Diversity & Onboarding: Can the two co-exist in the same company onboarding process?
Author
Nielsen, Lea Bjødstrup
Term
4. term
Publication year
2020
Submitted on
2020-06-02
Pages
45
Abstract
Dette speciale undersøger, hvordan virksomheder, der offentligt prioriterer diversitet, kan fastholde dette fokus under onboarding af nye medarbejdere, og hvordan diversitet bedst integreres, samtidig med at den grundlæggende introduktion til virksomheden bevares. Med afsæt i teorier om Diversity Management, Onboarding, Organisatorisk Socialisering, Universalistic Approach og Psychological Contract udviklede forfatteren en interviewguide og gennemførte interviews med to medarbejdere i hver af to virksomheder: Abena og Memox. Fundene peger på et praktisk spændingsfelt: Abena udmærker sig i selve onboardingprocessen, men har svagheder i deres diversitetsledelse, mens Memox omvendt er stærk i diversitetsindsatsen, men mangler et struktureret onboardingforløb. Specialet konkluderer, at virksomheder, der betoner diversitet, i praksis ofte ender med at prioritere enten effektiv onboarding eller effektiv diversitetsledelse, men sjældent begge samtidigt. Som løsning foreslås en skræddersyet onboarding, hvor der udvikles kulturelle profiler for hver nyansat gennem omfattende personlighedsscenarier, der afdækker værdier og kulturelle præferencer (fx individualistiske vs. kollektivistiske). Disse profiler kan bruges til at tilpasse onboardingforløb og genbruges med justeringer, når nye medarbejdere ligner tidligere profiler, så integrationen bliver hurtigere og mere effektfuld.
This thesis examines how companies that publicly prioritize diversity can sustain this focus during the onboarding of new employees, and how diversity can be best integrated without losing the core introduction to the company. Drawing on Diversity Management, Onboarding Theory, Organizational Socialization, the Universalistic Approach, and Psychological Contract theory, the author developed an interview guide and conducted interviews with two employees in each of two companies: Abena and Memox. The findings highlight a practical tension: Abena performs well in onboarding but shows weaknesses in diversity management, while Memox excels in diversity efforts but lacks a structured onboarding program. The thesis concludes that companies emphasizing diversity often end up prioritizing either effective onboarding or effective diversity management, but rarely both at the same time. As a proposed solution, the thesis recommends a personalized onboarding approach that builds cultural profiles for each hire via extensive scenario-based personality assessments to surface values and cultural leanings (e.g., individualistic vs. collectivist). These profiles can guide tailored onboarding and be reused with adjustments when new hires closely match prior profiles, helping new employees settle in and reach full potential more quickly.
[This summary has been generated with the help of AI directly from the project (PDF)]
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