Onboarding Process Paper

I am not currently in field so I will discuss my orientation process of my current job. When I begin my employment with the court system a year and half ago I was not given in formal manual on the duties of my job but there was a six-week hand on boarding process. These processes include me shadowing my colleague to learn her process to prepare and conduct court. This extensive onboarding process definitely made me feel prepared to do my job. This onboarding process also help to reassure that while I may have not known the specific policies regarding the courts, I did however have an extensive body of knowledge accumulate through work experiences about substance abuse and dual diagnosed clients.

There are many different customized onboarding processes based on the job title the employee is going into. For example, when I began with the company nearly 16 years ago, the onboarding process was a lengthy 6 week process. It incorporated information from many aspects of the company. Onboarding began with understanding the history and organizational culture of Wells Fargo and moved into the needs and expectations of the career. It would have been very easy to experience information overload. Many new hires in the onboarding process, like me, did feel overloaded to some degree. The amount of information we were trying to capture with regard to procedural information, regulatory expectations, company policies, leaderships expectations, and organizational culture was a lot for a new employee. I found that even as eager as I may have been to learn, it was a lot to take in within the short

As an activity, staff members will be asked to write down on Post-It notes their roles and responsibilities within their current job description for a future team-building activity.

* Development of an induction program to welcome new employees and introduce them to our organisation

Bauer, T. (2010). Onboarding New Employees: Maximizing Success. Retrieved April 17, 2015, from http://www.shrm.org/about/foundation/products/Documents/Onboarding EPG- FINAL.pdf

New employees come from many different walks of life and various levels of work histories. They are coming into a new environment, meeting new people, and are not sure how they will be accepted. Employers can ease the transition and take advantage of the opportunity to get the relationship off to a good start (Truesdell, 1998).

In the past when an employee was hired, onboarding consisted of filling out paperwork for Human Resources and selecting insurance options. In today’s dynamic workplace environment, effective onboarding is important to get employees up to speed and productive at a much faster pace while ensuring the new hire is happy and satisfied in their new position. Tools such as onboarding checklists and on-line forms are the norm. Effective on-boarding is a process that is beneficial to the employer and the employee.

Implementing a training program will be the most effective way to ensure that current and newly appointed team members can engage the needs of the customer base. This culture can be very positive and supportive, or it can be threatening, and destructive. In many cases, managers, supervisors, and workers do not know the nature of the career development culture because they have not had an objective appraisal of it (Stuart, 2002). The management team will provide a training program to enhance the skills of the current employees while grooming the new staff for future roles in the organization. The program that will be implemented will be as followed:

There are times when it feels we’re like a golden age for user-centered technology. I mean, how easy is it to download a personal quantification app that a friend recommended to you, or to bookmark a great new productivity web site to investigate when you have some downtime? Easy-peasy, my friends!

Orientation and onboarding are crucial when training and developing new employees. Both are gateways into high work performance, a closer work environment, and encourages employee retention. Orientation is the process of familiarizing new employees with the organization, their jobs, and their work units. It influences the employee’s attitude about their role, responsibilities, job-related tasks, and explains the organization’s rules. Onboarding is the process of socializing the new employees to help integrate them into the organization. New-hires are at a higher rate of quitting, the usage of onboarding is what many companies today have neglected. According to Sujan Patel, the author of: How to Create an Effective Onboarding

In addition, the recruitment process is time consuming and can be costly. To ensure the new worker is ready for his or her first day, a process of on-boarding will allow the new manager to hit the ground running. To accomplish this we must examine some basic assumptions. First, a competitive advantage that is sustainable is vital to the organization. Second, if the new hire is a bad fit for the organization and its culture, failure is inevitable. Finally, incorporating an on-boarding process will allow new hires to assimilate and will reduce the risk of a bad hire (Burroughs, 2011). While organizational culture is of great competitive advantage many do not readily identify organizational culture as a competitive advantage. Many, if asked, will list services and product, business plans and performance indexes. However, it is the culture of the organization which drives the productivity and it is the human capital that is important. Therefore, hiring the best person at the best time, with the best talents and giving them the ability to start making a difference on day one is vital to the success of the organization (Burroughs, 2011). Because of this desire, training and onboarding is commonly used as an interchangeable term which is a source of confusion. While both training and onboarding are important, they are not mutually exclusive. Furthermore, training has a role

Organizational culture can be values, beliefs and norms which define how members think, feel and behave. More specifically, organizational culture is defined as shared philosophies, ideologies, beliefs, feelings, assumptions, expectations, attitudes, norms, and values (Schein, 2011). It is important to understand organizational culture has tremendous influence on its members, their views of the workplace, their efforts and their productivity. Culture is created by leaders, members and the environment in which the organization finds itself in. However, I believe it is primary the leadership’s responsibility to uphold the standards of a positive culture. As leaders, we must understand the culture we’ve created and how to maintain it or improve it. The Debra Woog McGinty and Nicole C. Moss corporate survey exhibited I’m in an Established/Stable culture.

Organizational culture are the belief and values that gives away a company’s identity, and it can be spread to its employees by communicating with each other. There are four components on how an organizations culture is shaped founder’s value, business environment, national culture, and the senior leader’s vision (Zimmerman, 2015, CH 6 PPT, Slide 4). It is important to remember that an organizational culture sets its structure and how everything is conducted. Understanding the concept of an organizational culture is important when job hunting and trying to find a career. It is important that you know the organization you want to work for and understand its values and how the organization functions. I believe that by knowing this you will have a very easy time fitting into the organization.

According to the Training Industry Report (2014), the average training budget for large companies was $17.4 million, while midsize companies allocated an average of $1.5 million, and small companies dedicated an average of $338.709.

An organization’s culture governs day to day behavior. This type of power may be seen as a control mechanism, which businesses use to manipulate internal and external perception. Every organization has a set of assumed understandings that must be adopted and implemented by new employees in order for them to be accepted. Conformity to the culture becomes the primary basis for reward by the organization. “The role of culture in influencing employee behavior appears to be increasingly important in today’s workplace, as organizations have widened spans of control, flattened structures, introduced teams, reduced