme might last 30 days, 90 days, 180 days, or even a full year.
This phase is utilised to finish all of the duties specified in the preceding section in a supportive
setting. Onboarding should begin as soon as the person accepts the offer letter, if possible.
Invite new hires to join internal platforms before their first week on the job so that they can not
only get a head start on reading the employee handbook and policies, but also to put faces to
names, learn about company news, and participate in social or cultural events at the company,
such as clubs that bring people together with shared interests, assisting employees in finding
their niche.
The amount of time spent on the different aspects of onboarding may be split down into these
four phases, but it varies from organisation to organisation:
1. Ensure compliance and acquaint the person with their responsibilities for one day to
one week.
2. Train the individual to execute their work for one to three months. Familiarize them
with the people who are important to their job. Assist them in getting a feel of the
company's culture.
3. Evaluate their performance every three to six months and make sure they have all
they need to do their tasks well. Use their input to determine how engaged they are.
4. Six to a year: The employee should have a thorough understanding of their function,
the market, the firm, and the industry. They should have fit right in with the organisation
and its culture.

Even after accepting a job offer, many individuals are likely to leave. It's possible that you
won't be able to control this. What you can influence, though, is how the employee experience
is defined once they join your company. We've noticed a shift in employee onboarding patterns,
with automation and upskilling becoming the mainstays of the process and a greater emphasis
on the onboarding experience. While they were formerly uncommon and only found at a few
companies, today even smaller businesses will be forced to pay attention to the onboarding
process in order to keep their workers. These patterns are now considered recommended
practises for onboarding.

1. Check that the job description fits the position, and vice versa.
Employees are frequently promised a specific position, but the breakdown of responsibilities
in the work shows something completely different than what they expected. In the Hibob poll
mentioned above, more over a quarter of employees said they were not provided adequate
 17

information about their job before accepting it. In contrast, 40% of respondents said their
employment was precisely as stated in the interview. To address this issue, a transparent
recruiting procedure as well as a transparent interview process are required. Recruiting
applicants based on what they want to hear in job descriptions rather than what the workreally
requires might be a deal-breaker for employees.

2. Make the onboarding process more automated and personalised.

No one has the patience to fill out reams of manual paperwork on paper as technology changes
the way we work, live, and interact. Instead, consider implementing onboarding software that
requires only the entry of essential information, with the remainder coming from external
data sources. Configure the required approval processes into the onboarding pipeline so that
the new employee is informed when the formalities have been completed. Custom alarms,
dashboards, and reports help you track and assess how effectively you're following the process.
To stay on track, HR must incorporate the appropriate compliances from the start. You can
automate the whole process, from document verification to background checks to project
allocation and communication.
Most software includes automatic reminders, which eliminates the time-consuming task of
keeping track of to-dos and allows you to focus on the strategic aspects of onboarding. For a
successful user experience, smart onboarding is essential. Automating employee onboarding
can save hours of administrative time during the first week of employment. Not only would
this allow new team members to get up to speed quickly, but it would also give them a sense
of belonging and allow them to learn more about the firm, department, and team members
before their first day. Existing workers can also utilise onboarding tools to learn more about
their new teammates. Imagine a new employee arriving at their desk to find a cup of their
favourite coffee from their favourite cafe.

3. Create and stick to an end-to-end onboarding timetable.

Put the best practises into effect by utilizing the onboarding template supplied above for
everything that is scheduled to happen during the first week/first day of the workers arrival at
the company premises if you want to make the onboarding process wiser and less stressful.
Also, share this chart with the new recruit so that they are aware of what to expect.
 18

4. Go over everything that is required and leave out what isn't.

It's crucial to distinguish between what's required and what's optional under the onboarding
programme, depending on the employee's preferences (pay components, perks, work
arrangements, etc.). This will vary depending on the job and function, as well as the manager's
preferences. For example, every employee should be aware of the corporate culture, yet
introduction into an insurance plan may not be essential for someone who has not selected for
it.

5. Provide detailed information on the company's policies.

Employee retention may be difficult since they were not given adequate information about
corporate policies when they were onboarded. They may be put off by surprises such as pay
reduction for leaving half an hour sooner than the conclusion of the workday or not being fully
told about the leave policy in advance. As a result, employees quit the company almost as soon
as they join. A well-documented employee handbook that is provided with workers from the
start is an excellent method to guarantee that they have all of the information they require when
they begin their new positions. This may be done either through your onboarding software or
through the business intranet.

