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Project Report submitted in partial fulfillment of

The requirements for the degree of


Sinjini Patra
Sarthak Dutt Mishra
Prashant Saxena
Rohit Jaiswal
Amit Raj
Gunjan Singh
Harshit Varshney

Under the guidance of





In performing our assignment, we had to take the help and guideline of some respected
persons, who deserve our greatest gratitude. The completion of this assignment gives us
much Pleasure. We would like to show our gratitude Dr. Charu Chaudhry, Institute of
Technology and Science, Ghaziabad for giving us a good guideline for assignment
throughout numerous consultations. We would also like to expand our deepest gratitude to all
those who have directly and indirectly guided us in writing this assignment.

Many people, especially our classmates and team members itself, have made valuable
comment suggestions on this proposal which gave us an inspiration to improve our
assignment. We thank all the people for their help directly and indirectly to complete our

 The concept of onboarding is one used in the context of business and human resources
that refers to the process of orienting new employees in a manner that aids in overall
retention. It goes beyond what we’ve come to know as orientation. This process focuses
on helping employees to become acclimated to their new workplace in a timely fashion
and bringing them “on board” with regard to company culture, understanding of job
function and overall comfort level. Continue reading this article to learn more about the
ways in which companies are making new hire training and orientation more
comprehensive and some best practices that are being implemented across industries.

 Employers and recruiters are beginning to see that a quick introduction to the job is not
an effective way to achieve employee competence and understanding. In order to
cultivate a workplace in which staff members understand every aspect of their positions,
perform their jobs well, feel valued among their co-workers and possess adequate job
satisfaction is to invest in an introduction program that meets a variety of needs. A good
program, by most standards, helps new employees to feel welcome on the job and
minimizes the time it takes for recent hires to become productive in their positions. The
ultimate goal of such comprehensive development activities is to achieve improved
retention rates, limiting the cost and hassle of high turnover.



 Enable

Enable your employees to be productive as soon as possible by preparing them for

employment; gathering the necessary administrative documents with ease; and, providing them
with the equipment, tools and resources necessary to carry out the responsibilities of their role
in the most efficient way possible.

Consider whether automating new hire paperwork would help you better deliver on your
employment brand, as well as whether its potential impact on KPIs justifies its implementation
cost. Don’t forget to better enable your process stakeholders to fulfill their assignments, as
well. Get their feedback on what they are doing that could be done by a tool, instead…so that
they have time to refocus on more strategic activities that will better support your employment
brand. The decision to use a tool to automate many onboarding-related tasks such as equipment
provisioning, benefits enrollment, payroll coordination, training curriculum milestones and
mentoring relationship activities will certainly impact the extent to which your organization
will be able to introduce other concurrent changes to your onboarding process.

 Enlighten

Enlighten new hires about the opportunity that exists with your organization by reinforcing
their reasons for choosing you, and educating them about the potential career options available.
A simple way to start down this path includes scheduling time for new hires and supervisors to
reiterate the responsibilities of the position, discuss performance expectations, detail timelines
for accomplishing mastery of skills and discuss the next big goals for the organization.

Think of this activity as an exercise in reducing buyer’s remorse. Just like receiving a phone
call from the dealership after a new vehicle purchase helps to remind you of the heated seats
you’re now enjoying, a conversation between a new hire and management helps the employee
to feel assured that he was hired for a reason, and the job is indeed the same role for which he
was initially excited enough to apply.

Employees that are aware of long-term learning opportunities, such as advanced training and
mentoring, are more likely to stay with your organization, as well.

 Impassion

Can you see how employees that are passionate about your organization drive your business
outcomes? Think in terms of customer satisfaction and retention, employee referrals and
greater attention to operational efficiency as a start. Job passion will grow when employees are
challenged in productive ways, recognized for their efforts and championed for their results.

Communication is fundamental to the aforementioned activities, and it can be fostered

effectively early on through frequent, intentional opportunities for new hires to engage with
others in your organization. Many firms get this “social” part of the equation right, but maybe
at the expense of also managing onboarding-related tasks successfully. Or, some organizations
stop socializing after the obligatory new hire lunch on day one of employment. Don’t stop
doing lunch…but start thinking beyond the first week for chances for new employees to
collaborate with others.

