Onboarding :: getting new hires off to a flying start /
The book provides a clear framework for managers to improve the onboarding process. The authors have developed an easy to use model and process for onboarding which maps out 6 dimensions which can be used to design and implement a systematic organizational process.
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English Danish |
| Veröffentlicht: |
[Bingley] United Kingdom :
Emerlad Publishing Limited,
2019.
|
| Ausgabe: | First editon. |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | The book provides a clear framework for managers to improve the onboarding process. The authors have developed an easy to use model and process for onboarding which maps out 6 dimensions which can be used to design and implement a systematic organizational process. |
| Beschreibung: | Development is about Mastery |
| Beschreibung: | 1 online resource (viii, 263 pages) : illustrations |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 9781787695818 1787695816 9781787695832 1787695832 |
Internformat
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| 100 | 1 | |a Harpelund, Christian, |e author. | |
| 245 | 1 | 0 | |a Onboarding : |b getting new hires off to a flying start / |c Christian Harpelund, Onboarding Group, with Morten T. Højberg, Kasper Ulf Nielsen. |
| 250 | |a First editon. | ||
| 264 | 1 | |a [Bingley] United Kingdom : |b Emerlad Publishing Limited, |c 2019. | |
| 264 | 4 | |c ©2019 | |
| 300 | |a 1 online resource (viii, 263 pages) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | |a Intro; Contents; Introduction; Part One: Take off; 1: Why Invest in Onboarding?; An Imbalance in the New Hire Eco-System is Costly; Onboarding will Become as Important as Recruitment; Far too many Resign Prematurely; Twenty-Five Percent of New Hires Leave Their New Job within a Year; More Than Half of Newly Employed New Hires Regret Their Decision; Twenty Percent of New Hires Who Leave, Do So within the First 45 Days; Four Percent of New Hires Never Return after Their First Day on the Job; There is a Lot to be Learned -- and Earned; A Smart Onboarding Design Saves Time | |
| 505 | 8 | |a Reduced Meeting TimesTraining before the First Working Day -- Pre-boarding; Time-to-Performance; The Honeymoon Effect; Across-company Differences; Better Retention of New Hires; Contented New Hires are Good Business; 2: An Onboarding Mindset; Principle 1. They are Already Motivated!; Motivation is Accompanied by Other Feelings; Motivation and Tension; Motivation and Nervousness; Motivation and Doubt; The Organisation's Readiness Affects Motivation; Motivation is also Affected by What We Do Not Do; Motivations Span from 'Bag-Boys' to Engineers | |
| 505 | 8 | |a Principle 2. It's All about the New Hire -- not the OrganisationThe Organisation Must Not Steal the Limelight; Onboarding Should Not Just be a Checklist; Let Them Demonstrate their Capabilities; Principle 3. Onboarding is a Transition; A Transition Can Easily Go Wrong; Make Onboarding Clear; Onboarding -- That's What We Do; Part Two: In the Air; 3: How Do I Create 'Good' Onboarding?; The Psychology of Onboarding; Three Tracks -- Three Coordinates; Meaning; Autonomy; Mastery; Necessary Contradictions in the Onboarding; Avoid Problematising; 4: The Forming Track | |
| 505 | 8 | |a The Company Culture Forms the EmployeesCulture and Rules; Culture; Start with Why We are Here; Without Meaning, it Becomes Meaningless; The Past Makes Sense; The Future Makes Sense; The Present Makes Sense; Give the New Hire a Wow! Experience; They Must Feel Welcome; Meeting the Director Matters; When Wow! turns to Bummer!; Give the New Hire the Feeling of Fit; The Leader Must Know the Culture; Several Ways to Fit in; Playing with Culture; Rules; It Can Demotivate to Start with the Rules; Be Aware That Rules Exercise Power; It is Motivating to Not Make Mistakes | |
| 505 | 8 | |a Explain Why the Rules are ThereBeware of the 'Cover My Back' Rule; Rules Can Provide Pride and Value; Make it Easy to Comply; When the Rules and Culture Contradict One Another; Forming Ambitions; 5: The Connection Track; There was Complete Silence; Resources for Connection; Networks and Collaboration; The Network; Level 1: The Organisational Network; Level 2: The Work Network; Level 3: The Knowledge-based Network; Level 4: The Social Network; The First Dimension: Inclusion; The Second Dimension: Influence; The Third Dimension: Affection; Collaboration; 6: The Unfolding Track | |
