HRM Case Analysis (Case Study Sample)

HRM Case Analysis Students Name Affiliation Course Number and Name Instructor Due Date HRM Case Analysis Introduction Onboarding is the process of supporting new hires to adjust quickly and smoothly to the performance aspects of their jobs, including the social aspects of the organization (Schwind et al., 2022). According to Schwind et al. (2022), onboarding entails orientation, socialization, training, and development activities. Although onboarding is an expensive and time-consuming effort, it is of strategic importance to the organization. It contributes to the overall satisfaction of new employees and helps them become productive sooner. The support provided during the onboarding process, through coaching, feedback, and follow-up inoculates against turnover (Bauer, 2019). Having a formal onboarding process is crucial for any organization, regardless of its size or industry. Formal onboarding refers to a written set of coordinated policies and programs for new employees that teach them what the norms of the company are, what their roles are, and how they are to behave (Bauer, 2019). Bauer (2019) identifies four distinct levels of successful onboarding (the Four Cs of onboarding), including: * Compliance: this is the lowest level and comprises teaching new employees’ basic policy-related rules and regulations. It also includes completing paperwork and provisioning tasks, such as providing new employees with a workspace and equipping them with computers, phones, and stationery. * Clarification: entails ensuring that new employees understand their roles and performance expectations. * Culture: includes providing employees with a sense of organizational values and norms. This can be accomplished by describing how things work, giving them a tour of the facilities, and explaining how they fit within and impact the larger organization. * Connection: entails helping the new employee establish the vital interpersonal relationships and information networks. Connection helps new hires feel accepted and valued by other employees and the organization. Modern Technologies Inc. (MTI) does not have a formal onboarding process. Instead, as evidenced by Rhonda’s, the new HRM Director, experience, the company has a “swim or sink” strategy, in which new employees often struggle to understand the norms of the new workplace and figure out precisely what is expected of them. Rhonda explains to Trevor that after signing the offer of employment, she did not hear from the company again until her starting day. When she first arrived at MTI, she waited for a considerable amount of time before the Senior Director arrived and showed her around. She was then handed over to Trevor, the company’s HRM advisor, who had her sign benefit and payroll forms without explaining how the organization worked or what was expected of her. She had a lot of questions and felt “a little lost.” Further, as Trevor explains to Rhonda, the previous office administrator received no formal onboarding: “they arrived and simply began working.” The lack of a structured onboarding process at MTI can make employees feel unwelcome and unprepared for their jobs leading them to change positions or quit. In fact, as Rhonda observes, the office administration position at MTI has had a fair bit of turnover, where past employees have either moved to other positions or left the company. It is, therefore, imperative that the company’s HR department, led by Rhonda and Trevor, develops structured and systematic onboarding and training programs, starting with the currently vacant position of office administrator. MTI’s Onboarding Plan for the Candidate Filling the Position of Office Administrator MTI must create a solid onboarding plan for the candidate filling the position of office administrator. The onboarding plan comprises the following components: pre-boarding, new hire orientation, role-specific training, socialization, and continuous training, professional development, and assimilation. 1 Pre-boarding (Before arrival) During the time between an accepted offer and the first day of work, MTI should establish a strong foundation on which the new office administrator can build. Before the new office administrator sets foot in MTI’s offices, the company’s HR department should engage with them. This will be a great way to communicate how excited we are for them to join the team and prep them for success from day one. The HR manager will send the new colleague an email or letter welcoming them to the team. In particular, the HR department will: * Inform the team about the arrival of the new office administrator. Since the position of office administrator involves working with almost every department and everyone in the organization, this information should be shared with all employees at MTI. The email informing the team about the new hire will include the employee’s role, the start date, and bio. Copy the new employee if appropriate. * Prepare the workstation. Make sure that the front office is all set up for the new employee before their arrival. Also, ensure that they will have access to the necessary equipment, furniture, and supplies (such as a computer, phone, building keys, building or office map, parking permit, desk nameplate, and business cards). * Stay in contact with the new employee. Shortly before their arrival, the HR department will call or email the new office administrator. The call or email will address the following items: start time and date, where to meet on the first day, what to bring and what to wear (for example, the new employee may be encouraged to wear comfortable shoes if you plan on tours and introductions). * Addition to MTI’s company portal – make sure the new office administrator is added to appropriate email lists and their new company email and software privileges are ready. * Prepare the first day and first week agenda for the new office administrator. The employee will need to know and confirm through email the start date, time, location, and dress code. They also need to know the important documents to bring on their first day (such as their ID or driver’s license and confirmation letter). The people who will be involved in pre-boarding include the recruiting manager, HRM advisor, IT, and HR interns (who can help with setting the new office administrator’s workspace). 2 New hire Orientation (First day through the first week) Orientation sets the tone for the new office administrator by introducing them to the organization. It provides updates on the company’s mission, vision, and values. Initial orientation will help shape the office administrator’s vision and culture for the organization. The initial orientation will start on the first day. The first day will be a day of welcoming, introductions, orientation, and tending to a variety of tasks. On the first day, the HR Director or their representative from HR will: * Greet the new office administrator and make introductions. Not long after the new employee arrives, the HR Director will greet the new employee and welcome them to MTI. He or she will introduce the new employee to their colleagues and workspace. * Assist the new office administrator complete the required new employee paperwork. All new hire documentation (such as, the employee information form) must be completed and submitted to the HR Director within three business days of the office administrator’s first day of employment. * Review MTI’s systems, procedures, and resources. The supervisor (HR Director) will take the new office administrator through the systems MTI uses in its operations and the resources available to them. They will also review the company procedures, such as time reporting (including daily reporting time, breaks and meal periods) and dress codes. During the first week, the supervisor will review the job description, duties, and responsibilities of the office administration position. They will provide a clear understanding of roles, responsibilities, and expectations of this position. The supervisor (HR Director) and the new hire will discuss projects and milestones, set 30 and 90 day priorities, define individual goals and objectives, and review the calendar of events. The supervisor will also assist the new office administrator complete MTI’s New Hire Training. The online orientation/training includes a review of MTI’s policies, safety awareness module, information and protection of privacy module, and information security awareness. The new office administrator will also be assigned a work buddy who will help reduce uncertainty about the role, the department, or company. At the end of the first week, the HR Director will check in with the new employee to inquire about the onboarding process and address any issues or questions they may have. 3 Role-specific training (First week to three months) From the first week to the end of the first three months, the new office administrator will be provided with role-specific training, including information on their key responsibilities, the job-specific tools they need to use, the teams objectives at the departmental and organizational levels and this their role corresponds with this. The supervisor will assign the new employee initial tasks, ensuring they provide them with guidance and feedback. The work buddy will continue guiding the new hire to help them fit into their new role. Throughout the first three months, the supervisor will schedule check-in meetings with the new employee to get them acquainted with MTI, their department, and their new role. The meetings will assess how things are going and will also seek to integrate the new employee into the team. As the employee settles, the supervisor should continue to provide them with support and training on an ongoing basis. The new employee will have to make sure that they complete all required training. They sho...