6. Make sure they have all of the equipment they need to complete their work.
This comprises cleaning up the employee's allotted space, sorting access cards and employee
IDs, and assisting with the setup of IT equipment. Also, make sure they have all of their
communication and employee self-service accounts set up before they start working.

7. Hold a meet-and-greet session.

It's critical to make the new employee feel included in the immediate and extended team. Make
sure they have a list of people they need to meet with in the first few days and schedule time
for them to do so. It is critical to establish a conversation with leadership for certain
responsibilities. The fact that top executives are interested in learning more about them helps
individuals feel appreciated. If you have geographical constraints, a video CEO conversation
is a terrific method to do this. Other minor considerations include asking new workers or team
members to lunch and advising them of the company's dos and don'ts.
 19

8. Avoid a lonely onboarding process.

The new recruits frequently report unfavourable onboarding experiences when they are singled
out as a new hire rather than being onboarded as part of a group, since this can cause additional
stress. Being the organization's new face is intimidating. A favourable workplace culture and a
new-hire buddy, on the other hand, can assist to improve that. A selected mentor/colleague can
help to alleviate the stress of being in a new setting. Furthermore, as previously said, chatbot
help may be a game-changer in the employee onboarding process.

9. Track metrics related to onboarding.

A smart onboarding system would often generate a bevvy of important onboarding metrics to
aid in the tracking of the onboarding process' efficacy and efficiency. Expenses, engagement
levels, training costs, and results for new workers, succession management success rates, and
retention are some of the critical variables to measure. Some HR departments go a step further
and analyse the whole onboarding ROI by factoring in performance, development expenses,
attrition rates, and talent management activities. All of this combined will help you maintain
the onboarding process efficient as you recruit more people in a competitive labour market.

Onboarding will become more than just compliance and integration into the work culture as
we move forward in the future of work. Robert Dvorak, CEO of SilkRoad Technology, a
supplier of strategic onboarding and workforce provider solutions, told HR Technologist in
an exclusive interview that onboarding isn't simply for new recruits. It is applicable to the entire
workforce. He emphasised the need of continuous learning, saying that HR directors must
prepare their whole workforce, not just new employees, with the skills they require and onboard
them to new positions of business value and relevance on a regular basis. Critical thinking,
active learning, and an agile mentality are among the new abilities they'll need to be relevant in
their business and profession.

While it is critical to ensure that your workers are satisfied with the culture they are being
introduced to during the onboarding process, it is equally critical to participate in continual
onboarding to assist them stay relevant in their employment. A favourable, tech-enabled
onboarding experience will result in increased engagement, as well as improved performance
and productivity on the job.
 20

Internal procedures and corporate software have gotten more sophisticated and intricate in
recent years, and onboarding has acquired a lot of interest in the business world. According to
recent data, new workers who participated in a well-structured onboarding orientation
programme were 69 percent more likely to stay at a business for three years. Employee
onboarding may provide value to any business by assisting employees in understanding the
corporate structure, mastering the ins and outs of their profession, and having a beneficial
impact on career objectives when done correctly. This results in increased work satisfaction,
organisational commitment, lower attrition, and improved performance.

The most effective onboarding procedures have one thing in common: training and assistance
do not cease when the onboarding phase ends. The need of ongoing involvement, training, and
support is critical to success. The information required to thrive on the job is always expanding
and growing in today's high-tech environment, making it more important than ever to provide
continual assistance and learning opportunities to employees. Mentors, peer sponsors,
coaching, conventional and online training are all examples of this. Innovative technology, like
as performance support systems, can accompany an employee throughout their career,
providing continuous on-the-job training and help.

Your firm may take a new course toward increased productivity and a more profitable bottom
line by implementing an effective employee onboarding procedure for your staff.
Invest in your new recruits and provide them with an amazing first impression so that you can
both be certain that they made the correct decision.