| 500 | |a Development is about Mastery | ||
| 520 | |a The book provides a clear framework for managers to improve the onboarding process. The authors have developed an easy to use model and process for onboarding which maps out 6 dimensions which can be used to design and implement a systematic organizational process. | ||
| 588 | 0 | |a Print version record. | |
| 650 | 0 | |a Employee orientation. |0 http://id.loc.gov/authorities/subjects/sh85042862 | |
| 650 | 0 | |a Employees |x Recruiting. |0 http://id.loc.gov/authorities/subjects/sh85111997 | |
| 650 | 0 | |a Employee motivation. |0 http://id.loc.gov/authorities/subjects/sh85042868 | |
| 650 | 6 | |a Personnel |x Introduction au travail. | |
| 650 | 6 | |a Personnel |x Recrutement. | |
| 650 | 6 | |a Personnel |x Motivation. | |
| 650 | 7 | |a Economics, finance, business & management. |2 bicssc | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Industrial Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management Science. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Organizational Behavior. |2 bisacsh | |
| 650 | 7 | |a Employee motivation |2 fast | |
| 650 | 7 | |a Employee orientation |2 fast | |
| 650 | 7 | |a Employees |x Recruiting |2 fast | |
| 650 | 7 | |a Personeelsbeleid. |2 nbdbt | |
| 700 | 1 | |a Højberg, Morten, |e author. | |
| 700 | 1 | |a Nielsen, Kasper Ulf, |e author. | |
| 758 | |i has work: |a Onboarding (Text) |1 https://id.oclc.org/worldcat/entity/E39PCFv9Kdc7f88X7bdX7GDYHd |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 776 | 0 | 8 | |i Print version: |a Harpelund, Christian. |t Onboarding : Getting New Hires off to a Flying Start. |d Bingley : Emerald Publishing Limited, ©2019 |z 9781787695825 |
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Datensatz im Suchindex
| DE-BY-FWS_katkey | ZDB-4-EBA-on1082208213 |
|---|---|
| _version_ | 1816882482021138432 |
| adam_text | |
| any_adam_object | |
| author | Harpelund, Christian Højberg, Morten Nielsen, Kasper Ulf |
| author_facet | Harpelund, Christian Højberg, Morten Nielsen, Kasper Ulf |
| author_role | aut aut aut |
| author_sort | Harpelund, Christian |
| author_variant | c h ch m h mh k u n ku kun |
| building | Verbundindex |
| bvnumber | localFWS |
| callnumber-first | H - Social Science |
| callnumber-label | HF5549 |
| callnumber-raw | HF5549.5.I53 H37 2019eb |
| callnumber-search | HF5549.5.I53 H37 2019eb |
| callnumber-sort | HF 45549.5 I53 H37 42019EB |
| callnumber-subject | HF - Commerce |
| collection | ZDB-4-EBA |
| contents | Intro; Contents; Introduction; Part One: Take off; 1: Why Invest in Onboarding?; An Imbalance in the New Hire Eco-System is Costly; Onboarding will Become as Important as Recruitment; Far too many Resign Prematurely; Twenty-Five Percent of New Hires Leave Their New Job within a Year; More Than Half of Newly Employed New Hires Regret Their Decision; Twenty Percent of New Hires Who Leave, Do So within the First 45 Days; Four Percent of New Hires Never Return after Their First Day on the Job; There is a Lot to be Learned -- and Earned; A Smart Onboarding Design Saves Time Reduced Meeting TimesTraining before the First Working Day -- Pre-boarding; Time-to-Performance; The Honeymoon Effect; Across-company Differences; Better Retention of New Hires; Contented New Hires are Good Business; 2: An Onboarding Mindset; Principle 1. They are Already Motivated!; Motivation is Accompanied by Other Feelings; Motivation and Tension; Motivation and Nervousness; Motivation and Doubt; The Organisation's Readiness Affects Motivation; Motivation is also Affected by What We Do Not Do; Motivations Span from 'Bag-Boys' to Engineers Principle 2. It's All about the New Hire -- not the OrganisationThe Organisation Must Not Steal the Limelight; Onboarding Should Not Just be a Checklist; Let Them Demonstrate their Capabilities; Principle 3. Onboarding is a Transition; A Transition Can Easily Go Wrong; Make Onboarding