Onboarding is the process that helps new employees integrate into their new workplace and role. The opinion and perception of the onboarding-process has been proven to have an impacton the employee’s commitment and the turnover rate in organizations. The employee´s perception of the onboarding is thus important and something that many organizations care about. The purpose of this study is to examine how new hired personnel have perceived their onboarding at two different companies, one established, and one newly established company. We also investigated if the perceptions between the employees at these companies differs, and if so, how they differ from each other. We have gathered our empirical data through semistructured interviews with new hires at the two companies. We have in this study used the theoretical framework that Bauer (2010) wrote in her publication “Onboarding New Employees: Maximizing Success”. In conclusion, the results indicates that the employees at the established company have perceived the onboarding activities as more formal, well-planned, and proactive, whereas the employees at the newly established company have perceived the onboarding as not so profoundand in some cases as non-existent. Though the perceived onboarding activities differs a lot, we see that the expectation of the onboarding plays an important role in the employees’ general opinion and perception of the onboarding. The study also conveys suggestions for interesting future research. / Onboarding är den process som hjälper nyanställda att integreras in på deras nya arbetsplats och i deras nya roll. Uppfattningen och upplevelsen av onboardingen hos anställda, har visat sig ha en påverkan på deras nivå av engagemang samt på företags personalomsättning. De anställdas uppfattning är mycket viktig och någonting som många organisationer bryr sig om. Studien syftar till att bidra med kunskap till hur nyanställda på två olika företag uppfattar den onboarding-process de fick genomföra och ta del av när de påbörjade sin anställning. Vi undersöker huruvida det finns en skillnad i hur nyanställda på ett etablerat företag uppfattar onboarding-processen gentemot nyanställda på ett nyetablerat företag. Vi har samlat in vår empiriska data genom semistrukturerade intervjuer med nyanställda på de två företagen och. Det teoretiska ramverk som har använts för att analysera empirin är Bauer (2010) ´s teoretiskaramverk som hon redovisar i sin publikation “Onboarding New Employees: MaximizingSuccess”. Resultatet indikerar på att de nyanställda på det etablerade företaget har upplevt sin onboarding som formell, välplanerad och proaktiv. Vidare har de nyanställda på det nyetablerade företaget uppfattat onboardingen som icke formell och i vissa fall icke existerande. Ytterligare ett resultat som studien visar är att nyanställdas förväntan på onboardingen spelar en stor roll för den nyanställdas generella åsikt och uppfattning om dess onboarding. Studien förmedlar även förslag på intressant vidare forskning på ämnet.

