SUMMER TRAINING PROJECT REPORT

ON
“ONBOARDING PROCESS ”
Submitted to

I.K GUJRAL PUNJAB TECHNICAL UNIVERSITY, JALANDHAR

In Partial fulfillment of the requirement for the

award of degree of
Master of Business Administration (MBA)
SESSION: 2022-2024
SUBMITTED TO: SUBMITED BY:
Dr. Shelly Khosla KAJAL PRIYADARSHI
MBA
2238172

RAYAT BAHRA INSTITUTE OF MANAGEMENT BOHAN,

HOSHIARPUR (2022 – 2024)

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 STUDENT DECLARATION
This is to state that the work which presented in the project entitled
“Onboarding process ” is based on original work carried out by me
under the supervision of Dr. Shelly Khosla (Associate professor of
RBIM)towards Partial Fulfillment of the Degree of Master of Business
Administration of the IKG Punjab Technical University.

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 PREFACE
MASTER OF BUSINESS ADMINISTRATION (MBA) is a stepping stone to
the management career and to develop good manager or employee.
It is necessary that theoretical must be supplemented with good
exposure to the real environment. Theoretical knowledge just
provided the base and it is not sufficient to produce a good manager
that is why practical knowledge is needed.

Therefore, the researcher product is an essential requirements for

the student of MBA. This research project not only help the student
to utilize properly learn field realities but also provided a chance to
the organisation to find out talent among the budding manager or
employees in the very beginning.

With the requirement of MBA, I prepared a summer project report

on the topic “ONBOARDING PROCESS ” which help in gaining
knowledge and learning about HR department.

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 ACKNOWLEDGEMENT

I am glad to express my profound sentiments of gratitude to all who

rendered their valuable help for the successful completion of this
project report titled, "Onboarding Process.”
I record my deep sense of gratitude to Dr.Shelly Khosla( Associate
Professor of RBIM) who had given me a chance to do a project and
given opportunity to work under his/her guidance.

My genuine sense of gratitude goes to my university that gave me a

chance to brighten my academic qualification that provided me this
opportunity to have a practical knowledge of relevant fields.

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 ABSTRACT
Onboarding refers to mechanism through which employees acquire the
necessary knowledge, skills and behaviours to become effective
organizational members and insiders. It is important to the organization
to maximize employee retention and productivity and increase their
satisfication and loyalty where it could reduce cost of hiring employee
by reducing turnover rate. The study focuses on measuring the
effectiveness of Onboarding process. It aims at finding out satisfication
level of new employees with the onboarding process, the barriers for
new employees in receiving the necessary resources with a view to
overcome such barriers . The study also throws a light on the
significance of the induction and orientation program. The nature of this
study was descriptive, the data was collected from new joinees and
hence it is primary data.

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 TABLE OF CONTENT

Sr. Contents Page. no

no
1 Student declaration 2
2 Preface 3
3 Acknowledgement 4
4 Abstract 5
5 Chapter 1: Introduction to company 7
6 Chapter 2: Introduction to onboarding process 13
7 Chapter 3: Objectives , scope and limitations of study 24
8 Chapter 4: Literature review 28
9 Chapter 5: Research Methodology 32
10 Chapter 6: Data Interpretation 35
11 Chapter 7: Findings, suggestions and conclusion 46
12 Chapter 8: Bibliography 50
13 Annexure 52

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 CHAPTER – 1

INTRODUCTION OF COMPANY

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 1.1 COMPANY PROFILE

RELIANCE INDUSTRIES LIMITED

Reliance Industries Ltd (RIL) is a diversified company with business interests in energy,
petrochemicals, textiles, retail, entertainment, materials and telecommunication sectors. The
company carries out the exploration, development and production of oil and gas, refining of crude
oil, marketing of petroleum products, and production of petrochemicals. Its refined products
include propylene, gasoline, naphtha, kerosene, alkylate, sulphur and petroleum coke. The
company commercializes petrochemical products, including aromatics, elastomers and polyesters.
It operates a range of retail stores comprising food and grocery specialty, footwear, hypermarkets
and other specialty stores. It also provides telecommunication, broadband internet, security and
other digital services. RIL is headquartered in Mumbai, Maharashtra, India.
India's largest private sector company, Reliance Industries has evolved from being a textiles and
polyester company to an integrated player across energy petrochemicals, textiles, natural
resources, retails and telecommunications and operates world class manufacturing facilities across
the country. Reliance's products and services portfolio touches almost all needs of people on a
daily basis, across economic and social spectrums.

Reliance Industries Limited is headquartered in Mumbai and is growing under the leadership
of Mukesh Ambani, the son of late Dhirubhai Ambani and elder brother of Anil Ambani after the
division of the family business among the two brothers.

Reliance Group is a conglomerate holding company in India that has a wide portfolio of business
and is the highest taxpayer in the Indian Private Sector. It accounts for over 5% of the Indian
Government's revenues and almost 8% of the total merchandise exports from India. RIL was the
first Indian company to breach $100 billion market capitalization in 2007 and 2019 it has become
the first Indian firm to cross Rs 9 lakh crore market valuation marks. The company has
ranked 106th on the Fortune Global 500 list of the world's biggest corporations as of 2019.

FOUNDER

“Growth has no limit at Reliance. I keep revising my vision. Only when

you dream it ,you can do it.”

