Proj Rep

A STUDY ON THE EFFECTIVENESS OF ONBOARDING PROCESS
AT ENTRUST SOFTWARE AND SERVICES PVT LTD
By
HEMALATHA .R
REG. NO. 211420631038
of
PANIMALAR ENGINEERING COLLEGE
PROJECT REPORT
Submitted to the
FACULTY OF MANAGEMENT STUDIES
In partial fulfillment of the requirements

for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
JUNE - 2022
PANIMALAR ENGINEERING COLLEGE
AN AUTONOMOUS INSTITUTION
AFFILIATED TO ANNA UNIVERSITY, CHENNAI
(A CHRISTIAN MINORITY INSTITUTION)
JAISAKTHI EDUCATIONAL TRUST
APPROVED BY AICTE
BANGALORE TRUNK ROAD, VARADHARAJAPURAM,
NASARATHPETTAI, POONAMALLEE,
CHENNAI– 600 123
DEPARTMENT OF MANAGEMENT STUDIES
BONAFIDE CERTIFICATE
This is to certify that this project report titled “A STUDY ON THE EFFECTIVENESS
OF ONBOARDING PROCESS AT ENTRUST SOFTWARE AND SERVICES PVT LTD”
is the bonafide work of HEMALATHA.R (211420631038) who carried out the research under
my supervision. Certified further, that to the best of my knowledge the work reported herein
does not form part of any other project report or dissertation on the basis of which a degree or
award was conferred on earlier occasion on this or any other candidate.
Internal Guide Head of the Department
Internal Examiner External Examiner

ACKNOWLEDGEMENT
I would like to express my sincere gratitude to Our Secretary and Correspondent Dr.
P. CHINNADURAI M.A., Ph.D., for providing excellent environment and infrastructure and
for his valuable support throughout the course of study.
I express my sincere thanks to Our Directors Mrs. C. VIJAYA RAJESWARI, Dr.

C. SAKTHIKUMAR, M.E., Ph.D., and Dr. SARANYASREE SAKTHIKUMAR, B.E.,
M.B.A., Ph.D., I also express my gratitude to the Principal Dr. K. MANI M.E., Ph.D. for
providing all the required facilities for the successful completion of this project work.
I take this opportunity to express my gratitude to the Dean of the Department of

Management studies, and also my guide Dr. V. MAHALAKSHMI M.L., M.B.A., Ph.D., for
providing me an opportunity and has given me guidance to do this project work.
I also take this opportunity to express my gratitude to Dr. YABESH ABRAHAM

DURAIRAJ I, MBA., M.Phil., for the valuable guidance in applying statistical tools and also
Mrs. SHEEBA PETER, Junior HR Executive for her valuable guidance for the successful
completion of the project report.
HEMALATHA.R
TABLE OF CONTENTS
S.NO CONTENTS Page No.

