Research questions: In particular, how does employee turnover relate to the level of engagement and investment during the EVP touchpoints: preboarding, onboarding, offboarding? Purpose & Aim: The purpose is to explore the relationship between the level of employee turnover and the level of engagement in the EVP: preboarding, onboarding, and offboarding.  Method: A qualitative approach was chosen for the thesis, which was conducted through seven semi-structured interviews. The informants were different managers with personal responsibility for both white and blue-collar workers from a multinational company, operating mostly B2B in a matrix-like organization. Conclusion: The engagement & investment in the three different EVP touchpoints was shown to be affected by the turnover in different ways, thus affecting the organizational socialization. With a generally low turnover for many years, a sudden drop due to retirements and resignations, from very loyal employees in most departments,  a sudden lack of employees developed. This was followed by a strain on the resources that already were not considered superfluous, creating a negative spiral. A considerable difference was found in the engagement between the preboarding, onboarding, and offboarding. The entry points were increasingly more of a priority than the exit points, with a growing imminent need for employees. However, this also halted the efficiency of a “proper” onboarding in the most afflicted departments, as the knowledge transfer and socialization was not able to properly be induced into every employee. With a not fully integrated approach across the organization, the core values were not integrated nor consistent either. Conclusively, there needs to be a consistent proactive effort to manage these EVP touchpoints in order to create prerequisites for a sustainable EB, especially in today’s labour market.

This study examines employees' perceptions of digital internal communication channels in relation to their effectiveness and usability within a specific organization. By employing a mixed-methods approach, combining qualitative data from interviews and quantitative data from surveys, various themes were explored. The study investigates participants' preferences, the primary communication channels utilized, and their perspectives on the effectiveness and usability of these channels. The findings indicate that employees predominantly favor Microsoft Teams and email as their preferred communication channels, citing ease of use, functionality and information sharing as key factors. Recognizing and understanding employees' preferences can enable the organization to identify and optimize effective communication channels for internal processes, fostering an environment that is more efficient and conducive to collaboration.  It is crucial to acknowledge the study's limitations. The findings are context-specific and may not be readily generalizable to other settings. Alternative interpretations of the results are possible, necessitating further research to delve deeper into these aspects. By considering the insights from this study, organizations can make informed decisions to improve and select appropriate digital internal communication channels tailored to their specific requirements.

The purpose of the study was to investigate the conditions of new employees during a digital onboarding process and the effects the digital format have on the results of the onboarding process. We performed a qualitative case study with semi-structured interviews. The study was conducted in an IT department in the public sector that worked consciously with a formal onboarding structure and whose work was mainly carried out remotely during COVID-19. We found that the organization succeeds well in communicating resources and information about the organization digitally and that the biggest challenges lay in communicating organizational culture, social connections and informal knowledge in distributed work. When new employees find it difficult to create interpersonal connectivity, they lose informal knowledge and social support that had been available for on-site work, which also leads to difficulties in understanding the organizational culture. Based on our results, we recommend increased work with social meeting points to enable interpersonal connectivity and informal information exchange, compilation of common systems, programs and abbreviations for new employees to more quickly understand the organization's language, increased work with pre-onboarding to use the important first time to strengthen employee experience and more opportunities for concrete practice together with, for example, a mentor or colleagues to more quickly acquire knowledge and get a clearer picture of what is expected in the new work role and informal knowledge in distributed work.

