Assignment

On
ONBOARDING PROCESS
Submitted to:
PROF: ANUPAMA

Submitted by:
K v v uma mahesh
ROLL NO. -017

GBS School of Business Studies

Hyderabad
 ON BOARDING
New employee onboarding is the process of getting new hires adjusted to the social and
performance aspects of their new jobs quickly and smoothly. It is the process through which
new hires learn the attitudes, knowledge, skills, and behaviours required to function
effectively within an organization. The bottom line is that to the degree that organizations can
make new hires feel welcomed into the organization and prepared for their new jobs, the faster
they will be able to successfully contribute to the organization’s mission. While all employees
experience some type of onboarding, the formality and comprehensiveness of onboarding
program varies widely across organizations. For example, benchmarking studies show that
organizations considered “best in class” for onboarding have formal onboarding programs.
Some organizations prefer a more structured and systematic approach to new employee
onboarding, while others follow a “sink or swim” approach in which new employees struggle
to figure out what is expected of them and the existing norms of their new organization.
Onboarding can vary on many dimensions including in its formality, sequencing, size of new
hires onboarded at once, and how supportive the process is of new hires.

Onboarding Tools and Best Practices

In onboarding both the “big things” and the “little things” matter. Having a formal orientation
program and a written onboarding plan are key best practices. However, other more subtle
factors matter as well. Is the new employee greeted warmly on his or her first day Does the
new employee have a functioning workstation right away? Does someone take them to lunch
the first day? The most important day on the job for a new employee is the first day. The
CEO of a major organization recognizes this and takes every employee to lunch when they
arrive at the new company within their first month. This is part of their company culture and
employees proudly share this observation. Since research shows that the trajectory of a new
hires success is set as early as the first two weeks, it is important to make the first day a special
one for new employees. For hourly workers, many do not come back otherwise. Orchestrating
their first day can pay large dividends in the long run. It may be just another day for you as
an established employee but not for the new employee. Below is a list of organizational best
practices for onboarding.

On boarding a candidate is one the important process which HR should do properly. When a
person joins a company, he feels everything is new and different. First day in new office is
always filled with joy, confusion, questions, hesitation, all together mixed feelings. Hence it
is necessary that new joiner should be made comfortable with new environment. Person
responsible for on boarding a new joiner play important role here.

Candidate joining confirmation

 You must have informed office timing to candidate along with offer letter hence you can
expect candidate to join at office in timing. First thing in morning, you need to check out,
number of candidates expected to join today. You can simply confirm from your reception
about candidates who are joining in office where you located and for out location candidates
either confirm from admin executive (if you have any) else call candidate on his mobile to
confirm his joining. Accordingly, send intimation to all support functions including recruiter
and reporting manager about candidate joining status. This is important as they also need to
take action at their end and it will be good if they come .

Making new joiner comfortable

Once candidate joins and waiting at reception, do not let him wait for long. You should
welcome him warmly and let him sit in a conference room or place you have for new joiner
induction process. You should ask for tea and coffee and arrange.

Joining Kit:
At the same time, you can handover joining kit to candidate to fill. I would suggest that
Joining Kit should be bind in form of a booklet.

There are various documents which should be part of such Joining Kit. These documents are
mentioned below:
1) Welcome note
 Joining Report
 Employee Information Form
 I Card Form
 PF Form 11 (PF Declaration Form)
 PF Form 2 (PF Nomination Form)
 ESI Form 1 ( ESI Declaration and Nomination Form)
 Gratuity Form F (Nomination Form )
 Confidentiality Agreement/ IPR Agreement
 Any other Agreement standard for employees
 Induction Feedback Form

Personnel file documents:

Also inform candidate about documents which need to be submitted for personnel file. You
can also send list of documents required for personnel file from candidate while sending offer
letter so that candidate is aware and get time to collect these documents and bring it along
when joins.
 Vital documents which you need to collect from new joiners are:
Acceptance of Appointment letter
 Educational Qualification documents
 Relieving letter/ Experience letter of last company (or all companies with whom he has
worked)
 Photographs (3-5 depending upon your requirement)
 Permanent Address proof
 Present / communication address proof
 ID Proof
 Employment application form
 Salary proof of last company
 All documents in Joining kit
 resume

Induction about Company and policies

Once new joiner is through with filling the joining kit and submission of personnel file
documents. You can start his induction on company and its policies. It is advisable to have a
presentation ready for giving induction to new joiner.