Studiens syfte var att undersöka avlärande vid onboarding ur ett HR-perspektiv. Avlärande innefattar det medvetandegörande, det övergivande och det omlärande stadiet, genom vilka föråldrade arbetssätt överges för att öppna upp utrymme för nya. Onboarding innebär de program en organisation skapar för att underlätta nyanställdas inträde i organisationen. Syftet för studien konkretiserades i de tre frågeställningarna: Hur arbetar organisationers HR-funktion med avlärandets tre stadier?, Hur arbetar organisationers HR-funktion med avlärandets tre stadier vid onboarding? och Hur relateras organisationers strategiska onboardingnivå till deras arbete med avlärande vid onboarding?. Material till studien insamlades genom sex semistrukturerade intervjuer med en stark teorianknytning. Intervjuerna genomfördes med respondenter från organisationers HR-funktion. De teoretiska ramverk som användes var Cegarra-Navarro och Wensleys (2019) teori om avlärande, teorin om Bauers (2010) fyra C, samt Bauers (2010) framställning av organisationers strateginivåer för onboarding.  En tematisk analys av undersökningens material utfördes och grundades i en deduktiv ansats där skildringen av teman föranledde resultatframställan. Studiens resultat visar att HR-funktioner saknar uttalade arbetssätt relaterade till avlärande. Trots detta indikerar studien att organisationers HR-funktioner kan belysa processer i vilka man kan tolkas arbeta med avlärandets medvetandegörande, övergivande och omlärande stadier både med befintliga medarbetare, samt i onboardingen av nya medarbetare. Vidare uppdagades att arbetet relaterat till avlärandets tre stadier kan skilja sig mellan organisationer på olika strateginivåer för onboarding, definierade utifrån teorin om strateginivåer för onboarding. / The aim of this study was to examine unlearning in relation to onboarding, from an HR perspective. Unlearning entails the stages of awareness, relinquishing and relearning in order to abandon obsolete patterns and create room for new ones. Onboarding implies the programs created by an organisation to facilitate the introduction of new employees. The aim of the study was broken down into three research questions: How does organisations’ HR functions apply the three stages of unlearning in their way of working?, How does organisations’ HR functions apply the three stages of unlearning in their onboarding processes?, and How does organisations’ onboarding strategy relate to their application of unlearning during onboarding?. The material of the study was collected through six semi-structured interviews strongly based on the study’s chosen theories. The interviews were conducted with respondents from organisations’ HR function. The theoretical frameworks used were Cegarra-Navarro and Wensley’s (2019) theory of unlearning, Bauer’s (2010) Four C’s as well as Bauer’s (2010) strategic levels of onboarding. A thematic analysis of the study’s material was carried out with a deductive approach where the themes identified laid the base for the results. The results of the study show that organisations’ HR functions lack explicit processes related to unlearning. Despite this, the study indicates that organisations’ HR functions can illustrate processes in which the three stages of unlearning, awareness, relinquishing and relearning, can be identified, both in regards to current and new employees. Furthermore the work related to the three stages of unlearning can differ between organisations on different strategic levels of onboarding, defined by the theory of strategic levels of onboarding.

This research project focussed on the onboarding experiences of newly appointed staff at academic libraries of the following institutions: University of Pretoria, Tshwane University of Technology (Pretoria West Campus), and Sefako Makgatho Health Sciences University. The main aim of the study was to investigate the experiences of librarians with regard to the onboarding programmes that they have attended at their respective institutions. The key finding of the research was that newly appointed librarians had different experiences. In spite of the differences there was significant evidence that new librarians can benefit from proper introduction and orientation in their new jobs. The need for onboarding arises from a variety of circumstances ranging from inadequate graduate training to rapidly advancing technology. The study also recognised the current trend of new generation librarians’ short stay in the job and eventually leaving the profession. Factors contributing to librarians’ perception of onboarding programmes were also studied. It was found that much of the common factors that shape onboarding practices arise from the planning and implementation of the programme. A similar approach is used by the selected libraries The study used the survey method. An online questionnaire and semi-structured interviews were data gathering tools. The study adopted the qualitative research method with close ended questions, ranking scales as well as open ended questions. An online questionnaire was distributed to the 30 potential participants. Twenty-three (23) responses were received, which means a response rate of 76% was obtained. An important finding in this regard was that the onboarding programme was not evaluated by parties involved in the instruction and feedback on the success of the programme was not received by participants. In addition participants were not assessed prior to the programme so that their input could be used to inform the relevance of the contents of the programme. Based on the findings the researcher made some recommendations to enhance the planning of the programme in future. The study concludes with directions for future research to contribute to the implementation of onboarding as part of the practice of employee development. / Mini Dissertation (MIT)--University of Pretoria, 2016. / Information Science / MIT / Unrestricted