Dagens samhälle präglas av digital utveckling och digitalisering inom flera områden. Detta medför att allt fler organisationer digitaliserar sin verksamhet och användningen av IT-system inom organisationen ökar. För medarbetare innebär det nya sätt att utföra sina arbetsuppgifter men också att de behöver lära sig och förstå hur de ska använda dessa nya digitala verktyg och system. Genom digitaliseringen av verksamheter och förändringar för medarbetare har det relativt nya begreppet digital arbetsmiljö vuxit fram. Digital arbetsmiljö innebär de möjligheter och problem som uppstår av att stödsystem och verktyg i arbetet digitaliseras, dessa möjligheter och problem kan i sin tur vara fysiska, psykosociala samt kognitiva. Forskningen visar att det finns principer att utgå ifrån när det kommer till att skapa en god digital arbetsmiljö. Däremot ligger mycket i betraktarens, i arbetsmiljö fall de som arbetar i den, öga att avgöra vad de upplever som god arbetsmiljö och den kan inte vara bättre än hur medarbetare upplever den. I denna studie undersöker hur medarbetare upplever sin digitala arbetsmiljö och hur de hanterar svårigheter. Detta med syfte att skapa förståelse för hur medarbetare, i administrativa yrken, upplever sin digitala arbetsmiljö, med fokus på kognitiv arbetsmiljö, samt hur de hanterar svårigheter i den digitala arbetsmiljön för att kunna utföra sina arbetsuppgifter. För att bidra med kunskaper inom ämnet utifrån ett medarbetarperspektiv. Genomförandet av studien har gjorts med en kvalitativ ansats med fallstudie som undersökningsdesign. Datainsamlingsmetoden var semistrukturerade intervjuer med medarbetare inom fallorganisationen där så öppna frågor som möjligt ställdes för att de skulle kunna berätta fritt kring deras upplevelser av att arbeta i en digital miljö samt hur de hanterar eventuella svårigheter som uppstår. Efter datainsamlingen analyserades materialet utifrån det tolkande perspektivet och med tematisk analys som metod, detta för att generera empiri kring medarbetarnas upplevelser och deras hanteringsmetoder kring svårigheterna i den digitala arbetsmiljön. Resultatet visar att medarbetare har delade upplevelser av sin digitala arbetsmiljö, positiva och negativa samt som upplevelserna kan upplevas som motsättningar till varandra men de kan även vara starkt kopplade till varandra. De mest framträdande upplevelserna är frustration som grundar sig i system som är svåra att förstå, denna upplevelse har i sin tur vuxit fram eftersom medarbetarna inte har genomgått upplärning i systemen som de arbetar i. Trots visar resultatet att medarbetarna till viss del upplever nöjdhet med systemen då systemen uppfyller dess funktion och är anpassade efter arbetsuppgifterna. I de fall som medarbetare upplever svårigheter så hanteras detta framför allt genom självinlärning, kollegialt lärande och hjälpfunktioner i systemen. Resultatet visar också på hur komplext ämnet är genom att det inte finns några räta eller fel svar och det är flera faktorer som kan spela in till varför en upplevelse är på ett visst sätt och att även hanteringsmetoderna kan ha en stor påverkan på upplevelsen. / Today's society is characterised by digital development and digitalisation in several areas. This means that more and more organisations are digitising their operations and the use of IT-systems within the organisation is increasing. For employees, this means new ways of performing their tasks, but also that they need to learn and understand how to use these new digital tools and systems. Through the digitalisation of businesses and changes for employees, the relatively new concept of digital work environment has emerged. Digital work environment means the opportunities and problems that arise from the digitisation of support systems and tools at work; these opportunities and problems can in turn be physical, psychosocial, and cognitive. The research shows that there are principles to start from when it comes to creating a good digital work environment. However, it is very much in the eye of the beholder, in this case those who work in the work environment, to determine what they perceive as a good work environment, and it cannot be better than how employees perceive it. This study examines how employees experience their digital work environment and how they deal with difficulties. This with the aim of creating an understanding of how employees, in administrative professions, experience their digital work environment, with a focus on cognitive work environment, and how they deal with difficulties in the digital work environment to be able to perform their tasks. To contribute with knowledge in the subject from an employee perspective. The study was carried out using a qualitative approach with a case study as the research design. The data was collected through semi-structured interviews with employees of the examined organisation. The questions in the semi-structured interviews were open so that the employees could have the opportunity to talk more freely about their experiences of working in a digital environment and how they handle difficulties that arise. The material of the collected data was analysed through interpretative perspective and with a thematic analysis to generate empirical data regarding employees’ experiences and how they handle difficulties in the digital work environment. The result shows that employees have altered experiences of their digital work environment, positive and negative, and that the experiences can be perceived as contradictory to each other, but they can also be strongly linked to each other. The most prominent experiences are frustration based on systems that are difficult to understand. This experience has in turn emerged because employees have not undergone training in the systems in which they work. Nevertheless, the results show that the employees to some extent experience satisfaction with the systems when the systems fulfil their function and are adapted to the work tasks. In cases where employees experience difficulties, this is handled primarily through self-learning, peer learning and help functions in the systems. The result also shows how complex the subject is in that there are no right or wrong answers and there are several factors that can play a role in why an experience is in a certain way and that even the handling methods can have a major impact on the experience.