Abstract i
List of tables ii
List of charts iv
I INTRODUCTION
1.1 Introduction 1
1.2 Industry Profile 6
1.3 Company Profile / Product Profile 10
II DEVELOPMENT OF MAIN THEME
2.1 Need of the study 16
2.2 Objectives of the study 17
2.3 Scope of the study 18
2.4 Limitations of the study 19
2.5 Review of Literature 20
III DATA ANALYSIS AND INTERPRETATION
3.1 Research Methodology 24
3.2 Data Analysis and Interpretation 31
3.3 Summary of Findings 66
3.4 Suggestions 68
3.5 Conclusion 69
Appendix vi
BIBLIOGRAPHY x
ABSTRACT
The project work titled “A Study on the Effectiveness of Onboarding Process at Entrust
Software and Services Pvt Ltd”. The aim of the study is to analyze the effectiveness of
onboarding process practiced at Entrust Software and Services Pvt Ltd. Not at all like
customary employee induction or orientation, onboarding is an orderly process that develops
well past day or week of employment. This study used descriptive method. The study has been
carried out by a survey through questionnaire. The target respondents were 150 employees.
Onboarding has become widely recognized in Human Resources circles as a discipline that
organizations can use to generate positive results. Firms that have embraced Onboarding, look
beyond initial orientation and view integration of new employees as a strategic means to
improve organizational performance. The findings of the study were that majority of
respondents were satisfied with the present onboarding process in the organization. The benefit
of this research project is that it will provide the reader with data and statistics of a general
viewpoint of new hires in the organization about the onboarding process. It will also provide
them with certain suggestions to make the onboarding process effective.
i
LIST OF TABLES
Page
S. No TITLE
No
3.2.1 Table showing the gender of the respondents 31
3.2.2 Table showing the age group of the respondents 32
3.2.3 Table showing the educational qualification of the respondents 33
3.2.4 Table showing the work experience of the respondents 34
3.2.5 Table showing the department of the respondents 35
3.2.6 Table showing the source of recruitment of the respondents 36
3.2.7 Table showing the grade of the respondents 37
Table showing whether the employees aware of the steps in onboarding
3.2.8 38
process
Table showing employees opinion towards the information provided prior to
3.2.9 39
joining period
3.2.10 Table showing whether the offer letter was provided with clear information 40
Table showing whether the instruction given was clear and simple to
3.2.11 41
understand
3.2.12 Table showing whether information provided in the induction was sufficient 42
3.2.13 Table showing employees opinion on their first day at office 43
Table showing employees opinion on the resources provided by the
3.2.14 44
management
Table showing whether all the information expected was covered in the
3.2.15 45
orientation
Table showing employees opinion on the supportive and dynamic
3.2.16 46
infrastructure arrangement
3.2.17 Table showing whether assistance provided by HR department while joining 47
Table showing whether availability of the mentor & co-worker in assisting
3.2.18 48
the employee during the initial period
3.2.19 Table showing whether feedback & suggestions given by the superior 49
ii
Page
S. No TITLE
No
Table showing whether the employees were introduced to their colleagues
3.2.20 50
and appropriate people by their superior
3.2.21 Table showing the employees opinion on their welcome 51

Table showing whether the job description & responsibilities explained were
3.2.22 accurate 52
3.2.23 Table showing whether time spent on onboarding process was effective 53
Table showing various factors influencing towards success of onboarding
3.2.24 process 54
3.2.25 Table showing overall onboarding experience at entrust 56

Table showing the significant difference between mean rank of Gender with
3.2.26 57
respect to Communication
Table showing the significant difference between mean rank of recruitment
3.2.27 58
source with respect onboarding effectiveness
Table showing the significant difference among mean rank of Department
3.2.28 59
with respect to Mentorship
Table showing the significant difference among mean rank of Age group
3.2.29 60
with respect to Orientation
Table showing regression analysis for communication, orientation,
3.2.30 61
mentorship and onboarding effectiveness
3.2.31 Table showing correlation between Orientation & Mentorship 63

Table showing level of onboarding which has an impact on employees work
3.2.32 64
attitude
iii
LIST OF CHARTS
Page
S. No TITLE
No
3.2.1 Chart showing the gender of the respondents 31
3.2.2 Chart showing the age group of the respondents 32
3.2.3 Chart showing the educational qualification of the respondents 33
3.2.4 Chart showing the work experience of the respondents 34
3.2.5 Chart showing the department of the respondents 35
3.2.6 Chart showing the source of recruitment of the respondents 36
3.2.7 Chart showing the grade of the respondents 37
Chart showing whether the employees aware of the steps in onboarding
3.2.8 38
process
Chart showing employees opinion towards the information provided prior to
3.2.9 39
joining period
3.2.10 Chart showing whether the offer letter was provided with clear information 40
Chart showing whether the instruction given was clear and simple to
3.2.11 41
understand
3.2.12 Chart showing whether information provided in the induction was sufficient 42
3.2.13 Chart showing employees opinion on their first day at office 43
Chart showing employees opinion on the resources provided by the
3.2.14 44
management
Chart showing whether all the information expected was covered in the
3.2.15 45
orientation
Chart showing employees opinion on the supportive and dynamic
3.2.16 46
3.2.17 Chart showing whether assistance provided by HR department while joining 47
Chart showing whether availability of the mentor & co-worker in assisting
3.2.18 48
the employee during the initial period
3.2.19 Chart showing whether feedback & suggestions given by the superior 49
iv
Page
S. No TITLE
No
Chart showing whether the employees were introduced to their colleagues
3.2.20 50
and appropriate people by their superior
3.2.21 Chart showing the employees opinion on their welcome 51