The key to getting new staff up and running fast and successfully is onboarding.
Organizations that can harness the power of connection during onboarding by figuring out
who, what, when, and where to connect existing and new employees benefit in a variety of
ways, including improved new employee performance, higher job attitudes like satisfaction
and commitment, and lower turnover.
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6. LITERATURE REVIEW

1) Putu Yudia Pratiwi, Ridi Ferdiana, Rudy Hartanto (2018). “An analysis of the new
employee onboarding process in start-up.”, 10th International Conference on Information
Technology and Electrical Engineering (ICITEE), 603-608. Turnover is one of the reasons that
might stifle a company's growth, especially in the early stages. Employee unhappiness is one
of the factors that contribute to significant employee turnover. The onboarding process is one
of the methods for introducing a new employee to the company's culture and working
environment in order to foster job happiness and convenience. However, in order to get a
successful outcome, the onboarding process must be well-executed and structured. Thisarticle
explains how start-ups, particularly those that specialise on software engineering, handle
onboarding. Methods employed in the study included a literature review, interviews, and
questionnaires.[1]

2) Nikhita Kumar, Dr Suruchi Pandey (2017). “New employee onboarding process in an

organization”, IJEDR, 5(1), 198-206. The study's goal is to examine the organization's current
onboarding process and determine the most crucial part of that process. Onboarding, unlike
traditional employee induction or orientation, is a systematic procedure that extends beyond
the first day or week of work. The goal of the onboarding process is to foster a long- term
connection between the company and the employee by creating a sense of belonging and
reinforcement that they made the correct decision. A poll on survey monkey, as well as face-
to-face and telephone conversations, were used to conduct the research. There were 305 people
who were supposed to answer, but only 123 did. As a result, the sample size was 123 new
joinees' data. According to the study's findings, the majority of respondents were dissatisfied
with the organization's current onboarding procedure. Only in phase I, the pre- employment
period, was there a high level of satisfaction among new workers. Following then, satisfaction
ratings begin to decline in succeeding periods. The data also show that phase II, or the first day
at work, is the most crucial. The level of satisfaction among new workers goes from 70% in
phase I to as low as 30% in phase II, which is a significant reduction and cause for concern. If
an employee does not feel welcomed on the first day, the odds of him or her quitting the
company within a few months to a year increase. The reader will profit from this research
project since it will give facts and statistics on the onboarding process from the perspective of
new recruits in the business. It will also provide some recommendations to help them with the
onboarding process.[2]
 22

3) Andrew R. Carlos, Daisy C. Muralles (2021). “Onboarding in the age of COVID-19,

International Federation of Library Associations and Institutions”, 48(1), 33-40. Starting a new
job may be intimidating, regardless of the number of variables that are impacting an individual
at the same time. There might be a lot to learn that is unsaid or unwritten before a new recruit
feels comfortable in their new surroundings, from understanding how the business works to
selecting who to trust or who to turn to for answers. Some companies have methods for
introducing new employees to the company and its functions. The learning experience is
frequently referred to as "new hire training," "orientation," "quick onboarding," or
"onboarding" in library recruiting practices—all phrases describing a new member's
organisational socialisation to the hiring group, which might involve particular responsibilities
and goals. The proper selection of activities and goals throughout the onboarding process, we
believe in this essay, helps orient the new recruit to their new role in the business. With its
requirements for social distance, distant learning and work, and closed facilities, COVID-19
has made it even more difficult to learn about the connections that exist inside an organisation,
according to the authors' experience. In brief, the established remote onboarding procedure
featured parts of in-person onboarding but was soon transformed to a remote/virtual setup
owing to COVID-19. Most significantly, the onboarding process includes official and informal
chances for interaction. Because of the change to a remote/virtual working environment, the
onboarding process for new recruits must also migrate to a remote/virtual setting. A study of
historical and current procedures at a mid-sizeduniversity library is undertaken in this essay, as
well as an autoethnographic reflection of a new hire's onboarding experience. Best practises
and recommendations are offered to assist other libraries who are undergoing a remote/virtual
onboarding process.[3]

4) Debora Jeske, Deborah Olson (2022). “Onboarding new hires: recognising mutual learning
opportunities.”, Journal of Work-Applied Management 14(1), 63-76. As workers enter new
work settings, join teams, and take on new tasks, onboarding represents a significant
adjustment for them. It helps new recruits acclimate and have good early experiences by
introducing them to team and organisational practises, procedures, rules, and values. The
content, formality, timing, funding, and personalization vs. standardisation of these transitions
might all differ. While some transitions are more official, including documentation and the
essential training to succeed in the position, more casual onboarding approaches that are more
customised and less organised are also being used. Induction, which is described as "any
arrangement established to familiarise the new employee with the organisation, safety
 23

standards, general conditions of employment, and the job of the area or department in which
they are employed," overlaps significantly with onboarding. Another key idea that is frequently
emphasised in conjunction with both induction and onboarding is socialisation. The process
by which newcomers acquire the necessary social and work knowledge in order to overcome
role ambiguity and become organisational insiders is known as organisational socialisation.
Onboarding nowadays frequently incorporates both classic induction and socialisation features.
Socialization and the employment of diverse methods have grown increasingly essential in
onboarding in the recent two decades. This means that vital informative features are coupled
with crucial activities in order to enhance employees' interpersonal relationships while also
introducing them to information networks. These more formal events are frequently
supplemented by informal activities such as meetings and social activities with the different
players within the organisation with whom the new recruit will work. Internal stakeholders
such as supervisors, team members, senior management representatives, human resource
specialists, and mentors, as well as external stakeholderssuch as significant clients and
consumers, are typically included.[4]