Onboarding of new employees in the workplace is among the most important and at the same time the most overlooked process in managing human capital. Onboarding is the English term for the introduction as well as the socialization process in new employee development. Onboarding is important because organizations invest time and money to recruit new employees, and therefore cannot afford to have new employees fall into exclusion in the beginning of their careers. Important aspects of onboarding are to help organizations ensure that new employees become more involved in their work, improve their integration into the organization, strengthen their loyalty to the organization as well as reduce employee turnover. Today there are few studies of onboarding in the public sector. The purpose of this study is to first present a proposal for a theoretical model for onboarding for the public sector, then to study an existing onboarding process at Region Gävleborg and then to further develop the theoretical onboarding model. The study has fulfilled its purpose by developing a theoretical model based on theories of onboarding and socialization, models from the private sector, existing onboarding methods and an interview with an HR strategist from Region Gävleborg. The authors have also analyzed the raw data from Region Gävleborg's survey to gain a better understanding of new employees' experience of Region Gävleborg's onboarding. The study started with the development of a theoretical model, then an onboarding model for Region Gävleborg was developed based on mapping of the region's onboarding process. Subsequently, the theoretical model and the developed onboarding model were validated by Region Gävleborg's HR strategist. Furthermore, the study's first drafted theoretical model was compared with the Region Gävleborg’s model as well as an onboarding model from the private sector, which resulted in a further developed new theoretical model for onboarding in the public sector. / Onboarding av nyanställda på arbetsplatsen är bland det viktigaste och samtidigt den mest förbisedda processen vid hantering av humankapital. Onboarding är det engelska uttrycket för introduktion samt socialiseringsprocessen vid nyanställning. Onboarding är viktigt eftersom organisationer investerar tid och pengar för att rekrytera nyanställda och därför har organisationen inte råd med att nyanställda hamnar i utanförskap i början av karriären. Viktiga aspekter av onboarding att hjälpa organisationer att se till att nyanställda blir mer engagerade i sitt arbete, förbättra deras integration in i organisationen, förstärka deras lojalitet till organisationen samt minska personalomsättningen. Idag finns få studier om onboarding gällande den offentliga sektorn. Syftet med denna studie är att först presentera ett förslag till en teoretisk modell för onboarding för offentlig sektor sedan studera en existerande onboardingprocess hos Region Gävleborg och därefter vidareutveckla den teoretiska modellen för onboarding. Studien har uppfyllt sitt syfte genom att ta fram en teoretisk modell baserad på teorier om onboarding och socialisering, modeller från den privata sektorn, befintliga onboardingmetoder samt en intervju med HR-strateg från Region Gävleborg. Författarna har även analyserat rådata från Region Gävleborgs enkätundersökningar för att få en bättre förståelse av nyanställdas upplevelse av Region Gävleborgs onboarding. Studien inledes med att en teoretisk modell togs fram, sedan utarbetades en onboardingmodell för Region Gävleborg utifrån kartläggning av regionens onboardingprocess. Därefter validerades den framtagna teoretiska modellen och den utarbetade onboardingmodell av Region Gävleborgs HR-strateg. Vidare jämfördes studiens första utkast till teoretisk modell med Region Gävleborgs modell samt en onboardingmodell från den privata sektorn, vilket resulterades i en vidareutvecklad ny teoretisk modell för onboarding inom den offentliga sektorn.

