Improving the new employee onboarding program: An insider action research in the marketing department of Sun Life of Canada (Philippines), Inc.

• Main Author: Filio, Camille A.
• Format: text
• Language: English
• Published: Animo Repository 2019
• Subjects: Employee orientation; Personnel management; Sun Life of Canada (Philippines), Inc.; Human Resources Management; Training and Development
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/7029
• Institution: De La Salle University

This insider action research identifies an array of issues in the new employee onboarding program. Among the identified issues, the focus that this research intends to address is the concern on the delayed deployment of new computers specifically to new hires. As the new employee onboarding program takes up months to complete, this action research is focused on the pre-arrival preparation with the objective of timely release of the new computer on or before the new hire's first week at work. The issues are validated with the use of personal interviews and hypothesis testing to validate perceptions and observations of new hires, hiring managers, Marketing's Administrative Assistant, IT department and HR department. This research is generally guided by the processes and frameworks suggested by Coghlan and Brannick. It used first-, second- and third-person practices to test assumptions and avoid biases. It also applied The Service Profit Chain (Figure 7) as the theoretical framework that helped strengthen the issue and provide a strong rationale for this action research topic. The service blueprint was used as a tool to map the process with the hope to improve the program's existing checklist, but was found to be overwhelming by the collaborators, however, was utilized to improve and simplify the communication content sent to hiring managers. The DMAIC conceptual framework was applied throughout the cycles that guided the actions and decisions taken. As the result of mapping the program's process based on experiences of involved parties, it had been realized that the use of time and motion observation from a sample has helped to reconcile knowledge and experience. It was also found to be beneficial to identify pain points better while mapping the service blueprint. The use of the service blueprint was also a helpful guide in drafting the communication to the identified target audience of the program. Initially, involved members pointed faults on others, but was soon realized by each member that each had faults that contributed to the delay. It was not the fault of each member but a flaw in the coordination system, unclear communication and flaw on the integration and missed scope of a newly introduced software solution. This is found to be helpful for organizations that are considering to improve any existing program, be it internal or external. It is highly recommended to extensively identify the stakeholders and understand their concerns and perspectives that will help improve an existing program. To organization managers, it can also be noted that subtle tensions are brought about by misunderstandings and misperceptions among colleagues. Streamlining the coordination among colleagues and having clear communicated delineating roles and responsibilities may improve working relationships and efficiency. However, if members are made to understand the big picture, it can better trigger ideas for innovation or process improvement. Ergo, promotes a harmonious relationship and collaboration among peers.