5) Lucy Morrison (2021). “Virtual Improvement: Advising and Onboarding During a

Pandemic”, 17, 203-06. During the coronavirus epidemic, an honours practitioner recounts the
obstacles of onboarding and training a new academic adviser. Virtual engagement and
multitasking abilities help students learn excellent practises while also bringing experienced
and first-year students together in unexpected ways. The author highlights a number of
advancements in counselling, noting that distant technology also allows for certain privacy and
discretion.[5]

6) Nadezda KOLEDA, Guna CIEMLEJA, Jarmila STRAKOVA (2022). “Ensuring

efficiency through employee onboarding: case from Latvia”, Proceedings of the 13th
International Multi-Conference on Complexity, Informatics and Cybernetics, 13(2), 165-170.
New employee onboarding is critical to the productivity of organisations in the contact centre
industry, as labour expenditures account for a large percentage of total costs. Employee
experience and firm profitability ratios have a high correlation. According to research, firms
with a high pleasant new employee experience can boost their efficiency ratios; yet, many
companies' employee onboarding processes still need a lot of work. The goal of this study is to
come up with a model for new employee onboarding that will help contact centre firms
 24

become more efficient. Using LEAN, case study, and experimental design methodologies, the
new employee onboarding idea was launched and accepted in a contact centre in Latvia. [6]

7) Kaitlyn Pavlina (2020). “Assessing best practices for the virtual onboarding of new
hires in the technology industry”. "You couldn't be more incorrect if you assume happy and
engaged employees just happen". Onboarding had the second-highest business effect among
the 22 HR practises described in the Boston Consulting Group's report on taking HR practises
to the next level. Despite this, according to a 2016 Aberdeen Group survey, only roughly
32% of organisations use a structured onboarding approach to integrate their new staff.
According to another survey, 14 percent of firms who use a structured onboarding procedure
still only devote one day to onboarding their new recruits. According to Laurano (2013), firms
with a systematic onboarding procedure have a 50 percent higher new recruit productivity and
retention rate. According to research, 25% of workers are undergoing onboarding at any given
time, and workers are undertaking onboarding more frequently in their careers. So, given the
plethora of evidence that good onboarding has a direct and indirect influence on the bottom
line, why are so many firms still paying so little attention to how their new recruits are
onboarded? One possible response is that there is no such thing asa one-size-fits-all strategy
to onboarding. Companies must consider what their onboarding program's goal will be and
then figure out how to make it a reality, all while being loyal to their culture's values and
conventions. Onboarding new personnel effectively necessitates a large commitment of both
financial and non-financial resources. [7]

8) Amanda M. Meyer, Lynn K. Bartels (2017). “The Impact of Onboarding Levels on

Perceived Utility, Organizational Commitment, Organizational Support, and JobSatisfaction”,
Journal of Organizational Psychology, 7(5), 10-27. Bauer's (2010) model of onboarding levels
was investigated for its consequences and assumptions in this study (Compliance, Clarification,
Culture, and Connection). We looked at the effect of onboarding levels on subsequent work
attitudes (i.e., perceived utility of onboarding, organisational commitment, perceived
organisational support, and job satisfaction). Onboarding utility, organisational commitment,
perceived organisational support, and work happiness were all better among those who were
onboarded at the highest level, Connection. Bauer's hierarchical hypothesis was confirmed,
although our data shows that the frequency of occurrence of various levels differs significantly.
Onboarding programmes should be designed to give all four tiers of onboarding experiences.
[8]
 25