Chart showing whether the job description & responsibilities explained were
3.2.22 accurate 52
3.2.23 Chart showing whether time spent on onboarding process was effective 53
Chart showing various factors influencing towards success of onboarding
3.2.24 process 54
3.2.25 Chart showing overall onboarding experience at entrust 56
v
CHAPTER 1
INTRODUCTION
1.1 INTRODUCTION
The term “Onboarding” refers to the process of integrating new employees into the
organization, of preparing them to succeed at their job, and to become fully engaged,
productive members of the organization. It includes the initial orientation process and the
ensuing 3-6 months or however long it takes to get an employee “up to speed” in a particular
company.
Today, Organizations consider several strategies for improving their relationship with
their employees. One strategy is to implement an effective onboarding for the newcomers. The
aim of onboarding is to teach the organization’s values, norms, and special behaviour patterns
to newcomers. It is important for individuals to learn and demonstrate the behaviour that is
desirable for the organization. Despite necessary performance improvement for banks’
survival, many Indian Banks do not seriously consider onboarding as a factor for improving
performance.
Onboarding begins immediately after the person is accepted into the position. The first
impression is the key, if the first impression gives off a sense of completeness and preparation;
the employee is going to feel more relaxed and will be more likely to be productive in his job.
Before the actual training sessions start, there are several things that should happen
(collectively called “orientation” and pre-orientation activities).An Onboarding strategy can
help banking organizations improve new employee productivity, engagement, and retention. A
formal plan is essential to ensure Onboarding processes are aligned, and support for the new
employees is provided.
Most firms have standardized processes in place for hiring and over 90% use some type
of new employee orientation program. While initial orientation events help new employees get
started, this represents only a piece of the onboarding process. Recent research has shown that
having a carefully thought-out plan for guiding new employees through their first 90 days of
employment translates to quicker acculturation to the organization and increased time to
productivity.
Implementing an employee survey on the Onboarding practices can be used to gauge

the current levels of satisfaction of the new comers and identify opportunities for improvement
as perceived by them. Employees who find it difficult to settle in their first initial months are
1
very likely leave the organization. Hence, surveying the employees and getting their feedback
on a regular basis is important to stay in touch with their pulse and act accordingly.
1.1.1 EMPLOYEE ONBOARDING
In a nutshell, it is when a new employee -a “hiree” - is undergoing the Onboarding

process from the day he or she is hired - until he or she becomes a “standard” employee. A
standard employee is a fully-ramped performer that is fully aware of everything he or she is
supposed to know to perform his or her’s duties properly, is familiar with the company and its
structure, its culture, resources, visions and goals, and has found his or her position (role) within
the company.
According to Louis, it has been referred to “learning the ropes” in the past (Louis,
Posner et al. 1983), and the definition is still very much relevant. Louis mentions the high
costs of employee Onboarding. The costs are both explicit, direct (trainer, time, resources
spent) but also implicit, indirect (time and potential revenue lost during the ramping process,
while the employee is still not appropriately performing). Therefore, the Onboarding process
must be made as effective and quick as possible (Louis, Posner et al. 1983). It is important to
distinguish between the Onboarding process and newcomer orientation. Orientation session is
often mistaken for Onboarding.
As Vernon (2012) puts it, “While Onboarding and orientation are often used
interchangeably, unlike orientation—which is what a company provides to new hires during
the first days of employment—Onboarding is an approximately 90-day process of orienting
and integrating new hires so they can deliver results as efficiently, effectively, and energetically
as possible”.
While holding an orientation for new employees is a well- established human resources
practice, “Onboarding” is a more comprehensive process by which new employees are
socialized into a company’s culture, in addition to being oriented to their specific job tasks and
associated work expectations.
2
1.1.2 PURPOSE OF ONBOARDING
The purpose of Onboarding is, as previously stated, to ensure a quick and proper role
adoption by a new employee; to maximize employee performance and satisfaction in a swift
manner, after the hiring part of introducing a new employee to the company is complete
(D'Aurizio 2007). Time is of the essence in this aspect; the first day at work is likely to be
confusing and some action needs to happen immediately for the employee to not feel left out.
In fact, multiple researchers point out the issue of employee’s lack of control and uncertainty -
the employee’s certainty and feeling of control is broken during the job transition, and has to
be rebuilt (Ashford and Black 1996). Multiple researchers have also studied the adverse effect
of job transition (Jones 1986). The employee’s first weeks in the company are the time when
one is likely to get the most engagement out of an employee - the focus is at the maximum, the
employee is very pliable to the company culture and is likely to accept the reality of the
necessary skills quickly.
The employee is still trying to find his or her role within the company, and the employee
goes to great lengths to define it, to gain the sense of control and comfort necessary for
satisfactory job performance, as well as overall job and life satisfaction (Ashford and Black
1996). However, the employee also has to also be provided with the necessary support for his
or her position; he or she does not yet know any of the functional methods of the company; the
current role orientations and performances; the company culture and the resources available.
This allows the manager and the HR department to teach the necessary knowledge and skills
demanded before other ideas and attitudes are created independently by the newcomer, or
picked up from co-workers.
1.1.3 IMPORTANCE OF ONBOARDING
Research has supported the idea that effective Onboarding can have a dramatic effect
on job performance and satisfaction, organizational commitment, and retention. Recent
evidence also suggests that a poor Onboarding process can result in emotional exhaustion and
job burnout. Effective Onboarding is especially crucial for the retention of hourly workers,
given their relatively high turnover rate. Turnover is typically most chronic during the early
phase of employment; it is not unusual for 50 percent of a company’s hourly employees to
leave within 120 days of hire date.
3
If executed correctly, a successful Onboarding program will “maximize your new
employees’ understanding of their specific roles and responsibilities, boost their confidence,
and help them to become active and welcome participants in your organization and its unique
culture”.
1.1.4 STEPS IN A SUCCESSFUL ONBOARDING PROCESS
➢ Before The First Day:
After a job offer has been accepted HR managers can start the onboarding program
straight away by:
• Assigning a mentor as a first point of contact and source of information