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 Dhirubhai H. Ambani

Founder chairman Reliance Group

December 28, 1932 – July 6,2002

HISTORY:

The foundation of Reliance Group was taken by Shri Dhirubhai Ambani in 1966 as a small textile
manufacturer unit. It was incorporated in 1973 and conformed its name as Reliance Industries in
1985. Over the years, the company has amazingly transformed the business from the
manufacturing of textile products into a petrochemical filed.

In the year 1979, it has set up texturizing facilities and Polyester Staple Fiber in 1986, Linear
Alkyl Benzene and Purified Terephthalic Acid in 1988 and Hazira Petrochemical plant in 1991-
92.

In 1993, Reliance turned to overseas capital markets for funds through a global depositary issue
of Reliance Petroleum in 1996.

During 1995-96, the company took the initiative to create its market in the telecom industry and
started with a joint venture with NYNEX, USA. This deal makes Reliance as the first corporate in
Asia to issue bonds in the US at the year of 1996-97.

In the next years, the company took another big step and introduced packaged LPG in 15 kg
cylinders under the brand name Reliance Gas. In 1998–2000, the construction of the largest
refinery of the world, the integrated petrochemical complex at Jamnagar started in Gujarat.

In the year 2001, the company saw its golden moment when Reliance Industries Ltd and Reliance
Petroleum Ltd. became India's two largest companies with different financial parameters. Later in
the same year, Reliance Petroleum was merged with Reliance Industries.

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Following years, RIL earned another milestone after announcing the biggest gas discovery of the
country at the Krishna Godavari basin. It was first ever discovery by an Indian private sector
company and one of the largest gas discoveries in the world during 2002.

Within a year, Reliance bought a majority stake in India's second-largest petrochemical company,
Indian Petrochemicals Corporation Ltd. In 2008, PCL was merged with RIL.

In the year 2005, the company demerged its investments in power generation and distribution,
financial services and telecommunication services into four separate entities. Next year, it
introduced 'Reliance Fresh'(retail store format) entered the organized retail market in India.

In 2010, Reliance acquired Infotel Broadband Services Limited to enter the broadband services
market. In the same year, it did a partnership with BP in the oil and gas business. In 2017, RIL set
up the Butyl rubber plant in Jamnagar, Gujarat by doing a joint venture with Sibur, a Russian
Company.

HISTORICAL PERSPECTIVE OF HOSHIARPUR SITE

The history of JCT goes back to 1920s when LALA KARAM CHAND begins with customer
value, ownership, mindset, respect, integrity ,one team and excellence .His aspiration leads him
his coal mine given up a sick by british. He nurtured this unit back to profitability and within a
short span of time has a chain of coal mines, which attained national importance. His attraction to
these units made him acquire interest in diverse fields such as paper and pulp engineering,
electrical, chemical, edible oils, textile and constructing and shipping. These companies are
known today in the industries and as Ballarpur industries limited, Crompton, greaves ltd, greaves
cotton ltd, JCT limited, Bharat starch and chemicals, KCT Brothers Indian city properties ltd etc.
have came to be called THAPAR GROUP.

Laliji’s interest was specially in textile industry began after way back in 1945 with setting up of
Jagatjit cotton mills(JCT) situated in Phagwara(punjab). He later looks over size textile unit by the
name of shri.sadnai textile mills Srinagar nursed it back to health and subsequently merged in
JCT. Further the JCT group divides itself into filament Yarn, fibre steel, electrical exports and
Agro products.

Appollo fibres limited , Hoshiarpur(AFL) came into existence on 29 th March,2001 after hiving-off
from JCT and became the associated company of reliance industries limited.

AFL had also set up one of the best Environment friendly project to recycle the used PET bottle to
produce polyster fibre filL(PFF) which is used for stuffing pillows.

PRODUCTS MANUFACTURED IN RELIANCE ,HOSHIARPUR

NAME OF CAPACITY QUALITY YIELD

PRODUCT

PSF 160 TPD 96.9 98.35

PFF-CONJ 80 TPD 95 98.5

PFF 30 TPD 91.0 98

Nowadays mainly two products are produced and that are Polyster fibre fill(PFF) and Polyster
staple fibre fill(PSF).
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Raw materials used :Mono ethylene glycol (MEG) and pure terephthalic acid (PTA)

OPERATING LEADING BUSINESS

1. RETAIL: India’s largest retailer by reach , revenue and profitability, only Indian retailer
to feature in list of global powers of retailing.

2. DIGITAL SERVICES: Through Jio platforms limilted (JPL) , Reliance operates India’s
largest telecom network.

3. MEDIA AND ENTERTAINMENT: One of the India’s largest media houses with omni-
channel, presence, bringing the world to households.

4. OIL TO CHEMICALS: One of the world’s most integrated oil to chemicals operations,
driving India’s energy security.

5. OIL AND GAS (E&P): Upstream portfolio consisting of deep water acerage and CBM
blocks in India .

MISSION
 Provide millions of customers with unlimited choice, outstanding value proposition,
superior quality and unmatched experience across the full spectrum of products and
services.
 Serve the entire spectrum of Indian society i.e., from households, kiranas and traders , to
small and medium enterprise and large corporations
 Reach the length and breadth of company through our physical and digital distribution
platforms
 Enable the choice ,opportunity and livelihood of our supplier ecosystem consisting of
producers, farmers, artisans, craftsmen and manufacturers
 Generate direct and indirect employment opportunities with skill transformation and talent
development on a unprecedented scale
VISION

 To be the most admired and successful retail company in India that enhances the
quality of life of every Indian.