9) Daniel M. Cable, Francesca Gino and Bradley R. Staats (2013). “Reinventing

Employee Onboarding”, MITSloan Management review, 54(3), 23-28. Since 2000, we've
investigated a wide range of businesses in industries such as entertainment, software, financial
services, manufacturing, retail, government, and business process outsourcing. According to
our field study, many firms' conventional onboarding process may not be the most effective
way to bring someone new aboard. While our fieldwork informed our understanding of the
socialisation practises companies use and the problems, they face in terms of work engagement
and turnover, we put those ideas to the test in 2011 at Wipro BPO, a business process
outsourcing company that provides global customers with telephone and chat support. Our
objective was to see how an alternate method to employee socialising stacked up against the
standard onboarding process. We focused on Wipro newbies who joined the business between
November 2010 and January 2011, and then collected data for all workers for another six
months. The demographics, tenure with the firm, and operational success were all investigated
in the field trial. Our study enlisted the participation of 605 people from three different
operations centres. These new hires were placed into threegroups, each of which provided a
unique first day experience, although the activities were otherwise identical. Individual
identification was stressed in group one, organisational identity was highlighted in group two,
and Wipro's usual onboarding procedure was followed in group three (the control group). The
individuals in the first group began by assuming that most people can recollect occasions when
they felt like they were performing at their best. This condition focused on newcomers' distinct
viewpoints and characteristic qualities, as wellas how they might use them on the work. The
persons allocated to the second group assumed that newcomers would perform best if they took
pride in their organisational connection and adopted the rules and values of the organisation.
[9]

10) Irawanto, D.W., Novianti, K.R., Roz, K. (2021). “Work from Home: Measuring
Satisfaction between Work–Life Balance and Work Stress during the COVID-19 Pandemic
in Indonesia”, Economies 2021, 9(3), 96. After efficient recruiting and selection, strategic
onboarding is one of the most essential methods for firms to increase the efficacy of their
personnel management systems. Onboarding is the process of assisting new recruits in swiftly
and seamlessly adjusting to the social and performance elements of their new positions.
Because more than 25% of the working population in the United States suffers career changes
each year, this should always be a top concern for HR departments. Every year, over 500,000
managers start new jobs in Fortune 500 businesses alone, and managers start new jobs every
 26

two to four years on average. Regrettably, in the middle of all of these changes: Within 18
months of starting a new job, half of all top outside recruits fail and within the first 120 days
of starting a new job, half of all hourly workers quit. [10]

11) The goal of this study is to figure out what causes employee turnover and how to keep
them in a business. Employees quit their jobs for a variety of reasons, according to key study
results, including job stress, job satisfaction, job security, work environment, motivation,
salaries, and rewards. Furthermore, due to the expenses involved with staff turnover, employee
turnover can have a significant negative influence on an organization's productivity,
sustainability, competitiveness, and profitability. However, the company must understand its
employees' requirements, which will enable it to implement specific tactics to boost employee
performance and decrease turnover. Individuals and businesses will experience increased job
satisfaction, motivation, and productivity as a result of applying initiatives, which will
minimise employment issues, absenteeism, and employee turnover. [11]

12) Yang, Jen-Te. (2008). “Effect of newcomer socialisation on organisational

commitment, job satisfaction, and turnover intention in the hotel industry.” Service Industries
Journal - SERV IND J. 28. 429-443. This study drew on past research on organisational
socialisation, onboarding, and turnover intention, as well as organisational behaviour theories,
to better understand the impact of various socialisation and onboarding strategies on newcomer
adjustment and turnover intention. Despite the fact that none of the offered hypotheses were
validated, the study's findings add to the literature. The findings emphasise the significance of
an onboarding programme and its positive impact on newcomers. In light of previous research,
it can be concluded that in order to assure onboarding success, companies must combine several
socialising tactics. It's especially important to focus resources on orientation training and
socialising strategies. It's past time for the industry to make a paradigm shift and assess the
value of two key socialising techniques. The immediate supervisor and coworkers of the
newbie will continue to have the most effect. The onboarding process will be steered in the
proper way if a programme is designed and built around them. It is also critical for organisations
to assess the impact of these initiatives. This will assist in justifying the cost and providing a
return on investment for future conversations. When it comes to technology and onboarding
procedures, the hotel sector is often a late adopter. Perhaps practitioners should turn for
inspiration in other fields, such as technology.[12]
 27

13) Divya Joseph, Dr.M Sandhya Sridevi (2015), “Effective Onboarding As A Talent
Management Tool For Employee Retention.” International Journal in Management & Social
Science, 03(07), 175-186. According to Aberdeen Group Research Co., the relationship
between the new employee and the management is the deciding element in whether or not the
new employee continues with the company. Despite this, most organisations do not attempt
to build a predictive link or, at the very least, measure the effects of their targeted initiatives.
The issue is that such a critical and unavoidable step is overlooked since it is an under-served
niche with an improperly projected indirect influence on incoming recruitment. Many
businesses continue to rely on antiquated methods of dealing with talent. Instead of
combining diverse HR programmes to synthesis a result-driven retention strategy, by
assigning weightage to every feasible area of talent management, the overarching aim
remains indoctrinating new workers into the business culture. [13]
 28