• Enabling the new hire to meet with key team members either via meetings or luncheons
prior to the starting date
• Getting the senior manager to call the new hire making them feel more welcomed
• Having all the policies and procedures in place
• Offering an online starter pack identifying logistical issues like transportation, dress
code etc
• Creating a comfortable workstation with all the right essentials
➢ On The First Day (Orientation):
Orientation isn’t something new for most companies, but considering that more than
4% of employees will quit within a day getting it right will certainly impact your new
employees’ perceptions of the business. Research indicates that more than 60% of companies’
Onboarding programs remain inconsistent, decentralized and manually processed.
➢ The First Three Months & Beyond:
At this stage the expectations of a new hire should be reinforced and expanded over the
next few months. Managers at this stage should:
• Provide ongoing feedback on job performance

• Reunite employee with their mentor to conduct a follow up
• Provide recognition
• Solicit feedback
4
In turn this helps HR managers to identify and address key issues, build employee
confidence, make improvements and achieve organizational objectives. However, employers
need to understand that there is no one uniform way of creating a successful Onboarding
strategy.
Each Onboarding program needs to be customized and aligned according to the

responsibilities of the employee and the organizational objectives to have beneficial effects.
Onboarding should be seen as an investment in employee retention, productivity and morale,
not as a nice to have less important option to induction.
One way to assess how well employees are being on boarded and engaged is by
surveying or interviewing new hires about their experiences. When appropriate, use the results
of the interview to make changes to your Onboarding strategies. It may also be useful to share
the results with business leaders to make the case for investing in further Onboarding activities.
An effective Onboarding process:
1. Promotes employee and business success from day 1

2. Boosts employee retention and saves you money
3. Results in a stronger, more loyal team
Companies that realize the importance of a thorough and well-defined Onboarding

