Topics: Employment, Human resource management, Management Pages: 14 (5031 words) Published: August 27, 2013
I-Cubed is a software applications company that is experiencing challenges surrounding employee turnover and the integration of new employees successfully into the company culture, which are likely due to their recent, rapid growth. Team Sigma, an MBA team from NCSU, determined that creating an onboarding framework would be a solution to begin remedying these challenges. This research paper takes a deeper look at the ways in which the key aspects of an onboarding program could benefit I-Cubed. Research was conducted in the form of interviews, a Value Innovation Quotient survey, and a review of primary and secondary sources on the subject of employee productivity and company culture adoption. Recommendations for a 90-day integration of a best-fit onboarding program are outlined in this research paper.

I-Cubed, a software applications company experiencing rapid growth, faces challenges with employee turnover. Additionally, new employees are having trouble adapting to the unique company culture, which may be a contributing factor in decreased retention. A survey of more than 2,000 HR and training executives performed by Boston-based consulting firm Novations Group revealed that one third of employers experience first-year turnover rates close to 50 % (Amble, 2007). Additional research has found that new employees who went through a structured onboarding program were 58 % more likely to remain with the organization after three years (The Wynhurst Group, 2007). We recommend that I-Cubed create an onboarding program that follows a phased plan. A successful onboarding program first recruits employees with the best company fit, then provides them with an orientation that reinforces continuous learning and addresses key company details such as history, key personnel, administrative details, company language, and processes. Following this, methods such as cross-training, employee networks, and mentorships should be utilized during an ongoing period of time dedicated to cultural assimilation. According to the research presented within this paper, this process is best established through a structured integration plan. I-Cubed Challenges and Onboarding as a Solution

Founded in 1984, I-Cubed is a solutions and services provider in the areas of Product Lifecycle Management, Business Process Integration, and Data Migration. Due to their rapid growth, the client faces an issue regarding the training and retention of new and seasoned employees. It has been suggested that some of this turnover has to do with the unique culture of I-Cubed and the fact that there is not a significant period of formalized cultural assimilation. I-Cubed would like to enhance overall productivity and increase the adoption of the company culture while reducing voluntary turnover of the employee base as a whole. To address these desired outcomes, we recommend that I-Cubed enact an onboarding program with characteristics specific to their needs. We set out to understand the current culture of I-Cubed by working with their HR manager, Jeanine Bradley, as well as researching a variety of onboarding theories and methods to create and deliver a framework for a robust onboarding program. The recommended framework is measurable, adaptable, and built around the key skills and characteristics with which the organization can promote the healthy development of a high performance workplace. The deliverables agreed upon by I-Cubed and Team Sigma include a paper, a presentation, a take-away onboarding model, and a timeline with accompanying ideas and strategies for implementation. Research Methods

Research began with a review of available peer-reviewed literature regarding onboarding and how it relates to job performance and voluntary turnover. Several aspects on what affects an employee’s decision to remain at the company as well as their consideration on what level of production were identified and considered as the team compared the research to the...

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