VALUES

 Customer value

 Ownership mindset

 Respect

 Integrity

 Excellence

 One team

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AWARDS AND RECOGNITION

 International Refiner of the year in 2017 at Global Refining and Petrochemicals Congress
2017.
 International Refiner of the Year in 2013 at the HART Energy's 27th World Refining & Fuel
Conference. This is the second time that RIL has received this Award for its Jamnagar
Refinery, the first being in 2005.
 The Brand Trust Report ranked Reliance Industries as the 7th most trusted brand in India in
2013 and 9th in 2014.
 RIL was certified as 'Responsible Care Company' by the American Chemistry Council in
March 2012.
 RIL was ranked at 25th position across the world, on the basis of sales, in the ICIS Top 100
Chemicals Companies list in 2012.
 RIL was awarded the National Golden Peacock Award 2011 for its contribution in the field of
corporate sustainability.
 In 2009, Boston Consulting Group (BCG) named Reliance Industries as the world's fifth
biggest 'sustainable value creator' in a list of 25 top companies globally in terms of investor
returns over a decade.
 The company was selected as one of the world's 100 best managed companies for the year
2000 by Industry Week magazine.
 From 1994 to 1997, the company won National Energy Conservation Award in the
petrochemical sector.

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CHAPTER – 2 INTRODUCTION TO ONBOARDING PROCESS

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 2.1 INTRODUCTION OF ONBOARDING PROCESS
Onboarding is a very trending word in the realm of HR, yet not everybody understands what it
is or how to do it .Not at all like customary employee induction or orientation, onboarding is an
orderly process that develops well past day or week of employment. The objective of the
onboarding procedure is to develop a long haul relationship between the business and the
worker while encouraging a sentiment having a place and a confirmation of settling on the right
decision. Each business is distinctive, so there isn't one right approach to handle the onboarding
procedure of new contracts. Notwithstanding, recall that initial introductions last, so put fourth
the additional push to make the most ideal early introductions. According to the Society for
Human Resource Management, “Onboarding is the process by which new hires get acclimatized
to all aspects of their jobs rapidly and easily, and learn the KSA and behaviors required to
function effectively within an organization.” The procedure of on boarding is not obligation of
HR alone; every front line manager should also be a part of this process starting from the very
first preliminary stage. Onboarding needs to be considered as a comprehensive procedure and
not some separate stand alone routine action. This may help in improved integration of new
employees with the complete system. It has been experienced that employees who have not
been properly inducted need a lot more guidance and training and hence proves to be costlier in
terms of effort, time and money For the purpose of this research project, the entire onboarding
process has been divided into following phases:-

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

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

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

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

4 C’s OF EFFECTIVE ONBOARDING PROCESS

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1. COMPLIANCE

Compliance refers to the mandatory actions needed for all new employees. It is the housekeeping
of the onboarding process. This includes completing paperwork, the badging process, and
provisioning tasks like equipping new employees with computers and phones as well as a
workspace.

Organizations, even those that claim they do not have a formal onboarding program, must be
compliant at this basic level to stay in business. Due to this, many employees spend their first day
on the job filling out forms and miss the opportunity for connection.

Organizations spend millions of hours and billions of dollars working through the recruitment
funnel to attract candidates, identify qualified candidates, assess candidates, and then finally hire
them with the hope that they join the organization. The irony is that they spend much less time
thinking about improving the employee experience.

2. CLARIFICATION

Clarification refers to how well new employees understand their roles and performance
expectations. Of course, organizations hire new employees to do specific jobs, so clarifying what
they need to be doing, how to do it, and how the organization functions in terms of rules and
policies are important.

We also know that structure and clarity are essential for individual and team success. But
spending time learning these basics is not the most exciting way to spend your time when you’re
new.

It’s essential to build ways to help new employees understand what is expected of them and
make them feel equipped and supported in their decision to join your organization.

3. CONNECTION

Connection refers to how accepted and valued new employees feel. When new employees feel
connected to their colleagues, they feel safe. Research has consistently shown that a sense of
connection leads to various positive individual and organizational outcomes.

When new employees feel connected and secure, they ask questions and try new
things. Additionally, they engage more fully with their co-workers, their roles, and the
organization with a greater sense of appreciation. It is a factor that helps new employees feel that
they made the right decision to join the organization.

Gallup has consistently found that having a close friend at work is related to a 50% boost in job
satisfaction and that those employees with a best friend at work were seven times more likely to
engage with their work fully. This starts with onboarding. If new employees feel alone and
isolated on their first day, it can be challenging to recover, as researchers found at Microsoft.

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4. CULTURE

Culture refers to how well new employees understand their new organization's norms, values,
stories, and symbols. Onboarding is one of the key ways organizational culture is formed,
maintained, and changed.

When I was working at Google, we focused on onboarding as a KPI in People Operations because
the number of new employees at Google was forecast to double within 18 months.

That turned out to be true. We needed to identify the Google culture and how this growth would
impact it. One important consideration was acknowledging the stories about how the company
was founded yet respecting that its norms, missions, and goals were constantly evolving.

Onboarding is a great way to teach your people what matters within your organization. It is also a
great way to learn about how your organization can evolve for the better and learn about the
contributions of new employees to the organization’s future.