Studiens syfte är att studera upplevelsen av introduktionsprocessen och den första tiden i arbete hos nyanställda vårdbiträden inom hemtjänsten vid Skellefteå kommun. Detta för att undersöka vad som krävs för att skapa en vilja att stanna kvar inom yrket. Huvudfrågeställningen är; vilka faktorer i arbetet påverkar viljan att stanna kvar i arbetet? En andra frågeställning är; har introduktionen betydelse för att skapa motivation i arbetet? Datamaterialet har samlats in genom semistrukturerade intervjuer. Totalt deltog sju informanter i studien, varav fyra kvarstår i arbete och tre har avslutat sin tjänst. Studien har en abduktiv ansats och materialet har analyserats genom kvalitativ innehållsanalys. Tre teman kunde utrönas; faktorer för en lyckad introduktion, individuella förutsättningar och organisatoriska villkor, samt tydliga karriärvägar och utvecklingsmöjligheter. Informanterna menade att stöd från arbetsgruppen är en förutsättning för att klara av arbetet. Arbetet kräver även att individen har ett intresse för yrket, samtidigt som organisationen behöver skapa förutsättningar och utvecklingsmöjligheter för medarbetaren under anställningen. Studiens slutsats är att introduktionsprocessen i sig inte är huvudsaklig påverkansfaktor till att vilja kvarstå i arbete. Individens egna driv och intresse tillsammans med arbetsgruppens välkomnande och utvecklingsmöjligheter i arbetet är styrande faktorer till att en individ väljer att stanna kvar inom yrket. Studien finner få skillnader kring upplevelsen av introduktion mellan de två olika informantgrupperna. / The aim of this qualitative research is to examine the onboarding process of newly recruited healthcare employees’ in the elderly care of Skellefteå Municipality. The questions relevant to this study are: what factors at work impacts the employees’ willingness to stay and does the introduction process have any significance on creating motivation at work? The empirical data was collected by semi structured interviews. A total of four employees and three former employees participated. The empirical data was analysed by using qualitative content analysis. Three themes were identified; factors for a successful introduction, individual qualification skills and organizational terms, and opportunities to manage careers and individual development. The support from co-workers were regarded as a crucial factor for the employees to manage their new work. The work itself also requires the new employee to be driven. At the same time, the organization needs to offer career development and create an environment that supports the employee throughout the employment. In conclusion, the onboarding process itself is not the main factor that affects the employees’ willingness to stay. The support from co-workers and supervisors, the willpower and the employee’s own interest at working combination with career and development opportunities is located as the main factors. The study finds few differences regarding the experience of the introduction process between the two different informant groups.

No description available.

User onboarding is a concept to convince and introduce users to use an application and a way for users to understand the application and what it can be used for. This research aimed to explore whether user onboarding could increase the usage of an audiobook application, and help users to find a suitable book. To examine the research question a human-center-design method was applied. It consisted of an extensive literature study, interviews, journey mapping and iterative prototyping, which resulted in an implemented user onboarding prototype for an audiobook application. The prototype was evaluated with an A/B-test, where the user onboarding prototype was compared to another prototype without user onboarding.  Interesting results have emerged through A/B-testing. Findings in this research did not provide any significant correlation between user onboarding and increased usage of an audiobook application. However, the user onboarding motivated users to listen to books, compared to one not being exposed to a user onboarding.  Furthermore, results also revealed that the prototype with user onboarding was helping the users to find a book they were interested in. The results also showed that women who were introduced to the prototype with user onboarding were more positive to use the application again. There was a significant correlation between user onboarding and the perceived simplicity of finding an interesting book in the group of participants aged between 26 and 30. Regarding the perceived usability, findings showed that the users who were introduced to the user onboarding experienced that it was easier to find a book, felt more motivated to listen to a book, felt that the application helped them to find a book that suited them and felt that the application introduced them to the audiobook format to a greater extent than those who were not exposed to user onboarding. However, it could not be proven that there was a statistically significant difference between the group that was introduced to the user onboarding and the group that was not exposed to the user onboarding.  In this research a total of 66 people participated in the A/B-test. For future research a larger number of participants could provide interesting results, since an A/B-test benefits from a high number of participants. Some of the results were bordering to prove that there were a significant correlation between being exposed to user onboarding and greater usage of an application.