7. RESEARCH METHODOLOGY

3.1 PROBLEM DEFINITION

The importance of human resources in a company's success cannot be separated from the role
of human resources in the company's progress. Employee loyalty is critical for the long-term
viability of a business, particularly for start-ups. Employees must be familiarised to the work
environment and tasks they will be performing before being placed in a specific role. Its goal
is to help them adjust to the start-up work environment. Onboarding is a procedure that aids a
new employee's integration into their organisation. Onboarding is a process that helps new
employees adjust to the social aspects of their jobs so that they may rapidly become productive
and contribute to the company. This is to ensure that their performance is aligned with the
company's work culture and expectations.
According to the onboarding process has four major problems. The first issue is a lack of clear
aims and targets, since many companies do not disclose particular goals throughout the
onboarding process. The second challenge is providing adequate and correct information to
new employees, since many employees believe they do not receive enough information and
that the work they have been allocated overwhelms them. The third task is to strike a balance
between individual and organisational demands. Every person, as well as the firm and
department, has their own wants and expectations. The onboarding process becomes an issue
when it comes to balancing needs and optimising satisfaction between the organisation and the
employee. The fourth problem is reducing new employee apprehension and ensuring that they
are completely integrated into the firm. Failure to properly onboard employees may result in
unfavourable behaviour from employees, as well as unmet expectations, which will lead to a
high turnover rate.
In IT companies, turnover intention is extremely high, and socialisation and leadership are
the most important elements in influencing turnover intention across all industrial sectors.
Workplace productivity can be harmed by high turnover rates. When an employee quits the
company, the job of the departing employee must be filled by another person. The remaining
employees' productivity suffers as a result of this. Companies must rehire new workers, and
the current employees must divide their work time in order to teach and help the new hire [8].
Because new employees are unable to grasp their job descriptions, duties, and what isexpected
of them, inadequate and unorganised execution of new employee onboarding becomes one of
the causes of a high employee turnover rate. As a result, the employee will be
 29

unsatisfied with his or her employment. Employee retention is influenced by onboarding,

turnover, and job satisfaction.
In order to provide new workers with the necessary knowledge about the company's aims, the
organisation must execute an onboarding process that is well-prepared. The success rate of
onboarding is determined by the efficiency with which it is implemented. The onboarding
materials must provide comprehensive information regarding the company's system process
and employees' primary responsibilities. Based on those explanations, this study examined a
startup's success throughout the deployment of onboarding components, particularly for new
workers. This research may be used as a guide to enhance and construct a new acceptable
onboarding model for startups in the future, guiding them through a more organised onboarding
process.

3.2 RESEARCH OBJECTIVES

1) To study the dimensions of employee onboarding virtually and in-person in IT sector.

2) To study the differences in employee onboarding experience and their preference.

3) To study the differences in employee onboarding experience with respect to gender.

3.3 HYPOTHESIS

NULL HYPOTHESIS

Ho1: There is no significant difference in mean value of employee onboarding experience

between virtual and in- person among the management trainees in IT sector.

ALTERNATE HYPOTHESIS

Ha1: There is a significant difference in mean value of employee onboarding experience

between virtual and in- person among the management trainees in IT sector.

3.4 RESEARCH DESIGN

This research is based on primary data which was collected through a questionnaire survey sent
to selected new joinees who were onboarded either virtually or in-person via Google forms.
Different factors were used to understand their onboarding experience. They were asked to
rate their pre boarding, Day 1, Social integration, Job role clarity, induction and
 30

feedback views. All the questions were to be answered on scale of 1 to 5, five-point Likert-
type scale where 1 represents “Not up to the mark”; 2 represents “Fair; 3 represents “Neutral”;
4 represents “Good”; and 5 represents “Excellent”.

3.5 METHOD OF DATA COLLECTION

The primary data was collected over a period of 3 days, from the 27th of April 2022 to the
29th of August 2022. The respondents are from the IT background who have joined their jobs
1 or less than 1 year ago and are management trainees. The survey was distributed to the
respondents on their personal contact via email or on phone. Secondary data is gathered through
books, journals, and publicly available material on the internet.

