Open AccessThe Case of Onboarding Process at Company X
Author(s) -
M Malavika,
R. Vijaya
Publication year - 2017
Publication title -
ushus journal of business management
Language(s) - English
Resource type - Journals
ISSN - 0975-3311
DOI - 10.12725/ujbm.40.5
Subject(s) - onboarding , documentation , process (computing) , business , human resource management , psychological intervention , resistance (ecology) , work (physics) , human resources , resource (disambiguation) , point (geometry) , process management , knowledge management , public relations , management , computer science , political science , engineering , psychology , economics , mechanical engineering , ecology , computer network , geometry , mathematics , psychiatry , biology , programming language , operating system
Within an organisation, changes are endless.For an organisation to grow and flourish, changes are necessary and inevitable.Although the significance of change management and organisational development has been established, organisations always face resistance and challenges towards the same. Change interventions in an organization are of varied nature and can be classified as follows: strategic, techno structure, human resource management and human process interventions. The onboarding process is related to work design and refers to the procedure in which newly joined employees are given orientation about the company’s culture, policies and other necessary documentation that is entailed as being part of that company. This process can be viewed from two perspectives: from the employer’s point of view and the new employees’ point of view. This case study attempts to analyse the benefits and shortcomings of a temporary and permanent change of the onboarding process in companies.