“Welcome on board!” is a common exclamation uttered by supervisors, reporting managers and HR managers across the world while inducting new hires o the job. The first day at job is usually spent well in meeting colleagues and getting a feel of the organisational climate. Observation and interaction are very crucial during the first few days as they generate valuable information about the new workplace and help the new hire find his / her way through the challenge of being a “new joiner”. Wading through numerous form fillings and handshakes the new employee starts to get a flavour of the new workplace. Learning about founding fathers and on what does the organisation pride itself are crucial pieces of information that acclimatise and bond people to their firms. This seemingly common “Onboarding” process is crucial; not only does it ease and facilitate the newcomers entry, it also helps the older employees accept the new team member without any discomfort. Traditional onboarding relies a lot on information relay and teaching of company’s values. This may at times create a tension as newcomers are “treated” to accept an organization’s identity. A tussle between individual identity and firm’s identity create a strain. Organisational performance in the long run depends on the strengths of its human capital and subordination of individual identities will not yield optimal results. Also, new employees may not internalize the organizational values even if they appear to comply through external behaviours. Engagement scores over compliance and has to be generated through trust and autonomy. Employee socialisation practices that get newcomers to behave insincerely might not be workable because they do not fully engage the employee and they do not address larger issues concerning emotional exhaustion and work dissatisfaction. Organisations today are conscious of the impact effective socialisation makes and many adopt a Level-3 Onboarding process which is exhaustive and well-planned. An effective onboarding experience involves encouraging newcomers to express their own distinct perspectives and strengths on the job from the very beginning and inviting them to frame their work as a platform for doing what they do best. For an illustration, a restaurant cook who is a natural social charmer could use his natural connectivity by visiting with guests and making them feel at home. Likewise, a consultant with artistic talents could design arresting templates for presentations and develop more influential ways to capture data. In India, Wipro is touted to celebrate and encourage the individuality and energy employees bring to the table. Global beauty company L’Oreal says, “Our aim is to develop successful, committed and mutually beneficial relationships with each of our employees.” It backs onboarding with a two-year, six-part integration program known as “L’Oreal Fit.” Onboarding is considered as more crucial for key leadership positions than for routine or entry level employees as workers as direction is crucial to any organisation. Executive Search firms are frequently hired to handle the complexity and significance of Executive Onboarding. It remains a vital process ever-evolving to fit organisational goals and optimising employee performance.
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The 360- Degree feedback is known as the multi-rater feedback and all-round feedback. This appraisal technique aims to measure the behaviors and competencies exhibited by individuals / teams towards achievement of goals. The feedback data is useful for appraisal, team building, training, OD and rewards. It allows peers, subordinates and seniors to rate a particular individual / team; which gives rise to the question whether people’s perception can be trusted? Each individual has their own unique looking glass for the world and therefore in a 360 degree feedback there are as many realities as there are appraisers! This appraisal tool can yield valuable information. It aids self-progression and self-awareness through feedback. Another benefit is that it helps participants get to understand their training needs (development areas and initiate appropriate action. The data yield from a 360 degree feedback may help a team better understand its internal processes and how it is perceived from outside. It can also help individuals contribute better to the team. Performance management seems to be a direct benefit apart from organisational development and reward structuring. Firms that conduct this kind of a performance management system find that huge data is generated about people’s performance. Communication channels are activated upwards and across organisation as against an only downward flow of information. Sharing feedback is enlightening and helps in generating new perspectives. This feedback also has a motivating effect on organisations. People in general feel welcomed and recognised when asked about their opinion. For the appraisee it sheds light on the strengths and areas needing nurturing. Interesting roles are played during the feedback. Participants start asking for feedback from co-workers and are conscious of behaviour. The participants are in charge of their personal progress and how they process the feedback to steer ahead. Respondents /raters find themselves in a responsible and influencing role by being providers of feedback. Many bosses transform to becoming facilitators, coaches and counsellors during the process. The HR department too gains from this process. This feedback provides performance data at a detailed level. It allows for competencies and specific behaviour sets to be measured and analysed in many different ways. The internal Customer or their representatives are also used respondents in this survey and such feedback can be valuable. The usual yield for the data falls in the four categories of strengths, discrepancies, developmental areas and hidden strengths. This method is valued for bringing behavioural change and collaborative teamwork. Beverage giants Coca–Cola and PepsiCo, Nestle, Disney, bell Labs, Federal Express have used 360 degree feedback principles. Many firms use various forms of the 360 degree for either appraisal or motivational purpose. The method personifies the gradation from only results-orientation to focus on processes and improvement. |
AuthorCornerstone India is a leading player in CXO Search, Board Search for Independent Directors and Leadership Advisory services. Archives
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