The Onboarding Process at Prime Group
Onboarding practices occupy a prominent place in the employees´ integration in an organization's new journey.
June 30, 2022
3 minutes read
The alignment of the expectations created in the recruitment process with the new joiner’s reception is crucial for the success of his entire integration.
Onboarding practices occupy a prominent place in the employees´ integration in an organization’s new journey. At Prime Group, Onboarding is seen as a practice that begins at the end of the recruitment process and extends itself over time, following the path of each employee and preparing him for different challenges aligned with his career, not exclusively limited to the first few weeks of integration into a new company. The alignment of the expectations created in the recruitment process with the new joiner’s reception is crucial for the success of his entire integration.
At Prime Group, with our onboarding plan, we seek to train each employee to face role’s challenges combined with each growing step, through his participation in training academies, in development programs that combine face-to-face or remote training with coaching and mentoring methodologies and a constant business shadowing on the field.
In addition, we believe that an onboarding plan also involves the acculturation of newcomers in our structures/companies, which implies their entire immersion in a new context with a specific modus operandi, value system and network of interactions. This being said, the focus is not only to ensure that the set of technical and human skills is complied with the requirements of the role, but also to ensure there is a full integration into the internal dynamics of each company – an acculturation that becomes critical specially when our target implies professionals with experience in business models and/or sectors similar to ours, but who come from an external context.
Mobility between different geographies is something that we ensure within the scope of the onboarding of our managers – nationally and internationally – considering their ambition for growth, and always with the desire to capitalize on the internal knowledge that can be conveyed from one geographic to the other. We bring the geographies and people closer by creating synergies between the business and the individual.
More than a closed integration plan in which “one size fits all”, we privilege informal monitoring of employees with a significant impact on the business, focusing on the “skills” and “motivation” range, always seeking to humanize the employees’ entire life cycle.
These practices must be guaranteed by the Recruitment teams in alignment with the Development teams of each company in partnership with the Group’s Learning & Development area. Only in this way we can put into practice an integrated process throughout the employee’s life cycle, since the first chapter of this book does not start on the new joiner’s first day, but on the first contact made during recruitment.