3.6 SAMPLING

The number of participants was limited to 30. The study had a total of 30 genuine participants,
comprising 15 men, 15 women, and 0 transgender individuals. A sample size of 30 to 500
people would be adequate and acceptable for social science research, according to Sekaranand
Bougie (2016). This is a descriptive study. It attempts to determine what is preferable for by
the respondents for employee onboarding whether they like virtual onboarding or in-person
onboarding. A basic random selection technique was used to choose the research workers. The
researcher used simple random sampling, which is a type of probabilistic sampling. Simple
Random sampling was chosen by the researcher because it is a practical method for collecting
data.

3.7 DATA ANALYSIS TOOLS

The study is conducted on the views and experience of employees who underwent the
onboarding process. The comparison is done between the two samples of employees who went
through either virtual onboarding or in-person onboarding.
The statistical tools used is Correlation and T-test using PSPP statistical tool.
Firstly, the correlation between the two samples is checked. Further, the independent samples
T-test is performed since there were two different samples which are not correlated. The
investigation was conducted using the resulting tables for the T-test and correlation.
 31

4. RESULTS

4.1 DATA ANALYSIS & FINDINGS

Gender

Table 1: Gender count

Gender Count

Male 20

Female 10

Figure 1: Gender graph

In the above figure 7, it can be seen 66.7% of the male and 33.3% of female employees
responded.

Age

Table 2: Age group count

Age Group Count

Below 18 0

18-24 10

25-34 20

35-44 0

45 & above 0
 32

Figure 2: Age graph

From the above figure 8, it can be seen that out of 30 respondents, 33.3% respondents are in
the age group of 18-24 and 66.7% respondents are in the age group of 25-34

Work Experience

Table 3: Work Experience count

Work Exp Count

Fresher 10

Experienced 30

Figure 3: Work Experience graph

 33

In the above figure 9, 33.3% of employees are freshers and 66.7% of employees are
experienced.

Method of onboarding

Figure 4: Method of onboarding graph

In the figure 9, 56.7% of respondents were onboarded virtually and 43.3% are onboarded in-
person.

4.2 EMPLOYEE ONBOARDING EXPERIENCE

In the study, we are comparing two sample groups so we will check if two groups are
correlated. The Pearson’s Test of correlation is performed to check the relation between the
groups: Virtual and in-person onboarded employees.

Table 4: Pearson Correlation Table – Employee Onboarding Experience

 34

In the above table 5, shows that the correlation value between virtual and in-person onboarding
samples is -0.045. The value is negligible which means the groups are weakly negatively
correlated between the range 0 to -0.25. There is no corelation among the two groups i.e., the
change in groups is not depended on one another. So, we will perform the independent samples
T-test.

Table 5: Independent Samples T Test Table – Employee Onboarding Experience

In the above table 6, shows that the mean for the Virtual group is 3.35 and for the in-person
group is 4.28. The level of significance considered for test is 5%. The T-test value for 2-tailed
significance for equal variances assumed is 0.004. The T-test value for 2-tailed significance for
equal variances not assumed is 0.003.

Figure 5: Preference of the employees – Employee Onboarding Experience

In the above figure 6, 76.7% people prefer to have employee onboarding process in-person.
 35

5. CONCLUSIONS

For the independent samples T-test, p=0.004, the p value is greater than 0.05 significance value
and can conclude that employee onboarding experience is significantly different.

The null hypothesis Ho1 is rejected.

There is a significant difference in mean value of employee onboarding experience between

virtual and in- person among the management trainees in IT sector. People prefer the in- person
onboarding rather than virtual.

People want the in-person feel of the office where they get to meet their manager, team
members and have interaction. They can reach in no time to the HR or manger in case of any
query so there is no delay in the process. The in-person orientation helps them to retain more
information. Many commented that they like the welcome kit goodies provides which make
them feel welcomed to the organisation. They get their desk which makes them feel that they
are the part of the organisation. The main point that was stressed was there is a good bond
creation among the office colleagues and sense of belongingness to the organization.
 36

6. REFERENCES

6.1 RESEARCH JOURNALS

[1] Putu Yudia Pratiwi, Ridi Ferdiana, Rudy Hartanto (2018). “An analysis of the new
employee onboarding process in start-up.”, 10th International Conference on Information
Technology and Electrical Engineering (ICITEE), 603-608.

[2] Nikhita Kumar, Dr Suruchi Pandey (2017). “New employee onboarding process in an
organization”, IJEDR, 5(1), 198-206.

