ONBOARDING PROGRAM AND ORGANIZATIONAL READINESS TO CHANGE IN BANK SYARIAH NASIONAL

• Main Author: Hilmi, Fadillah
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/79924
• Institution: Institut Teknologi Bandung

The onboarding program has been acknowledged as beneficial to help new employees reach the onboarding levers. The onboarding levers consist of Self-efficacy, Role Clarity, Social Integration, and Knowledge of the Culture (Bauer, 2010). It helps new employees have an emotional connection with the organization, so it could decrease leavers under three months. In Bank Syariah Nasional, the number of leavers is dominated by those with month of work under three months. The company founds that one of the reasons is lack of acknowledgment of job clarity among Community Officer. To overcome this Issue, Bank Syariah Nasional launch an onboarding program to help new employee have better understanding to their role, have better self-efficacy, and help them to adapt faster to the environment. But after almost a year after its grand launch, the completeness rate of the onboarding program has remained at less than 40%. It might be because the organization is not ready to implement the program yet since it is a new program to them. The objective of this research is to know if the organization is ready to implement the onboarding program, areas to improve the onboarding program, and recommendations to increase the implementation of the onboarding program. This research aims to assess the organization's readiness to implement the onboarding program, identify areas for improvement, and propose recommendations. The study employs the Readiness to Change concept, utilizing Jeff Hyatt's ADKAR model, along with Bauer's (2010) insights on successful onboarding. Using a descriptive analysis method, a survey was administered to 741 participants, including Business Managers and Existing Community Officers with a minimum tenure of six months. The Likert Scale survey comprised 69 questions, with 59 deemed valid and reliable. The survey is using Likert Scale with scale 1 (Strongly Disagree) until 6 (Strongly Agree). Four open-ended questions gathered qualitative feedback on the Onboarding Program, followed by interviews with six participants, including Learning Managers and Business Managers, to delve into the unexpected implementation challenges. ii Results indicate that Bank Syariah Nasional's onboarding program exhibits proactive onboarding, successfully impacting levers like self-efficacy, role clarity, knowledge of culture, and social integration. The overall readiness for change score is 4.74 out of 6, indicating a 75% readiness level. While the organization displays awareness, desire, knowledge, and ability to implement the program, unaddressed factors outside the ADKAR concept hindered expected outcomes. Factors such as non-prioritization, managerial inattention, and technical issues, including program duration, administration processes, buddy competencies, and application glitches, contribute to the low implementation rate. Outdated materials also emerge as an improvement area. The proposed implementation plan suggests incorporating onboarding program completeness as a bonus KPI, evaluating program duration, materials, and application, providing buddy training, and introducing program rewards.