BENEFITS OF ONBOARDING

An effective onboarding program has a wide range of benefits for both the organization and
the new hire.
 Create & Build the Company brand and increase brand referrals as an employer of quality,
trust and integrity. This starts by first defining your brand and being true and consistent
with it throughout the onboarding process.
 Nurture Talent. Talent is a precious resource, and managing it is not an easy task. Limited
number of organizations look at talent as a source of opportunity and a driver of business
goals. Research has even proved that only 1 in 5 employers provide sufficient and
necessary onboarding, training and development opportunities for the incoming talent
pool.
 Ensure compliance with organisation’s vision, mission, goals, philosophy, and objectives.
 Develop trust between the new hire and the management and foster a more productive
work atmosphere. Fasten the integration of the new hire into the organizational setup and
increase productivity in his line of work.
 Construct a clear picture of the new hire’s roles and responsibilities within the
organizational setup. Develop the needed skill sets and competencies to fulfill the role.
 Provide clear knowledge of the organizational hierarchy, knowledge of his team members,
seniors, mentors and reporting structure of the company.
 Cater to the emotional and psychological needs of the employee, let them be comfortable
with his surroundings and environment, eradicating any feelings of fear, intimidation or
doubt. Let them feel welcome instead of making them feel awkward and left out at their
workstation.
 Cultivate strong workplace relationships. Facilitate social bonding, inter-personal connect,
relationship building and networking. Encourage and enhance team bonding, build
individual and group productivity.
 Promote a better understanding of the company culture with its shared values, beliefs,
habits, attitudes along with accepted norms of behavior.
 Build awareness about employee benefits and perks offered to employees by the company.

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  Assist employees in understanding the rules and requirements of everyday work life
specifically in relation to working hours, flexi-timings, company discipline, dress code,
conduct, over-time policy, employee complaints and grievances handling, career and
growth opportunities, leave policy and performance appraisal.
 Increase employee engagement, motivation and retention, also reduce attrition, turnover of
employees. Accelerate pathway to growth and productivity of the new hire and the
organization.

Use the 5-stage process flow for onboarding

The first major approach divides the onboarding process into stages. Usually, Human Resources
and training staff are highly involved in the beginning stages, with job function mentors and direct
managers more involved in the later phases.

Preparation

Generally, the preparation stage of onboarding spans from the pre-arrival stage through about the
first month or so of the new hire’s employment. This phase of the employee onboarding process
includes pre-arrival paperwork, a formal introduction to the company’s policies and procedures,
and an informal introduction to company culture through the employee’s environment.

Orientation

The orientation stage of the onboarding process usually takes place on the employee’s first day or
week of work. This phase includes much of the Human Resources onboarding process:

 Filling out tax forms

 Introducing company values and culture
 Learning about and signing up for company benefits
 Introducing the employee to their workstation
 Reviewing safety, health, and other company policies
 Training the employee on specific software or procedural needs related to their job
function

Integration

The integration phase of the new hire onboarding process doesn’t have a set time frame, but it
generally goes on for the first six to 12 months of the employee’s journey with your organization.
This phase has the employee slowly building up their work through mentorship from other
employees with similar job functions.

Engagement

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The engagement phase also lasts through the first year or so of the employee’s time on the job.
This phase is all about personal relationships within the employee’s team, their manager and/or
direct reports, and members of cross-functional teams. For example, our People Ops team at Lucid
sets up “new hire lunches” so new employees have the chance to meet people from different
teams. True engagement makes the new employee feel welcome and comfortable with the
company culture.

Follow-up

The follow-up stage of the onboarding process for new employees is where you should evaluate
the employee’s performance and integration into the team. Some companies do this at 90 days,
some at six months, some at a year, some at all those milestones. Human Resources or the new
hire’s manager meets with the employee to discuss if they are hitting specific performance metrics
and also to evaluate how the employee “fits.” This employee onboarding phase also allows your
organization to measure the efficacy of the onboarding program itself.

Create an onboarding process timeline

Another type of onboarding process flow uses a timeline, beginning before the employee’s start
date—right after the employee is hired—and continuing through the first year of employment. The
onboarding process flow includes tasks related to the new hire’s schedule and job duties,
socialization, training, development, and work environment, performed by Human Resources,
training staff, mentors, hiring managers, and the employees themselves.

The pre-arrival of a new employee

Once the employee is hired, confirm the start date with the new hire and begin preparation for
their arrival. During this onboarding phase, it’s important to provide any information the
employee needs for their first day, such as required identification or paperwork they can fill out
ahead of time and the office’s dress code. Human Resources prepares for the employee’s arrival
by getting paperwork for benefits and payroll ready, training staff readies for new hire orientation
and job function training, and managers prepare for the employee’s first assignments. If necessary,
get IT involved to set up the new hire’s workstation.

The employee’s first day

The next phase of the onboarding process begins on the employee’s first day. Greet them and
bring them into the orientation room, where they’ll fill out any necessary paperwork. It’s
important to get the employee set up at their workstation, instruct them on any programs they’ll
need to communicate, let them know of their schedule for the first week, and invite them to any
required meetings. Introduce the employee to their coworkers—a lunch gathering is the perfect
place to do this in a relaxed, social setting. If applicable, give the employee their first assignment
and get them working.