[3] Andrew R. Carlos, Daisy C. Muralles (2021). “Onboarding in the age of COVID-19,
International Federation of Library Associations and Institutions”, 48(1), 33-40

[4] Debora Jeske, Deborah Olson (2022). “Onboarding new hires: recognising mutual learning
opportunities.”, Journal of Work-Applied Management 14(1), 63-76.

[5] Lucy Morrison (2021). “Virtual Improvement: Advising and Onboarding During a
Pandemic”, 17, 203-06.

[6] Nadezda KOLEDA, Guna CIEMLEJA, Jarmila STRAKOVA (2022). “Ensuring

efficiency through employee onboarding: case from Latvia”, Proceedings of the 13th
International Multi-Conference on Complexity, Informatics and Cybernetics, 13(2), 165-170.

[7] Kaitlyn Pavlina (2020). “Assessing best practices for the virtual onboarding of new hires
in the technology industry”.

[8] Amanda M. Meyer, Lynn K. Bartels (2017). “The Impact of Onboarding Levels on
Perceived Utility, Organizational Commitment, Organizational Support, and JobSatisfaction”,
Journal of Organizational Psychology, 7(5), 10-27.

[9] Amanda M. Meyer, Lynn K. Bartels (2017). “The Impact of Onboarding Levels on
Perceived Utility, Organizational Commitment, Organizational Support, and JobSatisfaction”,
Journal of Organizational Psychology, 7(5), 10-27.

[10] Irawanto, D.W., Novianti, K.R., Roz, K. (2021). “Work from Home: Measuring
Satisfaction between Work–Life Balance and Work Stress during the COVID-19 Pandemic
in Indonesia”, Economies 2021, 9(3), 96.
 37

6.2 WEBSITES

https://www.shrm.org/resourcesandtools/toolsandsamples/toolkits/pages/understanding
employeeonboarding.aspx#:~:text="Onboarding"%20refers%20to%20the%20processes
%2C%20vision%2C%20mission%20and%20values

https://www.bamboohr.com/hr-glossary/onboarding/

https://www.qualtrics.com/au/experience-management/employee/employee-
onboarding-survey-questions/

https://www.cultureamp.com/blog/employee-onboarding-survey-questions

https://www.clickboarding.com/what-is-onboarding/

https://quikchex.in/onboarding-employee-need-know/
 38

7. ANNEXURE

7.1 QUESTIONNAIRE

Section 1 – Demographic Questions

1. Name – Open ended question

2. Gender

 Male

 Female

3. Age

 Below 18

 18 – 24

 25 – 34

 35 – 44

 45 & Above

4. Work Experience

 Fresher

 Experienced

5. How was your onboarding done?

 Virtually

 In-person
 39

Please score the below questions, on the scale of 1 to 5 where 1 - Not up to mark, 2 - Fair, 3 -
Neutral, 4 - Satisfactory and 5 - Excellent accordingly.

6. After your recruitment & selection process, how was your pre onboarding experience
with your organization where you had to do the joining formalities and
documentation?
 Excellent
 Good
 Neutral
 Fair
 Not up to mark

7. How was your DAY 1 experience at work like received your system with pre-joining
kit, credentials, Access/ID card etc?
 Excellent
 Good
 Neutral
 Fair
 Not up to mark

8. How was your experience at socializing at work like introduction about company,
manager and team?
 Excellent
 Good
 Neutral
 Fair
 Not up to mark

9. Rate your overall Induction/ Orientation program experience.

 Excellent
 Good
 Neutral
 Fair
 40

 Not up to mark

10. How well was your job role understanding, the knowledge transfer or training
provided by the organization?
 Excellent
 Good
 Neutral
 Fair
 Not up to mark

11. Rate the feedback and support you got during your onboarding from your HR,
Supervisor and concerned faculty.
 Excellent
 Good
 Neutral
 Fair
 Not up to mark

12. Rate the feedback and support you got during your onboarding from your HR,
Supervisor and concerned faculty.
 Excellent
 Good
 Neutral
 Fair
 Not up to mark

13. How would you have preferred your onboarding, virtually or in-person?
 Virtually
 In-person

14. How would you like to improve the Onboarding process? – Open ended question
 41

7.2 PLAGARISM
Page no. 5 to 11

Page no. 11 to 13

Page no. 14 to 16

Page no. 16 to 18

Page no. 19 to 20
 42

Page no. 21 to 23

Page no. 23 to 26

Page no. 26 to 29

Page no. 29 to 35