Onboarding Programmes

Best Practices
 “Recruiting and selecting high-potential
employees goes not guarantee they’ll
perform effectively.”

 “People who don’t know what to do or how to

do it can’t perform effectively even if they
want to.”
( Gary Dessler)

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 Onboarding
The process of
receiving,
welcoming the new employees

and
giving them the basic

information they need to start

work quickly and happily.
(Armstrong, 2010)
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Onboarding
Four aims:
 to smooth the preliminary stages;
 to establish quickly a favourable attitude to

the company;
 to obtain effective output from the new

employees in the shortest possible time;

 to reduce the likelihood of the employee

leaving quickly.

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Pre-engagement period The period of probation

 up to 2 years, but
more likely 3 – 6
 the period between months
an offer of  the employer
employment and evaluates the
the start of the individual’s
contract competence and
performance
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Onboarding arrangements
 reception
 documentation
 initial briefing
 introduction to the workplace
 formal orientation courses
 formal and informal training activities: on-

the-job induction training, off-the-job

courses

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 The Buddy System
Win/Win/Win Scenario

Alternative terms include "sponsor" or "peer advisor."  

A buddy is someone who can answer the new employee's
questions about the work environment and the workplace
culture in a positive and encouraging way. 

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 Twitter’s “Yes to Desk”
Employee Onboarding
Programme   around 5,000 employees in 35 offices around the world.

 The goal: to make the time period between when an employee says “Yes” and
the employee arrives at their “Desk” as productive as possible.
The program includes 75 different touchpoints between the new hire,
recruiting, HR team, IT, and more
 Before the first day:
new employees have their email address;
new employee desks are strategically located next to key teammates

 On the first day ;

breakfast with the CEO;
a tour of the company office
group training on the tools and
systems relevant to their role.

 A monthly new hire Happy Hour with

the Senior Leadership Team
  More than 13,000 full-time employees with offices in
30 cities around the world.

‘90 day New Hire Onboarding Plan’

Day 1: With a stale first day, new hires expire
1 in 25 new hires leave their new job after a bad first day.
Day 15: Invest in culture, encourage feedback
The first two weeks is all about making sure the new hire is invested
into the company culture
Day 30: Connect, learn, and set goals
Early tasks and projects can build confidence and highlight where new
hires might need more training. 
Day 45: Performance plans, continue checking in
Continue checking in with the new hire, even for just 5 minutes at
the end of every week to ensure that they are adjusting well to the
new role. 
Day 60: Collaborate, align, and hold accountable
Hold new hires responsible for their own work.
Day 75: Outside learnings and small wins
Ensure that the new hire has a project that they work independently
on and succeed
Day 90: Increase responsibility and pursue
Development Plans
 provides a social media management
platform to brands, businesses, agencies, and
individuals to help drive more engagements and
results on social media;

is made up of a remote team of under

100 salaried employees;
there is a special challenge for
maintaining a cohesive team.

THE 'THREE-BUDDY' SYSTEM
six-week onboarding programme  ‘bootcamp experience’;
three “Buddies” play different roles:
- a Leader Buddy,
- a Role Buddy,
- a Culture Buddy.
 Case Study
The Buddy System

Task. Read the case “The Buddy System”.

Analyze the advantages and drawbacks of the buddy system.
 Case. Enterprise Rent-A-Car (Enterprise) 
Identified potential problems
•Cultural and ethnic diversity in the workplace
•Lack of motivation
•Evaluation process and criteria
•Probation period
•Boarders and constrains of the skills and competences framework
•Online recruitment (fair information about the candidates)
•Evaluation of candidates’ knowledge the training process
•Complex recruitment (consumes much time and costs)
•Assessment of the candidates
•Training for the already working candidates
•Internal and external recruitment
•Employee retention (how to keep the employees)
•Recruitment of wrong candidates
•Old fashion of hiring
•After the training the employees may quit the job
•Focusing on graduate students without any experience can be costly and risky
•High costs of training