The employee’s first week

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Throughout the employee’s first week, assist them in getting to meetings at the right time and
place and give them small assignments that are achievable and measurable to get them up to
speed. During new employee onboarding, mentors and/or managers should stick close to the
employee to make sure they feel welcome and comfortable in their new role.

The employee’s first month

Throughout the first month of onboarding, continue to work with the employee to integrate, giving
them larger and larger assignments and introducing them to more co-workers across the company.
Schedule regular one-on-one meetings to evaluate their performance and make sure they feel
comfortable. Human resources should check in to make sure payroll and benefits are properly
activated.

The employee’s first 90 days

At the 90-day marker, it’s a good idea to check in and review the employee’s performance and to
gauge their feelings about their work environment. Continue to introduce the employee to the
company’s different aspects, even outside of their job function, and involve them in corporate
social events, both formal and informal, to expose them to more of the company culture.

The employee’s first six months

Managers and/or mentors should collaborate with the new hire on a six-month performance
review to evaluate not only the employee’s job function but also the success of the onboarding
process for new employees. At this point, the employee should be fully integrated into the team’s
workflow and the company culture.

The employee’s first year

Parts of the onboarding process throughout the rest of the first year build upon the foundation of
what has come before. As the employee gets more acclimated, they should be encouraged to
participate more in company committees and cross-functional teams and to contribute to the
company culture. The end of an employee’s first year is a perfect time for performance
evaluation—and if you see your employee performing well both individually and as a member of
the larger team, you will know that your onboarding process has been a success.

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 Preboarding:

Onboarding begins with the job offer. A recruiter is typically involved at this stage and remains so
at least until an offer is accepted and all parties agree on salary, start date, and other details.

Acceptance of a job offer sets in motion a number of tasks and workflows behind the scenes,
beginning a process known as “preboarding.” Although some new hires won’t interact with their
future employer until their first day, others use this preboarding period to get a jump on
information-sharing and paperwork.

Forward-thinking HR departments may automatically send new hires a welcome packet,

sometimes in digital form, that outlines benefits and company policies on privacy, data protection,
health and safety, discrimination, harassment, and more.

HR may also share materials needed by finance and legal teams for payroll and compliance
purposes. Forms requiring a signature can include a W-2 for the IRS, proof of citizenship status,
and non-compete and non-disclosure agreements. While new employees tackle paperwork,
managers often begin working with IT and facilities to allocate their workspace, order a computer
and other basic equipment, and prepare network access credentials.
Day One
What many HR professionals call the Day One checklist is perhaps the longest set of required
actions in the entire onboarding process. This doesn’t have to be a chokepoint, however.
Completing a rigorous preboarding checklist takes some of the time pressure off Day One, making
it easier for employees to hit the ground running.

In addition to meeting new co-workers and getting situated in a workspace, traditional Day One
tasks typically include:

 Setting up a new computer,

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  Choosing a username and password for shared software and communications platforms,

 And opening a company email account, which may require hands-on assistance from IT.
To quickly familiarize themselves with specialized software used by their team, employees can
begin training right away, either through a learning and development platform or with real-time
guidance from co-workers.

The First Week

With some of the pressure or routine rigors taken off of the first day, other employee onboarding
processes that may not be as time-sensitive can be completed during the first week of employment
and at the employee’s pace, such as:

 Selecting and enrolling in a health care plan,

 Enrolling for a corporate credit card or smartphone plan,

 Ordering business cards,

 Or requesting access to specialized services like travel expense accounts or a company car.
This flexibility frees up new hires to engage in more stimulating aspects of their role, engaging
them in their roles more quickly and effectively.

Companies with large numbers of incoming employees may stage orientations every Monday to
welcome groups of new hires, distribute swag, and show employees around the office.

The First Month

To facilitate added new hire integration with the organization and its culture, within the first
month of the employee onboarding process, managers may:

 Suggest online classes or microlearning opportunities to bolster necessary skills,

 Make reskilling opportunities available,

 And stage social events to help new hires forge relationships with team members and more
established employees.
Managers can also use this time to set up check-ins with new hires to gauge their progress and
establish a precedent of proactive employee onboarding. New employees are often asked to
complete surveys about the onboarding experience and these may be repeated on a schedule —
the end of their first week, month, quarter, and year, for example — for the most robust, detailed
information.

The First Year

At many companies, onboarding is “Day One and done.” However, the most effective onboarding
programs continue for as long as a year as employees settle into their new roles. These process
flows can build off of the first week and first month processes, checking in with employees and
creating a pattern of communication and documentation. Additional professional development
opportunities may be offered, along with regular, continued employee surveys and social
engagements.

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This process can help surveying managers and co-workers concurrently capture a 360-degree view
of how the employee’s tenure is working out for the entire team.

Feedback collected over the course of the first year becomes even more valuable when employees
leave a company. HR managers may find patterns in early surveys that correlate strongly to a risk
of the employee quitting prematurely, allowing for intervention to forestall a valued team
member’s departure. Year-long employee onboarding process flows can also contribute to
increased employee retention and more engaged employees.

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CHAPTER – 3:OBJECTIVES ,SCOPE AND LIMITATIONS OF

STUDY

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 OBJECTIVES OF THE STUDY

Primary objectives:
 To study the effectiveness of “onboarding process” of the organization.
Secondary objectives:
 To understand the current ongoing onboarding program.
 To analyze the various aspects involved in onboarding program.
 To identify the loopholes in the existing onboarding process.
 To provide suggestions for further improvement.