Clear; Onboarding -- That's What We Do; Part Two: In the Air; 3: How Do I Create 'Good' Onboarding?; The Psychology of Onboarding; Three Tracks -- Three Coordinates; Meaning; Autonomy; Mastery; Necessary Contradictions in the Onboarding; Avoid Problematising; 4: The Forming Track The Company Culture Forms the EmployeesCulture and Rules; Culture; Start with Why We are Here; Without Meaning, it Becomes Meaningless; The Past Makes Sense; The Future Makes Sense; The Present Makes Sense; Give the New Hire a Wow! Experience; They Must Feel Welcome; Meeting the Director Matters; When Wow! turns to Bummer!; Give the New Hire the Feeling of Fit; The Leader Must Know the Culture; Several Ways to Fit in; Playing with Culture; Rules; It Can Demotivate to Start with the Rules; Be Aware That Rules Exercise Power; It is Motivating to Not Make Mistakes Explain Why the Rules are ThereBeware of the 'Cover My Back' Rule; Rules Can Provide Pride and Value; Make it Easy to Comply; When the Rules and Culture Contradict One Another; Forming Ambitions; 5: The Connection Track; There was Complete Silence; Resources for Connection; Networks and Collaboration; The Network; Level 1: The Organisational Network; Level 2: The Work Network; Level 3: The Knowledge-based Network; Level 4: The Social Network; The First Dimension: Inclusion; The Second Dimension: Influence; The Third Dimension: Affection; Collaboration; 6: The Unfolding Track |
| ctrlnum | (OCoLC)1082208213 |
| dewey-full | 658.31242 650 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management 650 - Management and auxiliary services |
| dewey-raw | 658.31242 650 |
| dewey-search | 658.31242 650 |
| dewey-sort | 3658.31242 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | First editon. |
| format | Electronic eBook |
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| id | ZDB-4-EBA-on1082208213 |
| illustrated | Illustrated |
| indexdate | 2024-11-27T13:29:18Z |
| institution | BVB |
| isbn | 9781787695818 1787695816 9781787695832 1787695832 |
| language | English Danish |
| oclc_num | 1082208213 |
| open_access_boolean | |
| owner | MAIN DE-863 DE-BY-FWS |
| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource (viii, 263 pages) : illustrations |
| psigel | ZDB-4-EBA |
| publishDate | 2019 |
| publishDateSearch | 2019 |
| publishDateSort | 2019 |
| publisher | Emerlad Publishing Limited, |
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| spelling | Harpelund, Christian, author. Onboarding : getting new hires off to a flying start / Christian Harpelund, Onboarding Group, with Morten T. Højberg, Kasper Ulf Nielsen. First editon. [Bingley] United Kingdom : Emerlad Publishing Limited, 2019. ©2019 1 online resource (viii, 263 pages) : illustrations text txt rdacontent computer c rdamedia online resource cr rdacarrier Includes bibliographical references and index. Intro; Contents; Introduction; Part One: Take off; 1: Why Invest in Onboarding?; An Imbalance in the New Hire Eco-System is Costly; Onboarding will Become as Important as Recruitment; Far too many Resign Prematurely; Twenty-Five Percent of New Hires Leave Their New Job within a Year; More Than Half of Newly Employed New Hires Regret Their Decision; Twenty Percent of New Hires Who Leave, Do So within the First 45 Days; Four Percent of New Hires Never Return after Their First Day on the Job; There is a Lot to be Learned -- and Earned; A Smart Onboarding Design Saves Time Reduced Meeting TimesTraining before the First Working Day -- Pre-boarding; Time-to-Performance; The Honeymoon Effect; Across-company Differences; Better Retention of New Hires; Contented New Hires are Good Business; 2: An Onboarding Mindset; Principle 1. They are Already Motivated!; Motivation is Accompanied by Other Feelings; Motivation and Tension; Motivation and Nervousness; Motivation and Doubt; The Organisation's Readiness Affects Motivation; Motivation is also Affected by What We Do Not Do; Motivations Span from 'Bag-Boys' to Engineers Principle 2. It's All about the New Hire -- not the OrganisationThe Organisation Must Not Steal the Limelight; Onboarding Should Not Just be a Checklist; Let Them Demonstrate their Capabilities; Principle 3. Onboarding is a Transition; A