Effective Orientation & On-Boarding Programs “Does Effective Orientation and On-Boarding Programs Enhance Employee Retention?” Individual Research Paper Part 1 Tamarian T. Richard Kaplan University...

Effective Orientation & On-Boarding Programs
“Does Effective Orientation and On-Boarding Programs Enhance Employee Retention?”
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Abstract
In the present competitive business environment the “war for talent” is growing. Every
organization is aiming at attracting and recruiting the best talent in the industry and to make them
stay longer with the organization. It is becoming more and more difficult for the organizations to
find quality new recruits and keep current employees. Issues with employee retention affect the
performance of an organization. Sudden employee departures impact the business plans and
affect the productivity. Organizations are recognizing human resource is one of their most
important assets and the cost of replacing it is very high. Retaining talented employees is
presently being recognized as a competitive advantage that an organization can have over its
competitors (Woodruffe, 2003). This assignment examines the importance of recruiting the right
employee in the first place at the right time. Developing and implementing sound human
resource strategy to retain employees is a primary job of an organization especially the human
resource management department. The initial 90 days in an organization is crucial for an
employee to fit in the organization culture and develop loyalty and trust for the organization. On-
boarding and orientation programs play a significant role in this transition period to ensure
successful performance and mitigate risks. The effective on-boarding and orientation programs
and their implications for the management are discussed in the essay.
Introduction
Human Resource Management is a set activity within an organization that aims at
managing and directing people in an organization in an effective and structured manner towards
achieving the organization goals. In the modern fast paced business environment, human
resource management has become one of the most vital strategic functions of an organization.
Presently in the slow economy the companies are taking more practical approach to
recruit people. Soon after hiring, the next most important step is to accelerate the process of
internalization of the new recruit. If a new recruit fails to live up to the expectations and add
value to the organization, the money, time and resources that the company has invested in
recruiting and selecting the employee are at stake. So it is important to ensure the performance
and retention of the new recruits. On-boarding and orientation programs play a significant role in
ensuring the successful value addition by a new recruit.
This assignment explains the significance of recruiting the right candidate in the first
place. Importance of psychological contract in the process of recruitment and retention is
identified. This assignment provides an understanding of Orientation and On-Boarding Programs
and the difference between the two. Then the assignment evaluates the importance of orientation
and on-boarding program to ensure employee satisfaction and retention. It identifies the risks and
potential returns on investment in on-boarding programs. The effective on-boarding programs for
leaders and other employees are assessed. In the end, it discusses the implications for the
managers.
Recruiting the right candidate
Accurate employee selection is an extremely important aspect of human resource
management of an organisation. Organisations need to identify potential candidates who can
operate in the dynamic and competitive environment and take him on-board. Human resource is
the intellectual capital of a company. In the present business environment, intellectual capital of
a company determines its knowledge strength and gives it a competitive advantage over its
competitors (Armstrong, 2006). Hiring a wrong person can cost an organisation both time and
money together with both financial and non financial implications in the long run. So the
necessity that arises is to hire the right employee.
Traditionally companies have hired employees based on their academics, knowledge,
skill sets and experience. The idea behind this is to recruit a person who has the right skills of
doing the job and has done the similar work earlier so that they can perform equally effectively
in the new organisation (Armstrong, 2006). Though skills and experience continue to be most
important, researches have shown that the organisational culture plays the role of a significant
differentiator. To perform productively in a job an employee needs to be motivated. So many
companies are presently evaluating the motivational fit (job fit motivation and cultural fit
motivation) for the candidate they are selecting to recruit.
The human resource managers who have the responsibility to recruit the people to the
organisation act as the „gate keepers‟. They have the most important job of recruiting the right
people with the correct job fit and organisation fit. The objective of recruitment is not only to
hire a person and fill a vacancy, but also to ensure higher level of performance and commitment
to the organisation.
Every organization wants to attract, hire and retain the most qualified and skilled people
for the jobs in their organization. This job is performed by the human resources department
through the function called recruitment. Recruitment is the process of identifying and hiring the
most suitable candidates for a vacancy at the right time and cost effectively (Armstrong, 2006).
Recruitment can be internal or external. Recruitment for a particular vacancy is preceded by
analyzing the exact job to be performed, preparing a written job description to identify the
qualities and attributes a candidate should possess to fit in the role better. The process of
recruitment is followed by selection. Selection is the process by which the human resource
manager and the line manager using specific selection instruments select the correct candidate
from a pool of applicants, based on the organization goals, candidates individual career goals and
legal aspects. Recruitment is no longer a mundane human resources function. Instead it is
function that requires special skill sets and capabilities to attract the best talent. For example, for
hiring the right candidates Nokia believes that technology can be taught to an employee on the
job but teaching interpersonal skills is difficult. Temperament is the core competency at Nokia.
So Nokia when hiring people looks for candidates who have team spirit, good communication
skills, which can defend their own ideas and accept other people‟s opinions. In the final stage of
recruitment it includes...