ALL ABOARD! BENCHMARKING HUMAN RESOURCES ONBOARDING PRACTICES
Caniac, Helene S.
Salem, Anita M.
Aten, Kathryn J.
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This research investigates exemplary onboarding practices for those entering a leadership role. This research supports innovation in U.S. government human-resource practices by providing the community with (1) knowledge of industry-applied practices and (2) recommendations of best practices based on a literature review and interviews with subject-matter experts. Studies by the Office of Personnel Management (OPM) suggest that government has neglected leadership development, and onboarding may resolve issues that the studies have identified. This study identifies trends in leadership development theories and assesses the extent to which industry practices align with these theories. The analysis of interview data reveals that most human-resource professionals do not perceive a link between their organization’s onboarding goals and onboarding practices. Participants also lacked an understanding of the role that the literature suggests onboarding plays in leadership development. Overall, this study finds that higher-order onboarding practices, to include mentoring, stakeholder engagement, and action planning, are likely the best to support leadership development.
MBA Professional Project
RightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.
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