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The Impact of On-boarding

Many organizations have realized that talent retention starts at the hiring process, and the window of opportunity to impact and impress new recruits comes within the first six months of employment (Gilmore & Turner, 2010; Lundberg & Young, 1997; Verlander & Evans, 2007). According to one HR consultancy, the Wynhurst Group, new employees decide whether they feel at home or not in the first three weeks on the job, 4% of new employees leave after a disastrous first day and 22% of staff turnovers occur within the first 45 days (cited in Caela, 2007). Thus, more and more companies have established formal on-boarding programmes and here there are areas which can be developed to maximize its effectiveness. Importantly, on-boarding is not simply the orientation tour given during the first or second day on the job, but a more comprehensive and strategic programme of integrating new recruits into the organization and providing them with the resources and information needed to integrate and succeed (Friedman, 2006; Lavigna, 2009). Communication is key to a successful on-boarding (Serbin & Jensen, 2013). This section describes strategies to make on-boarding effective.

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