Your induction presentation should cover followings

About Company
 Top Management of Company
 Vision, Mission and Ideology of Company
 Various Service offering/ Product of company
 Key Clients
 Main HR Policies and Procedures
 Payout Dates (Salary, Reimbursement, Incentive etc)
 Details of Support functions contact person along with their email id and phone numbers

Normally, first day new joiner get download of so much information that it is difficult for him
to remember all hence he loose his focus. You can have a Induction assessment test after
induction is over. This will help new joiner to go back to main important points again and
understand them.

I will soon write about induction in more detail so please wait till that time. Above, will give
you a basic framework.

Bank Account opening

You need to get bank account open for new joiner so that salary, reimbursement, incentive
etc can be transferred there. You can tie up with any of the bank which suits to your
requirement. If you have localize operations then choose bank which has better connectivity
in your area or in case of pan India operations, find bank with national presence. Now with
facility of accessing any bank ATM has reduced our pain in selecting a bank as employee can
withdraw money from any bank ATM. Sometimes, due to pressure of opening bank account
for large number of employees located across India, especially in case of mass hiring, we go
with KYC (Know Your Customer) arrangement with bank. In this case employee needs not
to submit any ID proof, to get the bank account open. Only some banks provide this facility.
But I would strongly oppose this practice. Please ensure that your employee do submit ID and
Address proof to get the bank account open. Tomorrow, in case, bank account opened by
KYC method, where you have attested and signed the bank form on behalf of employee, found
involved in illegal activities, you can also be in trouble.
Coordination with Admin and IT

A new joiner require laptop / desktop, mobile, SIM, Official Email id, Sitting place, Visiting
Card, Access Card, any other tool, hence it is important for HR to coordinate with these
support functions to make sure arrangement of same. During pre joining formalities, we
discussed that HR should inform support functions about candidate expected joining in
advance so that they can make necessary arrangements.

Handover appointment letter and explain

You should handover hard copy of appointment letter to new joiner and explain the same
to him, especially the salary structure part. Once he understood everything, then get
acceptance on one copy to file in his personnel file and give second copy to him for his
record. Don’t give it loose, please give it in company printed envelopes.

Induction about Project through reporting manager

Once you are through with HR related activities, then you can communicate reporting manager to
meet new joiner. It is very important that the person to whom new joiner need to report, should
meet him to set up base with each other. Reporting manager need to take out time to meet new
joiner and induct him about project / department/ function on which he need to work and answer
queries. Further, reporting manager should introduce new joiner to rest of team members of project/
department. HR person should, also as process, introduce new joiner to every member of branch so
that rest of team members should also know about new person joining.

HR person can send mail to all employees, which should describe about person who has joined today
along with his designation, past experience, educational qualification, hobbies and contact details.
Normally, companies have a group email id which includes each and every employee, HR can send
mail at this group id. An advise to HR that never ever let this group email id open for every team
member to be able to send mail. If it is open for everyone then anyone can send anything.

GOOGLE

Google was founded by Larry Page and Sergey Brin while they were students at Stanford University.
The company was officially launched in September 1998 in a friend’s garage. In one of the most
anticipated Initial Public Offerings (IPO) Google raised $1.67 billion in August of 2004. Today, Google
has over 12,000 employees in offices throughout the world.

Google’s mission statement and corporate culture reflect a philosophy that you can “make money
without doing evil” and that “work should be challenging and the challenge should be fun.” These
beliefs dominate life at Google
Google Company Culture
Google is a high-energy, fast-paced work environment. While the dress code might be
“casual” the company attracts and retains some of the brightest minds in the technology
industry. There is a work hard, play hard atmosphere. The Google Mountain View, CA
headquarters (aka “the Googleplex”) is a campus-like environment. There are workout
facilities, a café, well-stocked snack rooms, and a dorm like environment. View the Google
Office Descriptions for more details.
In my opinion, one of the coolest programs at Google is the 20% time program. All Engineers
at Google are encouraged to spend 20% of their work time on projects that interest them.
Not only does this keep Engineers happy and challenged, but its also good business: some
estimates put half of all new product launches can be directly attributed to projects that
came from the 20% time program.

GOOGLE ONBOARDING PROCESS

1 In-person training
Onboarding is particularly important at Google because the inner workings of the company
are top-secret, often parodied, and fanaticized. New hires often have a Disney-esque image
of their new job. Once hired, these new Googlers or Nooglers undergo a two-week in-person
training and orientation program that explains the organizational structure, core
technologies and programming practices. Beyond that, senior engineers deliver live lectures
on Google practices and culture. during which they talk about their experience and share
the “engineering perspective”. This way, higher-ups are better able to establish rapport and
reach the Nooglers because everyone shares engineering values and language.

