ABSTRACT
COVID-19 has contributed to a digitalization of communication, and in many cases a distribution of the workforce in organizations. In turn, this has affected knowledge management practices during the pandemic. In particular, this paper scrutinizes the impact of the COVID-19 pandemic on onboarding practices in a large public organization. The research aimed to investigate employees' perceptions of the onboarding process during the COVID-19 pandemic, and how they expect "the new normal” workday to unfold. A total of nine employees were interviewed in a large public organization. We find that COVID-19 caused a certain degree of detachment from the workplace among the new employees, raised issues regarding communication, knowledge sharing and personal development, but also the uptake of an extensive and lasting use of digital administrative systems. The newcomers emphasize the importance of being physically present at work. The unanimous prediction of the post-COVID-19 work future was more flexibility regarding working at the office versus working from home, and a balance for newcomers between presence and e-learning when being onboarded. © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023.
ABSTRACT
PurposeGiven the sharp rise in the adoption of digital onboarding in employment relations and human resource management practices, largely caused by the continuing COVID-19 pandemic, this study explores the impact of digital onboarding on employees' wellbeing, engagement level, performance, and overall outcomes.Design/methodology/approachThis study uses an interpretive qualitative research methodology, undertaking semi-structured interviews with 28 participants working in the UK services industry.FindingsThe study finds that digital onboarding has a significant impact on employee outcomes, following the perceptions of "dwindling social connectedness and personal wellbeing”, "meaningful and meaningless work”, and "poor employee relations” among employees and their employers in the workplace.Practical implicationsDue to the increased adoption of digital onboarding, human resources teams must focus on having considerable human interaction with new hires, even if this means adopting a hybrid approach to onboarding. Human resources teams must ensure that they work together with line managers to promote a welcoming culture for new hires and facilitate organisation-driven socialisation tactics and the "quality” information necessary for supporting new employees. For new employees, besides acquiring the digital skills that are essential in the workplace, they must accept the changing digital landscape in order to practice effective communication and align their goals and values with those of their organisation.Originality/valueQualitative research on the influence of digital onboarding on employee outcomes is limited, with much of the research yet to substantially consider the impact of digitalisation on the human resources function of onboarding employees as full members of an organisation.
ABSTRACT
The COVID-19 pandemic has sent many employees to home offices. Some employees enjoy their home office, while for various reasons others experience challenges working from home. Qualitative investigations show that new employees who have been recruited and hired during the COVID-19 pandemic can find life in the home office quite challenging. Despite adequate technological solutions that make it possible to perform the work tasks from home, these employees want to be able to physically attend at their workplace. Our data indicate that it is important that the company not only sees technology and digitalization as "hard core" skills, but that the digital and technological are woven into other aspects of organizational life, for example, structures, culture and social interaction. New employees need to feel that they are valued, and that the business wants to establish personal and social bonds that support the development of loyalty to the company and quality of the production. These are conditions that are often tied to informal learning in the workplace. Relational development and maintenance are vital for having newcomers to not only function in the digital arena, but also within the physical sphere at the workplace. © 2022, Academic Conferences and Publishing International Limited. All rights reserved.
ABSTRACT
Purpose: Given the sharp rise in the adoption of digital onboarding in employment relations and human resource management practices, largely caused by the continuing COVID-19 pandemic, this study explores the impact of digital onboarding on employees' wellbeing, engagement level, performance, and overall outcomes. Design/methodology/approach: This study uses an interpretive qualitative research methodology, undertaking semi-structured interviews with 28 participants working in the UK services industry. Findings: The study finds that digital onboarding has a significant impact on employee outcomes, following the perceptions of “dwindling social connectedness and personal wellbeing”, “meaningful and meaningless work”, and “poor employee relations” among employees and their employers in the workplace. Practical implications: Due to the increased adoption of digital onboarding, human resources teams must focus on having considerable human interaction with new hires, even if this means adopting a hybrid approach to onboarding. Human resources teams must ensure that they work together with line managers to promote a welcoming culture for new hires and facilitate organisation-driven socialisation tactics and the “quality” information necessary for supporting new employees. For new employees, besides acquiring the digital skills that are essential in the workplace, they must accept the changing digital landscape in order to practice effective communication and align their goals and values with those of their organisation. Originality/value: Qualitative research on the influence of digital onboarding on employee outcomes is limited, with much of the research yet to substantially consider the impact of digitalisation on the human resources function of onboarding employees as full members of an organisation. © 2022, Emerald Publishing Limited.
ABSTRACT
Every year, students around the globe embark upon their higher education journey, making the onboarding of these students a critical task for colleges and universities. Combined with the growth in distance learning and the rapid development in technologies, the onboarding process occurs increasingly in the digital setting. For this reason, the objective of this scoping review was to report and map interventions, which are used in digital onboarding of first-year students in higher education institutions and explore the digital settings that characterized these interventions. The PRISMA-ScR Guidelines and the JBI Manual for Evidence Synthesis guided this investigation, which included researching four databases and screening the resulting titles and s to identify the 17 sources of evidence included in the final analysis. According to our results, digital and virtual onboarding interventions were categorized into four onboarding dimensions: information interventions, socialization interventions, counseling interventions, and self-study interventions. Examples of the purposes and outcomes of these onboarding interventions included the transfer of information and the socialization of incoming students. Of the five onboarding settings that were also identified in the categorization, telecommunication software and virtual environments predominated. An independently developed onboarding tool could combine the identified onboarding settings and dimensions in the future.
ABSTRACT
A must for telecom industry in times of social distancing: Digital customer acquisition and onboarding. Digital channels gained more importance as classical sales channels could not work with the expected performance during the pandemic. In this paper, the digital sales paperless project carried out in the telecom industry is handled. The identification scanning with OCR (Optical Character Recognition), the verification with deep learning artificial intelligence algorithms, the management of remote vendors and other stakeholders in extensive software projects is told. © 2021 IEEE.