process and focus on the aspects that make it effective will benefit from more confident,
involved, and dedicated employees. These results in turn have a significant impact on job
satisfaction and performance, as well as the company’s bottom line.
The employee on-boarding process is something managers often don’t take time to
prepare for, setting the new employee up for disaster instead of quickly getting them up to
speed on the job. Managers should not be swayed by how experienced the new hire is, as
everyone is not above learning new business tactics.
5
1.2 INDUSTRY PROFILE
Information Technology can be seen in every industry. This technology regulates the
functioning of the industries smoothly. Those industries which enable Information Technology
to provide quality services are called Information Technology Enabled Services (ITES). It is
also called web-enabled services, remote services, or Tele-working.
ITES includes a large variety of operations that uses information technology to upgrade
the efficiency of an organization. These services provide a wide range of career options that
include opportunities in call Centre, medical transcription, medical billing and coding, back-
office operations; revenue claims processing, legal databases, content development, payrolls,
logistics management, GIS (Geographical Information System), HR services, web services etc.
A wide range of services performed by ITES industry are Business Process Outsourcing
(BPO), Knowledge Process Outsourcing (KPO) and various other customer services. These are
performed over telecom networks and work remotely. ITES can also include the following
services:
• Back-office work- this includes HR related work, data entry and data conversion,
finance and accounting verticals.
• Content related work, such as content creation and development, translation services.
• Customer services such as call centre facilities with extensively trained workers ready
to assist people remotely with their queries.
• Animation services
• A range of other remote services.
1.2.1 GLOBAL SCENARIO OF IT/ITES
The global IT industry comprises services related to the application of business and
technical expertise to enable organizations to create, manage, optimize, and access information
and business processes. The industry’s scope includes product support services such as
maintenance of hardware and software and offering professional services such as IT consulting,
development, and integration services. Advances in IT and global connectivity, combined with
waves of economic liberalization, has given a new dimension of globalization: cross-border
trade in software and services, i.e., IT-enabled Services (ITES).
6
Much of the data on the size of the current market comes from private surveys, consulting
firms, and anecdotal evidence. According to McKinsey, market in 2007 for IT services and
ITES stood at $475 billion and at $500 billion in 2008. Another research firm, Research and
Markets, placed the market for IT/ITES at $ 1183 billion in 2011 and forecasted the same at
$1550 billion in 2016. The value was put at $1160 billion for 2012. The World Economic
Forum (WEF) reported the size for 2010 and 2014 at $1120 billion and $1310 billion
respectively. The revenue for the year 2019 is over $3.7 trillion. In August of 2020, the
International Data Corporation (IDC) which is the leading international provider of advisory
services and market intelligence for IT & ITES companies projected the year’s global
revenue to be $4.8 trillion. In 2021, the revenue is $8.37 trillion at a compound annual growth
rate (CAGR) of 6.6%. The market is expected to reach $11.866 trillion in 2025 at a CAGR of
9%.
The top 10 IT/ITES companies in the world are as follows:
1. Microsoft Corporation
2. IBM
3. Accenture
4. Oracle
5. SAP
6. Tata Consultancy Services (TCS)
7. Deloitte Consulting
8. Capgemini
9. Cognizant
10. DXC
1.2.2 GROWTH OF IT/ITES INDUSTRY IN INDIA
India is regarded as the back office of the world owing mainly to its IT and ITES industry.
The sector in India grew at a Compound Annual Growth rate (CAGR) of 15 per cent over 2010-
15, which is 3-4 times higher than the global IT-ITES spend, and is estimated to expand at a
CAGR of 9.5 per cent to US$ 300 billion by 2020. India is also the world's largest sourcing
destination for the information technology (IT) industry, accounting for approximately 67 per
cent of the US$ 124-130 billion market. With the rising influence of online shopping, social
media and cloud computing, this trend will only further increase.
7
India’s IT and ITES industry contributed around 7.7 per cent towards the country’s GDP.
India is the leading sourcing destination across the world, accounting for approximately 55 per
cent market share of US$ 185-190 billion global services sourcing business in 2017-18. India
acquired a share of around 38 per cent in the overall ITES services sourcing in the market. The
computer software and hardware sector in India attracted cumulative Foreign Direct Investment
(FDI) inflows worth US$ 33.36 billion between April 2000 and September 2018 and ranks
second in inflow of FDI, as per data released by the Department of Industrial Policy and
Promotion. India has a low-cost advantage by being 5-6 times inexpensive than US which
makes India the most preferred destination for IT & ITES industry in the world. The US$ 167
billion Indian IT industry employs nearly four million people. India ranks third among global
start-up ecosystems with more than 5,300 tech start-ups. The IT industry accounted for 8% of
India’s GDP in 2020. According to STPI (Software Technology Park of India), software
exports by the IT companies connected to it, stood at Rs. 1.20 lakh crore (US$ 16.29 billion)
in the first quarter of FY22. Indian IT and ITES industry is expected to grow to US$ 350 billion
by 2025.
The to 10 IT/ITES companies in India are as follows:
1. Tata Consultancy Services (TCS)