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SCOPE OF THE STUDY

 The study is an attempt to determine the effectiveness of the onboarding

process at various organization.
 The research was designed to contact new recruits and collect data
regarding Onboarding process.
 A period of 45 days was taken to complete this project

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LIMITATIONS:

 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.

2
CHAPTER – 4 LITERATURE REVIEW

2
 LITERATURE REVIEW:

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 the information about
company, its history, its current position, the benefits for which he is eligible ,leaves rules, rest
periods etc. Also covered are the more routines 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

Randy Holley SHRM-SCP, a subject matter expert on HR management, describes best

practices for onboarding new hires by:

"Telling employees the expectations, delivering impeccable training and support to meet
those expectations and then create opportunities for easy but meaningful wins in the first few
months."

NEWCOMERS NEED TO ADJUST TO THE NEW ORGANIZATION IN SIX KEY AREAS:

1. Performance Proficiency. Identify what needs to be learned and master the required
knowledge, skills, and abilities to perform the required work task.

2. People. Refers to the establishment of successful and satisfying work relationships with
organizational members. Finding the right person or persons from whom to learn about the
organization, work group, and job plays a pivotal role in socialization.

3. Politics. This concerns the individual’s success in gaining information regarding formal and
informal work relationships and power structures within the organization. Effective learning and
adjustment to a new job or organization could be made more efficient by a heightened awareness
of which people are more knowledgeable and powerful than others.

4. Language. This dimension describes the individual’s knowledge of the profession’s technical
language as well as knowledge of the acronyms, slang, and jargon that are unique to the
organization. For example, the acquisition of language allows a child to understand parental
guidance, explanations and reasoning. Similarly, newcomers require a certain base knowledge of
company- specific language in order to comprehend information from others as well as
communicate effectively with other organizational members and customers.

5. Organizational Vision and Values. Refers to the understanding of the rules or principles that
maintain the integrity of the organization. The formation of collective identity is the core of
engagement. Likewise, the new manager must understand and internalize the organization’s
vision.

6. History. An organization’s traditions, customs, myths, and rituals transmit cultural knowledge.
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 Knowledge of this history, as well as knowledge about the personal backgrounds of particular
organizational members, can help newcomers learn what types of behaviors are appropriate or
inappropriate in specific interactions and circumstance.

Objectives of Onboarding
 Putting the new employees at his ease.
 Creating interest in his job and the company.
 Providing basic information about work management.
 Informing about training facilities.
 Creating the feelings of social security.

General process of onboarding

 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.

Definitions of onboarding by different authors

 Jay Samit, Independent V.C.,

“Onboarding starts with satisfying the most basic of Maslow’s psychological needs:
belonging. New hires shouldn’t arrive at an empty cube and be forced to forage through
corridors searching for a computer and the bare necessities of office life. A new hire
isn’t a surprise visitor from out of town. Plan for their arrival.”

 Sarah Wetzel, H.R. Consultant, BBSI( Barrett Business Services, Inc.)

“I truly believe that onboarding is an art. Each new employee brings with them the
potential to achieve your
“Ultimately, and succeed. To experience
onboarding lose the energy
is yourof employees’
a new hireinitial
through poor onboarding
introduction to the is an oppor
, Staffcompany
Writer,—Hubspot
if you don’t implement a memorable and helpful onboarding process that
Learning
fully integrates new employees into your company, you risk higher turnover rates and
less productive teams.”

 David Lee, Principal & Founder, HumanNature@Work

3
 “I say this because understanding the foundational principles of effective onboarding is
like understanding the fundamentals of great design: once you understand them, there’s
no limit to what you can create.”

 Michel Falcon, Entrepreneur, Author, Keynote Speaker

“Employee onboarding is the design of what your employees feel, see and hear after
they have been hired. Often, companies confuse onboarding with training. While
training does have a role within the onboarding it doesn’t represent the entire scope
of

3
CHAPTER 5:RESEARCH METHODOLOGY

3
RESEARCH METHODOLOGY

INTRODUCTION:-

Research methodology is a systematic process of identifying and formulating by setting objective

and method for collecting, editing and to tabulating to find solution. Research is an art of scientific
investigation. It is defined as “A careful investigation or enquiry especially through search for
new facts in branch of knowledge”. Research is a movement from the known to the unknown.

RESEARCH DESIGN:
The system is evaluated and steps for improvements are suggested. Information that was
already available and collect through questionnaire is used to make a criteria evaluation of the
system Therefore, descriptive research was selected.

The descriptive research describes a behaviour or condition. It attempts to obtain a complete

and an accurate description of the characteristics of a particular individual or a group or a
situation.

SAMPLING DESIGN:

A sample design is a define plan for obtaining a sample from a given population. It refers to the
technique by the researcher in selecting items for the sample.

Population

Population refers to all the items included in the aggregate of data source. The various
departments of reliance Industry in Hoshiarpur is taken as the population of this study.

Sampling unit

It is a single element or group of elements subjected to selection in the sample.Here in this

project, the sampling unit is employees of HR department.

Sample Size

Sample size refers to the no. Of items to be selected from the universe to constitute a sample.
Sample size for this study was determined 10
respondents.

Sampling Technique

The sampling technique used for this study is non probability convenience sampling. In this
technique the population elements were selected for inclusion in the sample based on easy of
access.

Data Collection

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 Data is the basis for all statistical analysis and collection of data is the important stage in the
research. The data could be classified as primary data and secondary data. So, i have
collected data through these two methods.