Transition Can Easily Go Wrong; Make Onboarding Clear; Onboarding -- That's What We Do; Part Two: In the Air; 3: How Do I Create 'Good' Onboarding?; The Psychology of Onboarding; Three Tracks -- Three Coordinates; Meaning; Autonomy; Mastery; Necessary Contradictions in the Onboarding; Avoid Problematising; 4: The Forming Track The Company Culture Forms the EmployeesCulture and Rules; Culture; Start with Why We are Here; Without Meaning, it Becomes Meaningless; The Past Makes Sense; The Future Makes Sense; The Present Makes Sense; Give the New Hire a Wow! Experience; They Must Feel Welcome; Meeting the Director Matters; When Wow! turns to Bummer!; Give the New Hire the Feeling of Fit; The Leader Must Know the Culture; Several Ways to Fit in; Playing with Culture; Rules; It Can Demotivate to Start with the Rules; Be Aware That Rules Exercise Power; It is Motivating to Not Make Mistakes Explain Why the Rules are ThereBeware of the 'Cover My Back' Rule; Rules Can Provide Pride and Value; Make it Easy to Comply; When the Rules and Culture Contradict One Another; Forming Ambitions; 5: The Connection Track; There was Complete Silence; Resources for Connection; Networks and Collaboration; The Network; Level 1: The Organisational Network; Level 2: The Work Network; Level 3: The Knowledge-based Network; Level 4: The Social Network; The First Dimension: Inclusion; The Second Dimension: Influence; The Third Dimension: Affection; Collaboration; 6: The Unfolding Track Development is about Mastery The book provides a clear framework for managers to improve the onboarding process. The authors have developed an easy to use model and process for onboarding which maps out 6 dimensions which can be used to design and implement a systematic organizational process. Print version record. Employee orientation. http://id.loc.gov/authorities/subjects/sh85042862 Employees Recruiting. http://id.loc.gov/authorities/subjects/sh85111997 Employee motivation. http://id.loc.gov/authorities/subjects/sh85042868 Personnel Introduction au travail. Personnel Recrutement. Personnel Motivation. Economics, finance, business & management. bicssc BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Employee motivation fast Employee orientation fast Employees Recruiting fast Personeelsbeleid. nbdbt Højberg, Morten, author. Nielsen, Kasper Ulf, author. has work: Onboarding (Text) https://id.oclc.org/worldcat/entity/E39PCFv9Kdc7f88X7bdX7GDYHd https://id.oclc.org/worldcat/ontology/hasWork Print version: Harpelund, Christian. Onboarding : Getting New Hires off to a Flying Start. Bingley : Emerald Publishing Limited, ©2019 9781787695825 FWS01 ZDB-4-EBA FWS_PDA_EBA https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1906370 Volltext |
| spellingShingle | Harpelund, Christian Højberg, Morten Nielsen, Kasper Ulf Onboarding : getting new hires off to a flying start / Intro; Contents; Introduction; Part One: Take off; 1: Why Invest in Onboarding?; An Imbalance in the New Hire Eco-System is Costly; Onboarding will Become as Important as Recruitment; Far too many Resign Prematurely; Twenty-Five Percent of New Hires Leave Their New Job within a Year; More Than Half of Newly Employed New Hires Regret Their Decision; Twenty Percent of New Hires Who Leave, Do So within the First 45 Days; Four Percent of New Hires Never Return after Their First Day on the Job; There is a Lot to be Learned -- and Earned; A Smart Onboarding Design Saves Time Reduced Meeting TimesTraining before the First Working Day -- Pre-boarding; Time-to-Performance; The Honeymoon Effect; Across-company Differences; Better Retention of New Hires; Contented New Hires are Good Business; 2: An Onboarding Mindset; Principle 1. They are Already Motivated!; Motivation is Accompanied by Other Feelings; Motivation and Tension; Motivation and Nervousness; Motivation and Doubt; The Organisation's Readiness Affects Motivation; Motivation is also Affected by What We Do Not Do; Motivations Span from 'Bag-Boys' to Engineers Principle 2. It's All about the New Hire -- not the OrganisationThe Organisation Must Not Steal the Limelight; Onboarding Should Not Just be a Checklist; Let Them Demonstrate their Capabilities; Principle 3. Onboarding is a Transition; A