2. Infosys
3. HCL Technologies
4. Wipro Limited
5. Redington India Ltd
6. Tech Mahindra Ltd
7. Larsen & Turbo Infotech Ltd
8. Mphasis Ltd
9. Mindtree Ltd
10. Hexaware Technologies Ltd
1.2.3 OPPORTUNITIES AND CHALLENGES
The changing economic and business conditions, rapid technological innovation,

proliferation of the internet and globalization are creating an increasingly competitive
environment. The role of technology has evolved from supporting corporations to transforming
them. Global companies are increasingly turning to offshore technology service providers in
order to meet their need for high quality and cost competitive technology solutions. As such a
8
company can encounter a wide variety of risks and challenges in their endeavour to create and
maintain a seamless, successful, sustainable and scalable business.
The ability to create and maintain a truly world class proven global delivery model which
would allow an organization to provide services to customers on a best shore basis. This would
require round the clock services to execute across multiple time zones. To develop and expand
a strong, comprehensive, best in class end to end solutions and service offerings in order to
help the clients gain market differentiation or competitive advantage and thus capture a greater
share of client’s technology budgets. Ability to scale when the opportunity arises, which would
require constant investment in infrastructure and rapid recruitment, training of new
professionals. The ability to manage revenue and expenses during economic downturn in order
to enhance the organization’s capacity to withstand pricing pressures, commoditization of
services and decreased utilization rates, manage exchange rate volatility and counter
party risk in treasury operations. To expand the client’s list so as to reduce over dependency
on a single client and also to reduce the risk of losing substantial market share.
1.2.4 RECENT TRENDS
New trends arise within the IT&ITES industry every year, and it is important for
professionals to be familiar with all the new trends. No matter what profession one is working
in, being familiar with these can improve one’s professional standing and can help one
understand what the potential upgrades are for the industry that they are working in. The recent
trends in IT& ITES industry are as follows: Cloud Computing, Artificial Intelligence and
advanced machine learning, intelligent apps and things, virtual and augmented reality, block
chains and distributed ledger, Global imprint.
Most IT players adjusted to the post lockdown new realities of the universe like work from
home and virtual interviews. Clearing way for cloud: It rained cloud offerings for the ITES
category. Most players announced new products that could foster better work from home
solutions for the after COVID-19 world.4 out of the top 5 players announced initiatives to
strengthen cloud offerings. Inorganic Growth: A lot of players in the sector found opportunities
of inorganic growth and new partnerships in these unusual times. All the top players announced
plans of acquisitions and partnerships in a COVID-19 driven world.
9
1.3 COMPANY PROFILE
1.3.1 ABOUT THE COMPANY
NTrust InfoTech Private Limited is an unlisted private company incorporated on 01 August,

2003. It is classified as a private limited company and is located in Raheja Tower, Anna Salai,
Chennai, Tamil Nadu. Its authorized share capital is INR 5.00 cr and the total paid-up capital
is INR 5.00 cr. NTrust InfoTech Private Limited's operating revenues range is INR 1 cr - 100
cr for the financial year ending on 31 March, 2019. Its EBIT has increased by 1.43 % over the
previous year. At the same time, its book net worth has increased by 11.46 %. NTrust is the
global industry leader specializing in delivery of technology-enabled services for the CRE
(Commercial Real Estate) industry. NTrust has over 900 employees worldwide and has
completed over 950,000 lease abstracts from 40 languages and 106 countries.
NTrust InfoTech Pvt Ltd will follow the name eNtrust Software and Services Pvt Ltd from
April 2022 due to the amalgamation which took place recently. eNTrust is a global business
process outsourcing (KPO) company operating 2 delivery centres in Chennai, India and an on-
site office in Irvine, USA. Their services are focused the Corporate and Commercial Real
Estate (CRE) industry. eNTrust leverages technology to gain efficiencies in what are some very
people intensive business processes. In doing so, eNTrust has become a global leader in
providing back-office services to a range of corporations and CRE service providers.
eNTrust has been highly successful in leveraging innovative technologies such as Artificial
Intelligence (AI) and specialized BOTs to deliver cost-effective and efficient lease data
solutions. They offer two powerful software platforms that streamline processes and maximize
operating efficiencies. REmaap provides unparalleled document abstraction, workflow, and
analytics to enhance the efficiency of your back office. REAP+ is ASC 842 compliant and
enhances efficiency for occupiers by reducing the complexity of managing real estate portfolios
with industry leading reporting tools.
They constantly train and expand their team’s capabilities to provide people able to move
into the future. The company create teams that include young, energetic and fast learning
people with experienced leaders and managers. The company recruits motivated and
conscientious team members and provide them with career paths that help them to retain the
best talent. The company constantly review technologies to see how they can add value to their
10
clients. Block chain, AI and BOTs are just some of the emerging technologies they employ to
deliver the quality, flexibility, and responsiveness that their clients admire.
1.3.2 VISION
Refine: We will focus on refining your skills
Grow: We will generate different growth opportunities
Achieve: We will work together to achieve our dreams
1.3.3 SERVICES OFFERED
The services offered by the company are listed below.
1. Lease Abstraction
2. Lease Administration
3. Lease Accounting
4. CRE Consulting Services
5. Due Diligence
6. Capital Market Services
➢ Lease Abstraction - eNTrust is the experienced leader in Lease Abstraction. Entrust