1. Primary Data
2. Secondary Data
1. Primary Data

Primary data are the data which can be collected a fresh and for the first time and thus happen
to b original in character. The primary data used for this study was collected through
questionnaire.

2. Secondary Data:

Secondary data means data that are already available. They refer to the datawhich have
already been collected and analyzed By someone else. For this study the secondary data was
collected from websites and books .

Research Instrument

The research instrument for this study is questionnaire. Questionnaire is a set of questions
prepare in order to collect the required information for the employees. The questionnaire
contains the following five point likert-style rating scale type of questions:

STATISTICAL TOOLS

The data collected was analyzed using the following statistical tools:

Percentage Analysis: This is a unvaried analysis ( i.e. considering just one factor)
where the percentage of a particular factor, with different categories are calculated in
order to help one get a fair idea regarding a simple and thereby that of population.

Percentage = Number of respondents/ Total no. Of respondents*100

The ease of simplicity of calculation the general understanding of its purpose and near
universal application of the percentage have made it the most widely used statistical tool.

3
CHAPTER 6 : DATA INTERPRETATION

3
 Q1: Are you satisfied with onboarding process?

Sr. No Particulars No. Of Percentage

1 Strongly agree
2 Agree
3 Neutral
4 Disagree
5 Strongly Disagree
Respondents
6 60%
2 20%
2 20%
- -
- -
10

Interpretation: The above analysis shows that maximum respondents are satisfied with the
onboarding process.

Q2: How satisfied are you with training and orientation sessions provided during
onboarding process?

Sr.no particulars no.of respondents percentage

1 Strongly agree 2 20%

3
2 Strongly disagree
3 Neutral
4 Agree
5 disagree
- -
4 40%
3 30%
1 10%
10

Interpretation: The above analysis shows that 40% of the respondents have neutral point of
view ,30% are agreed ,20% are strongly agreed and remaining 10% are disagreed regarding
training and orientations sessions during onboarding process.

Q3: On scale of 1-4 please rate level of support and guidance received from your assigned
buddy during onboarding process(with 1=full support and 4= no support at all)

Rate No. of respondents percentage

1 6 60%
2 2 20%
3 2 20%
4 0 0

3
 40%

3 20%

2 20%

1 60%

percentage
0% 10% 20% 30% 40% 50% 60% 70%

Interpretation: The above analysis shows that maximum respondents that is 60% respondents
have full support from their buddy .

Q4: Do you feel you had clear understanding of your roles and responsibilities during
onboarding process.

Sr.no particulars No. of respondents percentage

1 Strongly agree
2 Strongly disagree
3 Neutral
4 agree
5 disagree
5 50%
- -
1 10%
3 30%
1 10%
10

3
 10%
10%

50% strongly agree

agree disagree
neutral
30%

Interpretation: The above analysis shows that 50% respondents were strongly agreed to have
clear understanding of their roles and responsibilities, 30% were agreed with the statement while
10% were disagreed and remaining 10% had neutral opinion.

Q5: Do you feel you had smooth access to ESS.

Sr.no particulars No. of respondents percentage

1 Strongly agree
2 Strongly disagree
3 Neutral
4 Agree
5 Disagree
5 50%
0 0
2 20%
2 20%
1 10%
10

3
 10%

Strongly agree Strongly Disagree Neu

Agree
Disagree
20%

50%

20%
0%

Interpretation: The above analysis represents that majority of respondents (50%) strongly agreed
that they had smooth access to ESS .

Q6: Do you believe that proper training was given to manage ESS.

Sr.no particulars No.of respondents percentage

1 Strongly agree
2 Strongly disagree
3 Neutral
4 Agree
5 disagree
3 30%
2 20%
3 30%
1 10%
1 10%
10

4
 30 30

20

10 10

STRONGLY AGREESTRONGLY DISAGREE NEUTRAL AGREE DISAGREE

Series 1

Interpretation: The above analysis shows that 30% respondents strongly agreed whereas 30%
respondents had neutral point of view regarding training provided for managing ESS.

Q7: Before the date of joining do you feel you had all the required information.

Sr.no particulars No. of respondents percentage

1 Strongly agree 3 30%
2 Strongly disagree 0
3 Neutral 4 40%
4 Agree 2 20%
5 disagree 1 10%
10

4
 Percentage

45

40

35

30

25

20

15

10

0
STRONGLY AGREE

STRONGLY NEUTRAL AGREE DISAGREE

DISAGREE

Interpretation: The above analysis shows that majority of respondents have neutral point of
view regarding having all necessary information before date of joining.

Q8: Do you think there was proper communication between Human resource business
partner (HRBP) and onboarding team.

Sr.no particulars No .of respondents percentage

1 Strongly agree
2 Strongly disagree
3 Neutral
4 Agree
5 Disagree
7 70%
0 0
1 10%
1 10%
1 10%
10

4
 80%

70% 70%

60%

50%

40%

30%

20%

10% 10% 10% 10%

0% 0%
strongly agree strongly disagree agree disagree neutral

Interpretation: The above analysis represents that majority of the respondents strongly agreed
that there was a proper communication between HRBP and onboarding team.

Q9: Do you think all necessary resources were provided to you to perform your job duties.