Transition Can Easily Go Wrong; Make Onboarding Clear; Onboarding -- That's What We Do; Part Two: In the Air; 3: How Do I Create 'Good' Onboarding?; The Psychology of Onboarding; Three Tracks -- Three Coordinates; Meaning; Autonomy; Mastery; Necessary Contradictions in the Onboarding; Avoid Problematising; 4: The Forming Track The Company Culture Forms the EmployeesCulture and Rules; Culture; Start with Why We are Here; Without Meaning, it Becomes Meaningless; The Past Makes Sense; The Future Makes Sense; The Present Makes Sense; Give the New Hire a Wow! Experience; They Must Feel Welcome; Meeting the Director Matters; When Wow! turns to Bummer!; Give the New Hire the Feeling of Fit; The Leader Must Know the Culture; Several Ways to Fit in; Playing with Culture; Rules; It Can Demotivate to Start with the Rules; Be Aware That Rules Exercise Power; It is Motivating to Not Make Mistakes Explain Why the Rules are ThereBeware of the 'Cover My Back' Rule; Rules Can Provide Pride and Value; Make it Easy to Comply; When the Rules and Culture Contradict One Another; Forming Ambitions; 5: The Connection Track; There was Complete Silence; Resources for Connection; Networks and Collaboration; The Network; Level 1: The Organisational Network; Level 2: The Work Network; Level 3: The Knowledge-based Network; Level 4: The Social Network; The First Dimension: Inclusion; The Second Dimension: Influence; The Third Dimension: Affection; Collaboration; 6: The Unfolding Track Employee orientation. http://id.loc.gov/authorities/subjects/sh85042862 Employees Recruiting. http://id.loc.gov/authorities/subjects/sh85111997 Employee motivation. http://id.loc.gov/authorities/subjects/sh85042868 Personnel Introduction au travail. Personnel Recrutement. Personnel Motivation. Economics, finance, business & management. bicssc BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Employee motivation fast Employee orientation fast Employees Recruiting fast Personeelsbeleid. nbdbt |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85042862 http://id.loc.gov/authorities/subjects/sh85111997 http://id.loc.gov/authorities/subjects/sh85042868 |
| title | Onboarding : getting new hires off to a flying start / |
| title_auth | Onboarding : getting new hires off to a flying start / |
| title_exact_search | Onboarding : getting new hires off to a flying start / |
| title_full | Onboarding : getting new hires off to a flying start / Christian Harpelund, Onboarding Group, with Morten T. Højberg, Kasper Ulf Nielsen. |
| title_fullStr | Onboarding : getting new hires off to a flying start / Christian Harpelund, Onboarding Group, with Morten T. Højberg, Kasper Ulf Nielsen. |
| title_full_unstemmed | Onboarding : getting new hires off to a flying start / Christian Harpelund, Onboarding Group, with Morten T. Højberg, Kasper Ulf Nielsen. |
| title_short | Onboarding : |
| title_sort | onboarding getting new hires off to a flying start |
| title_sub | getting new hires off to a flying start / |
| topic | Employee orientation. http://id.loc.gov/authorities/subjects/sh85042862 Employees Recruiting. http://id.loc.gov/authorities/subjects/sh85111997 Employee motivation. http://id.loc.gov/authorities/subjects/sh85042868 Personnel Introduction au travail. Personnel Recrutement. Personnel Motivation. Economics, finance, business & management. bicssc BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Employee motivation fast Employee orientation fast Employees Recruiting fast Personeelsbeleid. nbdbt |
| topic_facet | Employee orientation. Employees Recruiting. Employee motivation. Personnel Introduction au travail. Personnel Recrutement. Personnel Motivation. Economics, finance, business & management. BUSINESS & ECONOMICS Industrial Management. BUSINESS & ECONOMICS Management. BUSINESS & ECONOMICS Management Science. BUSINESS & ECONOMICS Organizational Behavior. Employee motivation Employee orientation Employees Recruiting Personeelsbeleid. |
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| work_keys_str_mv | AT harpelundchristian onboardinggettingnewhiresofftoaflyingstart AT højbergmorten onboardinggettingnewhiresofftoaflyingstart AT nielsenkasperulf onboardinggettingnewhiresofftoaflyingstart |