has developed the capability of abstracting leases from 25 different languages into
English. To accomplish this, they have created a proprietary International Lease Term
Database which contains searchable lease terms in 25 languages from 60 different
countries. Their abstraction workflow has multiple quality checks which allow them
to provide a guarantee of 100% accuracy on dates and dollars. By leveraging a
rigorous quality system and their proprietary knowledge base, Entrust provides rapid
turn-around on even large international lease abstraction projects.
➢ Lease Administration - The companies Lease Administration back-office services
can be used anywhere in the property lifecycle from acquisition to disposition and on
a project or on-going basis.
➢ Lease Accounting - Lease accounting practice serves clients globally. They provide
transformational value to their clients through process improvement and automation,
re-engineering and benchmarking, and providing the flexibility of variable pricing
models. The company focus on providing flexibility in the delivery and solution
11
approach for their clients, allows them to mitigate transition risks and apply best
practices to assure the highest quality deliverables.
➢ CRE Consulting - They provide CRE implementations, on time and within budget
provide the most cost-effective system implementation services available. We do this
by leveraging our Global Delivery Centres, and partnering with all major CRE
systems providers.
➢ Due Diligence - Due Diligence services leverages REmaapAI to quickly abstract key
lease terms, rents, options, and other critical covenants which are critical to the due
diligence process. In addition, REmaapAI can be used to compare lease abstract data
to Argus underwriting models and prepare specific clause and options reports.
➢ Capital Market Services -The company maintains an experienced staff of
underwriters, analysts, and project and account managers to specifically service
capital market clients.
1.3.4 SOFTWARE OF THE COMPANY
➢ REmaap – Provide synergy and collaboration in your business operations. Remaap

AI combines the 3 essential elements of a CRE project - workflow, data, and
documents - into one highly configurable platform.
➢ REAP+ - REAP+ is a full-featured software for office and retail occupiers with
multi-currency capabilities, and can handle both real estate and equipment leases.
1.3.5 APPROACHS
➢ The Innovation Approach - To eNTrust, innovation is rooted deep in their structure

and operations. They listen keenly to their client’s challenges and continuously
evaluate emerging technologies to build innovative, efficient and cost-effective
solutions for their client’s growth and success. eNTrust’s ability to continually
innovate creates an environment where their clients can re-evaluate current process,
remove unnecessary and often time-consuming steps, and allow collaboration with
better visibility for the whole team.
➢ The Project Management Approach - eNTrust’s Project management approach
works hand in hand with the Innovation Approach. It assures that the processes
defined by the Innovation Approach are adhered to or improved upon during the
project. eNTrust’s project managers are all fully trained to assure that they can
12
successfully execute projects and services, delivering the highest quality and
consistency.
eNTrust uses the following principles for projects that they undertake:
• Flexibility- Company works with their client to define the best processes for their
needs.
• Transparency- Company’s project management approach focuses on providing
complete visibility of a project's progress 24/7.
• Accuracy and consistency- Company creates a scope document for every project
and fine-tunes it through a pilot. All team members are trained to embrace this to
assure accuracy and consistency.
• Timelines- Company’s weekly delivery plan along with the pending task list
enables a smooth workflow and timely completion.
• Efficiency - Their constant analysis of project progress, find ways to remove
bottle-necks and optimize resource utilization.
➢ The Quality Management Approach - eNTrust is obsessive about quality. That’s why
in their abstraction process they have three levels of quality checks, plus an independent
risk management team that audits all client deliverables every month.
Their quality process, outlined below, holds true for all their services - abstraction
through financial reporting.
• Preliminary check - The first level of quality control starts with a quality check
of the documents received. This process is accelerated through the use of BOTs.
• