Onboarding during COVID-19

Scott, Charles P. R.; Dieguez, Tessly A.; Deepak, Pratibha; Gu, Siqi; Wildman, Jessica L.

doi:10.1016/j.orgdyn.2021.100828

Cited by 17 publications

(29 citation statements)

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“…When newcomers onboard into a virtual organisation or team, they can miss out on developing deep social connections with the team and have fewer opportunities for learning social information (ie, team normative behaviour), which can have detrimental effects on adjustment to the job 13. Theories providing a framework for employees’ motivations such as job satisfaction and productivity include Vroom’s Expectancy Theory 14.…”

Section: Our Challengementioning

confidence: 99%

Keeping the frogs in the wheelbarrow: how virtual onboarding creates positive team-enabling cultures

Varma

Hastings

2023

leader

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IntroductionThe post-COVID-19 great resignation puts both employee retention and the onboarding of employees in the spotlight. In an effort to maintain workforce levels, healthcare leaders are turning their attention to both recruitment (ie, bringing new frogs into the wheelbarrow) and practices that create positive, team-enabling, cultures (ie, keeping frogs in the wheelbarrow).MethodsIn this paper, we illustrate our experience in building an employee onboarding programme as an efficient mechanism not only to immerse new professionals into existing teams but also to improve workplace culture and reduce team turnover. Key to its effectiveness, and in contrast with traditional large-scale culture change programmes, is that our programme provided a local cultural context via videos of our existing workforce in action.ResultsThis online experience, primed new joiners in cultural norms, helping them navigate critical early period of socialisation into their new environment.

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Section: Our Challengementioning

confidence: 99%

Keeping the frogs in the wheelbarrow: how virtual onboarding creates positive team-enabling cultures

Varma

Hastings

2023

leader

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“…The support activity during a WFH situation is characterized as online support, which includes help, support, feedback, and the chance to address any personal issue that may influence job performance, leading to increased self-confidence, motivation, and job performance, which may favorably improve onboarding success. Hence, effective onboarding serves as a moral and ethical commitment, since it supports new workers' mental health and well-being amid global and personal turmoil (Scott et al, 2022). As a result, the following hypothesis has been advanced: H3: Holistic support plays an important role in bringing out an effective virtual onboarding.…”

Section: Holistic Supportmentioning

confidence: 99%

Influence of Working from Home Culture on the Effectiveness of Virtual Onboarding of New Employees

Esha

Hafiz

Islam

2023

S&S

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The COVID-19 pandemic remains a global disaster with extraordinary consequences for corporations and their people. The stresses of working from home during a pandemic are heightened for newbies entering new occupations and organizations. To address the issues concerning the rapid adoption of virtual onboarding in employment relations and human resource management practices, the paper seeks to determine whether there is a positive relationship between online orientation and training and holistic support with virtual onboarding in the context of multinational companies operating in Bangladesh. A cross-sectional survey of 110 individuals of diverse profiles from various multinational companies (MNCs) in Bangladesh is undertaken using Google Forms. The data was analyzed using SPSS 26.0. It was discovered that online orientation, online training, and holistic support play an important part in carrying out a successful virtual onboarding process for newcomers working from home. It was also found that having a strong relationship with peers, and senior coworkers is a key aspect of obtaining the assistance that new employees require in the workplace as they start. It is expected that the managers in the MNCs may regain workers' trust by strengthening their virtual or onboarding operations as a whole. The frameworks offered can guide managers in better responding to employees' needs. The successful use of virtual onboarding among the MNCs in Bangladesh is a little-explored research domain. The study findings address the gap by highlighting its effectiveness and encouraging the implication of virtual onboarding of the employees working from home in the MNCs. The study does not rule out the potential of other factors influencing virtual onboarding effectiveness, nor focus on any particular professional groups. The online survey makes it difficult to provide information on the sample's representativeness. Further research and inquiry are required to confirm the findings.

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“…When onboarding is done well, newcomers will feel more engaged and satisfied at work (Caldwell and Peters 2018), and will be reassured that their decision to accept the job was the right one (Chillakuri 2020). Indeed, the cost of high staff turnover is well‐documented and can include damage to team morale and public reputation, the loss of job‐specific knowledge and the financial cost of replacing a departing employee – anything from one third to 250 per cent of their salary has been reported (Shufutinsky and Cox 2019, Scott and others 2022).…”

Section: Importance Of Positive Onboardingmentioning

confidence: 99%