Advance Vehicle Technology Competitions (AVTCs) have been around for 30 years. Since 1994, the Hybrid Electric Vehicle Team (HEVT) at Virginia Tech has participated in AVTCs to pursue hybrid technologies. HEVT participated in a four-year AVTC called EcoCAR 3. At the beginning of the competition, HEVT introduced an ultra-rapid onboarding process, the Independent Study (IS) program, to involve non-seniors with the team. Although the IS program provides an incredible experience to non-seniors, it lacks hands-on experience related to the actual work students do once they become full-fledged team members. The challenge is to introduce two hands-on supplemental projects: the energy storage system (ESS) and the motor system. Each project is considered low voltage (LV) for safety and simplicity, however high voltage techniques are used for learning purposes. The LV ESS is used to power up an LV motor system. To limit depletion of the battery energy, another LV motor system is used as a generator to recharge the LV ESS. The lead faculty advisor, Dr. Douglas Nelson, and the project manager, Andres Coello, are working in congruence to introduce a smooth transition of the projects into HEVT's IS program. The hands-on projects are expected to last one semester. The goals are to guide students in the design, construction and testing of both systems. The hands-on supplemental projects are also meant to aid the Applied Automotive Engineering (AAE) curriculum by filling important knowledge gaps current AAE modules are missing. / Master of Science / The Hybrid Electric Vehicle Team of Virginia Tech has participated in Advanced Vehicle Technology Competitions since its inception in 1994. These competitions challenge universities to reengineer and convert a vehicle into a hybrid vehicle. The goal is to train the next generation of automotive students by providing real world engineering experiences. The latest Advanced Vehicle Technology Competition is a four-year competition called EcoCAR 3. Due to complexity of the project, the Hybrid Electric Vehicle Team introduced an onboarding process to recruit and teach students the required knowledge of hybrid vehicles. To further improve the program, two projects are created to provide hands-on experience and visual learning about the electric layout of a hybrid vehicle. The first project is a low voltage battery pack and the second project is a low voltage motor dynamometer system. Both projects complement each other, meaning the battery pack acts as a power supply to the motor system. Overall, these projects are chosen to provide a good understanding to incoming students in the onboarding process about batteries and motors. Finally, practices used by the Hybrid Electric Vehicle Team are implemented in the project designs to improve the overall experience of students in the onboarding process and to improve knowledge transfer.

This study is based on a systematic analysis to examine whether there is a connection between transformational leadership and a successful onboarding process. Previous research shows that transformational leadership has a significant role in the onboarding process. The analysis is based on six publications, all of them demonstrate the interplay between a successful onboarding process and transformational leadership. The discussion discusses the results presented by the publications and how they relate to each other. The conclusion is that a successful onboarding process seems to lead to job satisfaction, assimilation into the new organization and that the employees stay within the organization for a longer time.

Idag är det inte alls ovanligt för en person att byta arbete, samtidigt är personalomsättning inom vårdyrket inget ovanligt. Av denna orsak är det särskilt viktigt att det finns en struktur och strategi kring utformandet av introduktionen för en nyanställd sjuksköterska, till detta är det även viktigt att det finns en möjlighet för den nyanställda sjuksköterskan att interagera med befintlig personal på den arbetsplats som hen är tänkt att bli verksam inom. Tidigare forskning pekar på att introduktionen är av stor vikt för hur den nyanställda kommer att trivas i fortsättningen på arbetet och är kritiskt för huruvida sjuksköterskan vill stanna kvar på arbetsplatsen. Studien har utförts vid Region Norrbotten. Syftet med studien har varit att få en djupare förståelse till upplevelsen av introduktionen för sjuksköterskor och hur de har just upplevt strukturen av introduktionen och möjligheten till integration till rådande arbetsgrupp. Studien har använt sig av Bauers och Lindelöws teorier gällande introduktion och onboarding. Studien använde en kvalitativ ansats, detta för att just få en djupare förståelse i sjuksköterskans upplevelse, för att finna de betydande pelarna användes en tematisk analysmetod. Totalt var det sex personer som blev intervjuade i denna studie, alla var sjuksköterskor. Det resultat som framkom i studien var att det finns en betydelse i huruvida möjlighet för sjuksköterskan finns att komma in i rådande arbetsgrupp. Vidare så måste möjlighet för den nyanställda sjuksköterskan att känna trygghet och förståelse till den förväntan som är förknippad med rollen vid anställningen. Sammanfattningsvis så visar resultatet i studien att det finns delar vid introduktionen som kan förbättras.