Sr.no particulars No.of respondents Percentage

1 Strongly agree
2 Strongly disagree
3 Neutral
4 Agree
5 Disagree
4 40%
0 0%
2 20%
2 20%
2 20%
10

4
 Disagree

Strongly agree

Agree

Strongly disagree

Neutral

Strongly agreeStrongly disagreeNeutralAgreeDisagree

Interpretation: The above analysis shows that 40% respondents strongly agreed that all required
resources were provided to them whereas from remaining 60% ,20% agreed ,20% disagreed and
other 20% were neutral.

Q10: How would you rate the duration of your onboarding process?

Sr.no particulars No. of respondents percentage

1 long 4 40%
2 Short 6 60%

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Interpretation: The above analysis shows that 60% respondents felt that the process was short
and other remaining felt that process was long.

4
CHAPTER – 7 :FINDINGS ,SUGGESTIONS AND
CONCLUION

4
FINDINGS
In this chapter, as we analyze the data and this chapter going to state the various
findings from the study.
 Since the joining formalities are conducted at the same time as the onboarding
program, some respondents felt that they were unable to focus on onboarding part.
 The pre-medical examination , background verification and document verification of
the new employees is conducted at the headquarters ,which can lead to delays here as
well if there are delays there.
 Background check may or may not be genuine as it is done by the third party.
 Sometimes onboarding process of the new recruits gets interrupted due to negligence
of the new recruits only.
 The company’s buddy allocation system is very effective in handling and resolving all
the queries of the new employees.
 The company’s five days induction programs is beneficial for the new employees as it
helps to provide them with essential business information and the company’s
objectives and goals.
 The smooth access to employee self service portal (ESS) enable employees to take
responsibility for recurring job-related tasks.

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SUGGESTIONS:

 It is suggested that the joining formalities be completed before the onboarding program.
 Create a structured onboarding plan that outlines the necessary steps and activities for the
employee’s first few weeks. This plan should cover introductions to the team, training on
company policies and procedures, setting clear expectations ,and providing resources for
the employee to succeed in their life.
 Ensure that the new employees receives thorough training on all essentials aspects of their
role.
 Encourage social interactions and team building activities to help the new employee feel
welcome and build connections with their colleagues. This can be done through team
lunches ,group outings etc.
 There should no communication gap between HRBP and onboarding team.
 It is suggested that onboarding program covers the following areas,
-Financial results of the past.
-Business plan for the next five years.
 Onboarding program be made interactive with senior and experts addressing the recruits.
 Background verification should be done genuinely and accurately.
 Regularly solicit feedback from new employees to identify any areas of improvement in
the onboarding process. This can be done through surveys ,one-on-one discussions, or
anonymous suggestion boxes.

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CONCLUSION:

Successful Onboarding is a key part of any talent management strategy. With the high cost of
recruiting, business leaders understand that effectively integrating new hires into the organization
is an important step to ensure their success. Understanding who owns the Onboarding process as a
whole and who controls various steps in the process is vital to Onboarding success and
sustainability over time. Simply writing down a formal plan will not help new employees succeed.
The key is to engage important stakeholders and new employees in interactions that help them
understand one another and how they interact over time. Used in conjunction with HRM best
practices , effective Onboarding will result in a faster learning curve for new hires , improved
communication and a more productive and engaged workforce.

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CHAPTER – 12:BIBLIOGRAPHY

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Websites:

https://www.bamboohr.com/resources/hr- glossary/onboarding#:~:text=Onboarding%20is%20a
%20human%20resources,new%20position% 20and%20job%20requirements

https://www.zoho.com/people/hrknowledgehive/What-are-the-four-phases-of-onboarding.html

https://www.preppio.com/blog/what-is-the-four-cs-of-employee-onboarding-framework

https://www.ciphr.com/advice/improve-your-employee-onboarding-process/

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ANNEXURE

1. Are you satisfied with onboarding process

a. Strongly agree
b. Agree
c. Strongly disagree
d. Disagree
e. Neutral

2. How satisfied are you with training and orientation sessions provided during
onboarding process?
a. Strongly agree
b. Agree
c. Strongly disagree
d. Disagree
e. Neutral

3. On scale of 1-5 please rate level of support and guidance received from your assigned
mentor or buddy during on boarding process ?
a. 1
b. 2
c. 3
d. 4
e. 5

4. Do you feel you had clear understanding of your roles and responsibilities during
onboarding process ?
a. Strongly agree
b. Agree
c. Strongly disagree
d. Disagree
e. Neutral

5. Do you feel you had smooth access to ESS

a. Strongly agree
b. Agree
c. Strongly disagree
d. Disagree
e. Neutral

6. Do you believe that proper training was given to manage ESS?

a. Strongly agree
b. Agree
c. Strongly disagree
d. Disagree
e. Neutral

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 7. Before the date of joining do you feel you had all required information?
a. Strongly agree
b. Agree
c. Strongly disagree
d. Disagree
e. Neutral

8. Do you think there was proper communication between HRBP and onboarding team
during the onboarding process ?
a. Strongly agree
b. Agree
c. Strongly disagree
d. Disagree
e. Neutral

9. Were they provide you all necessary resources to perform your job duties?
a. Yes, they provide everything that I needed in advance
b. They provide most of the necessary resources
c. They provide some resources but I had to ask about rest
d. They rarely provided any resources

9. How would you rate the duration of your onboarding process?

a. Long
b. Short

10. Please share your suggestion or improvements regarding the onboarding in this
company?