<p>Alfa is one of the world’s leading IT advisory companies, with research and consulting abilities. Alfa Nordics is a successful part of Alfa focused on consulting in Sweden, Norway and Denmark. Alfa Nordics will double their number of employees by the end of 2010 and we were asked to investigate how Alfa Nordics should enable this growth while keep being successful in having high profits, a strong brand, motivated employees and satisfied clients. By using theories about KBOs (Knowledge-Based Organizations) and conducting interviews with employees at Alfa Nordics we identified what makes Alfa Nordics successful today and what they should do to keep these success factors when growing. To keep their success within the organization Alfa should keep the execution teams small, recruit a resource manager and improve the knowledge exchange between the countries. To keep making successful engagements they should keep defining the problem in the best way for the client, ensuring sales and keep having the right employees. To keep their success in employing top consultants they should be visible in talented people environments, show that they are growing, develop a more thorough recruiting plan.</p>

Alfa is one of the world’s leading IT advisory companies, with research and consulting abilities. Alfa Nordics is a successful part of Alfa focused on consulting in Sweden, Norway and Denmark. Alfa Nordics will double their number of employees by the end of 2010 and we were asked to investigate how Alfa Nordics should enable this growth while keep being successful in having high profits, a strong brand, motivated employees and satisfied clients. By using theories about KBOs (Knowledge-Based Organizations) and conducting interviews with employees at Alfa Nordics we identified what makes Alfa Nordics successful today and what they should do to keep these success factors when growing. To keep their success within the organization Alfa should keep the execution teams small, recruit a resource manager and improve the knowledge exchange between the countries. To keep making successful engagements they should keep defining the problem in the best way for the client, ensuring sales and keep having the right employees. To keep their success in employing top consultants they should be visible in talented people environments, show that they are growing, develop a more thorough recruiting plan.

Föreliggande uppsats undersöker hur introduktionen av nyanställda, som under pågående Covid-19-pandemi till stor del genomförs på distans, påverkas vad det gäller utformning och kvalitet, samt hur den upplevs av den nyanställde. Studien är en kvalitativ intervjustudie med induktiv ansats. Urvalet består av personer som börjat ett nytt arbete i kunskapsorganisationer under perioden mars 2020 till januari 2021 och som huvudsakligen introducerats och arbetat på distans. Materialet har analyserats tematiskt och resultatet analyseras och diskuteras utifrån tidigare studier av introduktionsprocesser, lärande och socialiseringsprocesser på arbetsplatser. Resultatet visar att introduktionen i sina beståndsdelar liknar den som sker fysiskt, men att den med fördel kan anpassas mer till de förutsättningar som distansarbete och en mer digital interaktion medför. Moment som sker naturligt i en fysisk miljö upplevs som konstlade när de replikeras digitalt och relationsbyggande, som i tidigare forskning identifieras som den enskilt viktigaste beståndsdelen i en introduktion, tar längre tid, både med kollegor och med arbetsgivaren. Stort ansvar läggs på den nyanställde att själv bygga relationer, söka information, förstå sin uppgift och forma sin roll. Att från arbetsgivarens sida ge stöd genom att visa närvaro och förståelse för att detta sker och tar tid kan öka chansen att den nyanställde upplever sig som värdefull, sedd och därmed även som en del av företaget. / The purpose of this study is to investigate how the onboarding of new employees, which during the ongoing covid-19 pandemic is largely done remotely, is affected in terms of design and quality, and how it is experienced by the new employee. The study is a qualitative interview-based study with an inductive approach. The sample consists of people who have started a new job in knowledge-based organizations during the period March 2020 to January 2021 and who have mainly been onboarded and worked remotely. The material has been analyzed thematically and the results have been analyzed and discussed based on previous studies of introduction processes, learning and socialization processes in workplaces. The results show that activities in the digital onboarding are similar to those that take place physically, but that the activities would benefit from being adapted to the conditions that telework and more digital interactions entail. Elements that occur naturally in a physical environment are perceived as artificial when they are replicated digitally and relationship building, which in previous research is stated as the single most important variable in an introduction, takes longer, both with colleagues and with the employer. A large responsibility is placed on the new employees to build relationships, seek information, understand the tasks and shape the work by themselves. Giving support from the employer by showing presence, support and understanding for this time-consuming process can increase the chance that the new employee feels valued, seen and thus also as part of the company.