Survey shows that confusing processes are biggest hindrance to onboarding of professionals

Confusing decision-making processes, without clear methods, are the biggest hindrance to the onboarding of professionals of all generations. The factor that least disturbs onboarding is lack of experience or skills. In addition, professionals say that when onboarding happens, some steps are followed but others are ignored. These are some of the findings of a study called “Business Onboarding,” carried out by Paul Ferreira, professor of strategy and leadership and deputy director of the Center for Organization and People Studies (NEOP) at Fundação Getulio Vargas’ Sao Paulo School of Business Administration (FGV EAESP), in partnership with Talenses Group.

The survey shows that a lack of clarity in decision-making processes, misalignment with direct leaders and lack of understanding of how the organization works also hinder the adaptation of new employees. Some procedures taught during onboarding end up being used by employees in their everyday routines, demonstrating the usefulness of this process, but many employees also ask team members to help them with their integration and look for internal corporate communication channels and/or records to learn what has been done in the past.

Overall, the survey found that onboarding has positive effects. In all, 89% of employees said that the process enabled them to understand their activities and how to execute them, while 70% said they learned how to meet their managers’ expectations, 53% learned about their managers’ criteria in evaluations, 73% found out who to ask for support when needed, 75% said that their company’s teams work well together, and 56% have managers who know how to guide them. Most companies only provide a description of activities and an overview of their operations in onboarding, but the process may still be viewed as successful. However, in terms of initial integration, 33% of employees said that difficulties in contacting other colleagues slowed down their adaptation and development. This shows that companies should seek to develop a post-onboarding process, as effective adaptation takes longer.

According to Professor Paul Ferreira of FGV EAESP, onboarding has two main goals:

a) Allow a quick and effective operational adaptation (for example, showing new employees what they have to do, what their objectives are, how they will be evaluated, who is on their team and how the hierarchy works);

b) Allow a quick and effective cultural adaptation (for example, explaining the company’s norms and values, what unites the company and the types of relationships that are valued). Data reveals that employees take from one to three months to feel fully adapted to the organizational culture, and between one week and one month to completely adapt to their daily activities.

The survey found that in-person onboarding is most efficient. Most respondents said that an in-person approach facilitates learning, autonomy, integration with colleagues, connection with the company and understanding of how it works. However, they also noted that there can be long and tiring meetings. The respondents said that both online and in-person approaches allowed them to adapt to their activities and attain good performance and engagement. This shows progress in relation to the online environment, given that previous surveys indicated low engagement through virtual onboarding.

Sample

The objective of the survey was to understand the effectiveness of onboarding programs. The sample consisted of 346 men, 206 women and 1 person not identifying with any gender. The respondents were mostly managers and analysts at their companies, who work in different areas. Employees with formal employment contracts, hired under Brazil’s Consolidated Labor Laws, accounted for 66% of the total. In all, 37% of the employees work on-site while 40% have a hybrid work arrangement.