| dc.description.abstract | The purpose of this thesis was to identify how managers could be operational faster. The managers who participated in this study pointed out that they are dependent on a thorough introduction to their role. Whether they were hired as external or internal candidates, they saw the benefits of having an onboarding plan which walked them through key aspects of their position. The study shows how there is a difference between external and internal hires, where those who come from inside the company are given a less formal onboarding. The study also shows how the onboarding of a manager is fairly similar to those who do not have personnel responsibilities, even though managers expressed that they would have wanted more management training as part of their onboarding.
Throughout the eight interviews we conducted with managers in a medium sized, Scandinavian firm, it became evident that knowledge sharing could be a key aspect of a successful onboarding process. The managers expressed that they would be functional faster in their position if they were given more information, training, and introduction to both their role and the relevant IT-systems. By transferring knowledge from the company to the new hires one could remove obstacles in the start-up phase, reducing both the level of frustration among new hires and the time spent on inefficient search for information.
The study concludes that an onboarding is not a copy-paste process, where one size fits all. The managers expressed how there often will be a need for customised processes to make the best fit for the actual candidate. Meaning that managers would like to contribute to planning their own onboarding, so that they can focus on the parts that are most relevant to them. | en_US |
