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Onboarding : getting new hires off to a flying start /
The book provides a clear framework for managers to improve the onboarding process. The authors have developed an easy to use model and process for onboarding which maps out 6 dimensions which can be used to design and implement a systematic organizational process.
| Clasificación: | Libro Electrónico |
|---|---|
| Autores principales: | , , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés Danés |
| Publicado: |
[Bingley] United Kingdom :
Emerlad Publishing Limited,
2019.
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| Edición: | First editon. |
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Intro; Contents; Introduction; Part One: Take off; 1: Why Invest in Onboarding?; An Imbalance in the New Hire Eco-System is Costly; Onboarding will Become as Important as Recruitment; Far too many Resign Prematurely; Twenty-Five Percent of New Hires Leave Their New Job within a Year; More Than Half of Newly Employed New Hires Regret Their Decision; Twenty Percent of New Hires Who Leave, Do So within the First 45 Days; Four Percent of New Hires Never Return after Their First Day on the Job; There is a Lot to be Learned
- and Earned; A Smart Onboarding Design Saves Time
- Reduced Meeting TimesTraining before the First Working Day
- Pre-boarding; Time-to-Performance; The Honeymoon Effect; Across-company Differences; Better Retention of New Hires; Contented New Hires are Good Business; 2: An Onboarding Mindset; Principle 1. They are Already Motivated!; Motivation is Accompanied by Other Feelings; Motivation and Tension; Motivation and Nervousness; Motivation and Doubt; The Organisation's Readiness Affects Motivation; Motivation is also Affected by What We Do Not Do; Motivations Span from 'Bag-Boys' to Engineers
- Principle 2. It's All about the New Hire
- not the OrganisationThe Organisation Must Not Steal the Limelight; Onboarding Should Not Just be a Checklist; Let Them Demonstrate their Capabilities; Principle 3. Onboarding is a Transition; A Transition Can Easily Go Wrong; Make Onboarding Clear; Onboarding
- That's What We Do; Part Two: In the Air; 3: How Do I Create 'Good' Onboarding?; The Psychology of Onboarding; Three Tracks
- Three Coordinates; Meaning; Autonomy; Mastery; Necessary Contradictions in the Onboarding; Avoid Problematising; 4: The Forming Track
- The Company Culture Forms the EmployeesCulture and Rules; Culture; Start with Why We are Here; Without Meaning, it Becomes Meaningless; The Past Makes Sense; The Future Makes Sense; The Present Makes Sense; Give the New Hire a Wow! Experience; They Must Feel Welcome; Meeting the Director Matters; When Wow! turns to Bummer!; Give the New Hire the Feeling of Fit; The Leader Must Know the Culture; Several Ways to Fit in; Playing with Culture; Rules; It Can Demotivate to Start with the Rules; Be Aware That Rules Exercise Power; It is Motivating to Not Make Mistakes
- Explain Why the Rules are ThereBeware of the 'Cover My Back' Rule; Rules Can Provide Pride and Value; Make it Easy to Comply; When the Rules and Culture Contradict One Another; Forming Ambitions; 5: The Connection Track; There was Complete Silence; Resources for Connection; Networks and Collaboration; The Network; Level 1: The Organisational Network; Level 2: The Work Network; Level 3: The Knowledge-based Network; Level 4: The Social Network; The First Dimension: Inclusion; The Second Dimension: Influence; The Third Dimension: Affection; Collaboration; 6: The Unfolding Track