2. Thorough Introduction to Company Culture

A class at Google, Life of an Engineer, is the lifeblood of the onboarding process. It helps
developers acclimatize to the norms and and practices that make productive Google
employees. For instance, one of Google’s fundamental organizational values is change.
Technological and organizational evolution is so rapid that a positive attitude towards
embracing new systems and ways of doing things is critical to feeling comfortable and being
successful at Google. During the course of the presentation, the new engineers learn their
way around available intranet resources, which explain how to become a productive Google
engineer.

3. Checklists
A company-wide list lets Nooglers know what to expect in the first week to month and
beyond. It acts as a reference so developers don’t feel pressured to memorize systems,
practices, events and institutions in the first week.
4. CodeLabs
Even the juggernauts hired by Google have to learn how a particular proprietary technology
works, so Nooglers attend hands-on tutorials called Codelabs to get up to speed. Presumably
a Noogler is an experienced developer so the point of these tutorials is to give them simple
tasks to acclimatize to the technology. They’re also used by experienced engineers who
wants to periodically refresh their knowledge of different instruments so there’s no shame
in attending one. Since Codelabs sometimes lack context-specific information, Google
created Codewalks that are hosted by a code’s designer or expert and go over examples and
the source code.

5. Seriously, Extensive Resources

Beyond the class, intranet, rookie mailing list, and initial orientation, there is a company-
wide glossary so everyone is speaking the same language and a developer handbook so
everyone is on the same page stylistically. I won’t give an example here because I don’t want
to risk making a complete fool of myself. But to clarify, the handbook doesn’t tell Nooglers
not to pair plaid patterns, it determines the notes and hierarchy they code using. Nooglers
aren’t required to memorize the glossary and handbook, but everything is there for
reference.

6. On-the-job training
The first project assigned to new software engineers is called a “starter project”. The project
is supposed to be short (around two weeks) and be a good introduction into a specialized
field. Apparently, the specialization aspect is less true in practice, but starter projects are
low-risk and not overwhelming in the slightest.

7. They have a mentorship program

Every Noogler is assigned a mentor who is successful within the company and who has taken
a course on typical new hire needs. At first, the mentor is just a friendly face to meet them
at the end of their first day and show them the facilities, but their formal relationship spans
an average of three months. Google has tried to make mentorship informal, which means
some mentors are better than others — and some veteran Googlers have been known to
take whole groups of Nooglers out to lunch so they can ask questions.
Google engineers are usually organized in small teams to minimize the complexity of
environment. This arrangement allows for close collaborative professional relationships, or
cognitive apprenticeships, between the established team members and the rookie.To
overcome the perennial problem that newcomers are afraid of asking “stupid questions,”
Google h40as created NEHEN or “Noogler Engineers Helping Engineering Nooglers,” a
dedicated mailing list (although this audit is a couple years old so I’m assuming Google and
NEHEN are post-email on this). The list is highly used in the first ten months of a given hiring
period: a top poster makes fewer than 10 posts/month, but the list receives an average of
1000 posts per month.

8. They Still Check-in

Even once they graduated from Noogler to Googler, employees send Weekly snippets, which
are a very short bullet point describing what they did that week. At the end of every quarter,
they take part in a self-assessment and set goals called Objectives and Key Results. During
the initial orientation lectures, Nooglers create some of these measurable goals, which could
be daunting, but the Rule of Thumb is they should achieve 70% of what they set out to do.
Where institutions do choose to look at and enhance existing infrastructures, it is our view
that such an approach should be founded on an unequivocal board mandate to enhance the
customer experience, and to obtain the incremental revenue available from rapid
onboarding, whilst delivering the best practice recommendations of in-country regulators.
Achieving that goal without the disciplines imposed by automation is unlikely to succeed in
a bank of any scale or with an international reach. Systems need to support workbox
management, static data propagation to downstream systems, document management and
legal document execution, enhanced management reporting and fully transparent audit
capabilities. Systems and processes should draw on the best available database sources to
automate checks on the customer but call appropriately upon trained manual oversight to
verify the endings and document the decisions taken. Primarily, systems must meet the
need for information from customers and from management and underpinning this it must
deliver proof of performance to management and to the regulators. Systems need to be
effective for initial Client Due Diligence when setting up customers, for changes in their
status or approved product range, and for changes in their legal groups or controlling
interests. Routing the customer to an Enhanced Due Diligence review should be rules driven
and consistent, and any management decision to override the rules should be justice and
documented. Systems should schedule and drive the routine periodic review of customers
and enforce quality standards by recording and attributing the reasons for any decisions
taken. Systems need to be future proofed by accommodating the expected LEI standards