A good onboarding program helps you…

1. Attract and retain top talent.

59% of HR professionals think that the next few years will bring a major battle to retain talented
and top-performing candidates. While it’s easy to match perks and salary, it’s much harder to
deliver on the intangible reasons why employees stick around, such as good rapport with managers
and a thriving company culture. With an awesome onboarding program, however, you can build
a strong foundation for the intangible elements that create an amazing work culture, and use that
to attract and retain top talent.

2. Engage employees early on.

While company core values and culture differ depending on the organization, research from
Gallup’s “State of the American Workplace Report” indicates that regardless of those differences,
the outcome that mattered most was engagement among employees, particularly engagement soon
after joining a company. If you put every new hire through a thoughtful, educational, and fun
program, you’ll go a long way towards fostering engagement and retaining it in the future.

3. Boost business growth.

Engagement should be the objective of any onboarding program, not just because it builds culture
and rapport, but because it also drives business growth. According to Gallup, employees who were
highly engaged with their company had 147% higher earnings per share than their competition.

4. Build trust and alignment.

Good welcome programs educate and inform new hires about organizational practices. Have new
hires meet with senior management and hear from them directly about key organizational
initiatives and goals. At Zenefits, our CEO meets every new hire and makes a short speech to
welcome them to the company.

This is a great time to review your mission statement with the new recruits and to help them adjust
to and understand your company culture.
5. Forge connections with employees.

A great deal of Gallup research indicates that the most engaged employees are the ones who have
strong connections with their co-workers and managers. Help them build those connections by
assigning them a mentor or buddy during their first week or two. Their mentor can serve as a
resource and sounding board for their experiences during the first thirty days.

6. Encourage open communication.

When you start a new job, it can be intimidating to share concerns or feedback about your new
role and surroundings. An onboarding program can provide the structure and a setting for new
hires to get answers to questions about their new workplace without the pressure. Providing this
forum during onboarding goes a long way towards fostering the kind of environment employees
thrive in.

7. Decrease turnover.

When employees leave your company, regardless of whether they’re a bad fit or just moving on,
it can negatively impact your bottom line and team morale. Implementing an onboarding program
goes a long way towards ensuring a better employee/employer fit right from the start, as well as
opening up the lines of communication and keeping employees engaged in the long-term.



The onboarding experience consists of three distinct phases:

1. Pre-boarding: from the moment an offer of employment is made until the new
employee steps through the door on the first day of work.
2. Orientation: roughly speaking, the first month of employment, with particular
emphasis on the first day and first week.
3. Continued onboarding: the period between orientation and the employee reaching
full productivity – usually accepted as being around six months.
 Perfect pre-boarding

o Once an employee has accepted your job offer, send them an email or, better
still, a message on the company's enterprise social network (ESN), employee
app, or intranet. Welcome them to the team and invite them to tell the rest of the
team a little about themselves, so that they feel known and recognized when
they enter on their first day. Chances are they'll have already struck up some
conversation or relationship with colleagues before they even start on
day one.

o Provide access to the relevant documents and guidelines, like your employee handbook,
which should include details like dress code. Add an organizational chart, so they know
who's who straight away.

o Send explicit instruction about where they should be, at what time and who they should
ask for on their first day.

 Awesome orientation

o Make sure the new employee's line manager welcomes them and does the initial

introductions and onboarding on their first day. Nothing says "you're a menial nobody"

like outsourcing onboarding to a junior team member.

o Introduce new employees to the relevant team members and any other departments

they're likely to work closely with then give them a full tour of facilities, letting them

know important things like policies, security, the location of bathrooms and when and

where to take breaks.

o Give all employees a small welcome gift on their first day. You'll be surprised how

much a hotel branded mug or apron with your restaurant's logo will mean to a new

o Managers should take new employees to lunch in the canteen or cafeteria on their first

day. It's a great chance to talk about some of the next points in a less rushed and more

informal setting.

o During the first week, new hospitality employees—no matter which department—

should be informed about:

 Company purpose, brand, and tone of voice

 Common guest types, their needs, behaviors and how to serve them best
 Their individual and team goals and responsibilities

o . During the first week, managers should make sure hospitality employees have access

to all relevant tools, including any company intranets or internal comms platforms that

will be used as the primary communications vehicle between head office and front-of-

house employees in particular.

