TY  - BOOK
AU  - Harpelund,Christian
AU  - Højberg,Morten
AU  - Nielsen,Kasper Ulf
TI  - Onboarding: getting new hires off to a flying start 
SN  - 9781787695818
AV  - HF5549.5.I53 H37 2019eb
U1  - 658.31242 23
PY  - 2019///
CY  - [Bingley] United Kingdom
PB  - Emerlad Publishing Limited
KW  - Employee orientation
KW  - Employees
KW  - Recruiting
KW  - Employee motivation
KW  - Personnel
KW  - Introduction au travail
KW  - Recrutement
KW  - Motivation
KW  - Economics, finance, business & management
KW  - bicssc
KW  - BUSINESS & ECONOMICS
KW  - Industrial Management
KW  - bisacsh
KW  - Management
KW  - Management Science
KW  - Organizational Behavior
KW  - fast
KW  - Electronic books
N1  - Development is about Mastery; Includes bibliographical references and index; 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
N2  - 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
UR  - https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1906370
ER  -