Study shows that confusing processes are the ones that most hinder the integration of professionals
Confusing decision-making processes, without methods, are the ones that most hinder the integration between professionals, regardless of their generation. The factor that least disturbs this interaction is the lack of experience or skill. In addition, professionals mention that, when it comes to onboarding effectiveness (series of actions to integrate new employees into the company's organizational management), some measures were implemented, and others were not. The data are from the study “Business Onboarding”, carried out by professor Paul Ferreira, professor of Strategy and Leadership and vice-director of the Center for Studies in Organizations and People (NEOP) at the School of Business Administration of São Paulo (FGV EAESP), in partnership with the Talenses Group.
The survey also shows that the lack of clarity in decision-making processes, misalignment with direct leadership figures and lack of understanding of how the organization works also hinder the adaptation of new employees. However, some procedures taught during onboarding were actually experienced in their daily lives, which has shown the assertiveness of this process, but even so, employees sought people from their team to help them with their integration and looked for communication tools internal official and/or historical records to understand what had already happened in the past.
In general, research demonstrates positive results as a result of onboarding. Among employees, 89% understand their activities and how to carry them out, 70% understand how to meet their managers' expectations, 53% know their managers' criteria in evaluations, 73% know who to ask for support when needed, 75% have teams working in sync and helpful and 56% have managers who know how to guide them. Thinking that most companies transmit only a description of activities and an overview of their operations in the period in question, the onboarding was assertive. However, thinking about the initial integration, 33% of employees agreed that the difficulty of contacting other colleagues hindered the adaptation and initial development,
According to FGV EAESP professor Paul Ferreira, onboarding has two main objectives:
a) Allow a quick and effective operational adaptation (eg what I have to do, what are the objectives and forms of evaluation, who is my team and my hierarchy);
b) Allow a quick and effective cultural adaptation (eg what are the norms and values, what unites us, what types of relationships are valued...). Data reveal that employees take from one to three months to feel fully adapted to the organizational culture, and from one week to one month to completely adapt to their daily activities.
According to the results, the most efficient onboarding follows a face-to-face model. Most respondents relate to the face-to-face model greater learning, autonomy, integration with colleagues, connection with the company and understanding of how it works, but also to meetings that are often long and tiring. Along with this, respondents associate both models, online and face-to-face, with a better adaptation to activities and the achievement of good performance and better engagement, which shows progress in relation to the online environment that previously had low engagement.
Sample
The survey aimed to understand the effectiveness of integration programs (onboarding), composed of 346 men, 206 women and 1 person who does not identify with either gender. Respondents are mostly Managers and Analysts in their companies, who work in different areas. Those hired as CLT add up to 66%, and most of them work on-site (37%) or hybrid (40%).
