Since the end of the 1980s, HR consultants and academics in the United States have gradually managed to establish employee onboarding as a fully-fledged aspect of business strategies. Whereas onboarding used to be a process reserved for incoming executives only, it now concerns all categories of employees and aims to:
- Reduce the apprehension that new employees can experience when they arrive in a new company;
- Help new employees find meaning in their professional environment;
- Provide incoming employees with material and non-material resources (training, networks, values, etc.) to allow them to be operational and embrace their new functions as soon as possible.
It took several years for the concept of employee onboarding to cross the Atlantic and land in HR departments in France. As markets shift introduction and expectations of new-generation employees evolve, employers in small-,medium-, and large-sized companies are facing unprecedented obstacles: key skills proving increasingly rare, candidate passiveness in recruiting, and volatility of employees whose standards with regard to employee experience are higher than ever.
Turnover and vacancy costs, whether direct or indirect, can be significant. Employers are therefore eager to improve employee onboarding and retention strategies. In practice, however, the processes deployed are often borderline improvised and certainly could do with a little structuring thanks to appropriate digital means.