As system environments become more complex, digital onboarding plays an increasingly vital role in helping new hires adapt to their digital surroundings. However, the user experience for new employees during digital onboarding in the workplace remains understudied compared to non-digital onboarding. In this Research through Design project spanning almost five months, we investigated the key aspects of digital onboarding that impact new hires' user experience and devised strategies to overcome challenges posed by fragmented systems. Through interviews and vast data collection at a tech company, “Company X”, in Sweden, we identified pain points in the current digital onboarding process. Creative methods were employed to address these challenges, resulting in the creation and testing of a high-fidelity prototype. Feedback from new hires indicated that several of their experienced challenges had been successfully addressed. This study provides valuable insights for improving digital onboarding and user experience in fragmented system environments.

Den hybrida arbetsmodellen har blivit allt vanligare i många organisationer efter att covid-19- pandemin förändrade sättet som företag och deras anställda kunde arbeta på. Faktorer som ledarskap, organisationskultur och digitala verktyg spelar avgörande roller i implementeringen av den hybrida arbetsmodellen, vilket kräver anpassning och förståelse för medarbetares uppfattningar och erfarenheter. Syftet med studien är att få en större förståelse för den hybrida arbetsmodellen genom att undersöka rollen som ledarskap, organisationskultur och digitala verktyg spelar för att forma medarbetares uppfattningar och erfarenheter av modellen. Baserat på tidigare forskning är ett centralt antagande i denna studie att organisationskultur påverkar ledarskapsbeteenden i en organisation samt användningen av digitala verktyg, och att båda dessa faktorer påverkar medarbetares uppfattningar och erfarenheter av den hybrida arbetsmodellen. För att undersöka detta genomfördes åtta semistrukturerade intervjuer. Det empiriska materialet analyserades med hjälp av Social Learning Theory för att identifiera observerbara beteenden, och beskrivningar av beteenden, i de olika kontexter den hybrida arbetsmodellen innebär. Studien visar att ledarskap och organisationskultur påverkar upplevelsen och uppfattningen av den hybrida arbetsmodellen. Att implementera flexibilitet kräver en kultur och ett ledarskap som stödjer det. Digitala verktyg underlättar den hybrida modellen men kan inte ersätta fysisk interaktion för sammanhållning. Företag kan fokusera på att etablera gemensamma strukturer och processer för att skapa positiva upplevelser och uppfattningar, med fokus på flexibilitet. / The hybrid work model has become increasingly common in many organizations after the COVID-19 pandemic changed the way companies and their employees could work. Factors such as leadership, organizational culture, and digital tools play crucial roles in the implementation of the hybrid work model, which requires adaptation and understanding of employees' perceptions and experiences. The purpose of the study is to gain a greater understanding of the hybrid work model, specifically examining the role of leadership, organizational culture, and digital tools in shaping employees' perceptions and experiences of the model. Based on previous research, a central assumption in this study is that organizational culture influences leadership behaviors in an organization as well as the use of digital tools, and that they both influence employees’ perceptions and experiences of the hybrid work model. To examine this, eight semi-structured interviews were conducted. The empirical material was analyzed using Social Learning Theory to identify observable behaviors, and descriptions of behaviors, within the different contexts the hybrid work model pertains. The study finds that leadership and organizational culture influence the experience and perception of the hybrid work model. Implementing flexibility requires a culture and leadership that support it. Digital tools facilitate the hybrid model but cannot replace physical interaction for cohesion. Companies could focus on establishing shared structures and processes to create positive experiences and perceptions, focusing on flexibility.

No description available.