 Outstanding onboarding

o Make sure new employees know how to contact their direct manager, their colleagues,

and their HR manager if they have any questions. A company ESN is perfect for this as

communication is an accessible, real-time low barrier, so employees feel easier using

ESNs than confronting busy managers face to face.

o Make sure new employees see the enthusiasm of the team and their managers during

this period.

o Line managers should have regular check-ins with all employees, but these should be

more regular for new starters. This is where managers can identify training

opportunities as well as specific skills that employees might use within the organization.

Onboarding opens significant opportunities to connect with and engage new employees, for
the long term. Onboarding goes beyond traditional orientations and inductions to prepare a new
hire to be a fully competent and contributing employee, committed to the business.

Hospitality onboarding is definitely not a one size fits all approach. It needs to respond to the
needs and expectations of the individual employee. It is therefore really important that before
you embark upon designing an onboarding process, you first understand your workforce.

 Technology
Y/Z’s are more comfortable with technology than any generation before them.
They are the “digital natives” that can intuitively work across multiple platforms.
They expect to be able to access technology to complete employment paperwork,
share and access information and develop social connections across your

 Tailored
Onboarding should be pitched at the right level and tailored to the specific role.
Gen Y’s and Z’s are multi-modal learners and demand communication and
personalised training that accommodates their individual approach to receiving
knowledge. A mix of interventions including on-the-job learning, eLearning,
shadowing, buddy programmes, group discussions and mentoring all add up to
make the first days inspiring and motivating for these young workers.

 Team
Y/Z employees are used to working as part of a team, having often been educated
in group environments. They like to get to know their team and share experiences
with colleagues. It is important to provide opportunities for Y/Z’s to develop
relationships across the business so that they feel a strong sense of belonging –
irrespective of their hours and shift rotations.

 Trajectory
Millennials and their younger counterparts have very high expectations for their
career trajectory. They’ll probably want to know what they need to do to get
promoted and how long it will take to get there.
It will be important to have frank conversations with Y/Z employees right from
the outset about how you intend to develop their skills and increase their
responsibilities over time. Introducing performance milestones for them to strive
towards in their first 3/6/12 months will help focus their performance and keep
them invested in their own success.
 Context
More than any other generation, Gen Y/Z’s want to understand ‘why’. Context
is key. Finding ways to immerse your new hire in your culture, to see first hand
the company values in action, and to understand how what they do contributes
to the overall business strategy and objectives is essential to getting their
commitment and buy-in.



The Onboarding process needs to begin as soon as you know who's going to join the company,

even before they start working so they have the chance to live the brand beforehand. It should

have the following elements:

• Orientation: send your employee a welcome letter that includes his schedule, tips to

go to the company, dress code (you can even send the news hires the tag they will have

to wear on their uniform) and other useful information.

• Organizational chart: send an organizational chart to your new hires. That will help

them to get familiar with faces, names and titles (who is who).

• Introduce them to the team: you can do that by sharing with the team their resume

and job descriptions. Let the new hires write a letter about themselves so every team

member can see a little glimpse of their personality before they start.

• Share their employee plan: here you should send them a detailed job description with

their responsibilities and goals, which should be SMART (Smart, Measurable,

Attainable, Realistic and Time-based).

• Guest knowledge: make sure your new hires know from where are your guests, their

needs, behaviour and other relevant information. That way they will be able to offer the

best experience possible to them from day one.

• Branding: align your new hires with your brand's personality. Communicate to them

which is the tone and voice of the brand. How you want them to be perceived by the

guests or if they have to say something specific.

• Keep it open: let them know they can contact you at any time in case they have any

doubt or they need help.




The first day is very challenging, there are a lot of things to learn and a lot of details to take

into consideration while interacting with a guest. Failing in one of those may end up giving the

guest a bad experience. Hence giving them a bad first impression that will change the guest's

perception of your company.

After introducing the new hires to everyone and doing all of the required paperwork, their

respective manager should:

• Assign a mentor or a "buddy" to each of your new hires. In doing that, they will ask

questions that they wouldn't feel comfortable asking to you. Additionally, they will start

building a relationship of trust and respect.

• Show them the facilities and teach them what they need to know about policies or


• Give your new hires a welcome gift. It doesn't have to be something fancy, just a little

something like a snack, a t-shirt or a coffee mug with your hotel's logo. That will make

them feel welcomed and valued.

• Show your enthusiasm to your new hire. They have to know that you are excited and

looking forward to work with them.

• Take them to lunch to the hotel's restaurant or the cafeteria so you have the chance to

know each other more personally and experience the customer experience.

At the end of the day it is recommended that your new hires have a one-on-one meeting with

their manager. That way you will know how they felt in their first day, help them solve any

doubts, motivate and give them feedback.



• The first week is all about making sure that your new hires are involved in your

company and its culture. Also, managers need to keep letting them know how valuable

they are and tie in tasks to their career growth "Once you know how to do this you'll

move on to a more challenging task".

• Besides, they must have one-on-one meetings every day during the first week and ask

them how things are going. There's a ton of knowledge for them to absorb in hospitality

& tourism roles, although they can also provide valuable information. Hence, sharing

honest feedback and being specific is key to fill as many knowledge gaps as possible.

• In the second week, their managers have to wrap-up the small things. Those details that

may make the difference between having your guests happy or angry. After that, they

have to give opportunities to perform to the new hires, be available to address any

doubts and acknowledge their efforts to make them feel motivated.

• Plan ahead everything to speed up your onboarding process. You can do that using

mobile platforms that offer easy and convenient access to your information. For

example, you can save time and resources using an app to gamify a quiz to test the new

hires on names, roles or procedures, amongst other things. Also, you can use it to share

surveys to assess company knowledge or micro-content about products, competitors or

anything you want them to know.



 Welcome a new employee with a letter. Before the individual’s first day, send a
friendly and informative letter to welcome him and review his first day’s schedule,
helpful tips for parking, to whom he should report, etc. Alternately, you can post new
employee schedules, materials, benefits forms and a FAQ on your company Intranet,
and make it accessible from a link in a welcome e-mail.
 Prepare a corporate “family tree.” Familiarize new hires with your company’s
“who’s who.” You can make photos, names and job titles available on your company’s
Intranet, or maintain a simple bulletin board with the same info to facilitate the getting-
to-know-you process.
 Pre-orient existing staff members. Provide employees with your new employee’s
résumé and job description before he starts. Advise each team member to conduct a
meeting with the new hire in which he shares a description of his own position, reviews
the ways their roles interact and covers how they might work together in the future.
 Approach the process from the employee’s point of view. The onboarding process
can be complex and overwhelming for your new hire. To keep your new team member
feeling valued, try to create orientation procedures that make the process fun,
interesting and as painless as possible.
 Provide and review a written plan of employee objectives and responsibilities. This
step will eliminate confusion about job functions and will open the floor to discuss
concerns or new opportunities.
 Give the new employee your undivided attention. Be careful not to let e-mails, phone
calls or other employees distract you during orientation sessions, because this sends the
unintended message that the new hire is not worth your time – a real morale-killer.
 Make day one personal. Prioritize interpersonal relationships with key colleagues as
soon as your new employee starts. Make sure you welcome the whole person – not just
a set of job functions – from the outset, and you’ll be sure to make a great first

 https://www.horizonhospitality.com/2011/03/15/effective-employee-
 https://www.cognology.com.au/5-ts-hospitality-onboarding/
 https://blog.atrivity.com/keys-for-an-effective-onboarding-plan-in-
 https://blog.speakap.com/en/onboarding-hospitality-employees
 https://www.horizonhospitality.com/2011/03/15/effective-employee-
 https://www.todayshotelier.com/2017/09/30/onboarding-the-right-
 https://www.modernrestaurantmanagement.com/why-onboarding-
 https://www.exacthire.com/blog/hiring-process/what-does-employee-onboarding-
 https://www.zenefits.com/workest/top-7-benefits-onboarding-program/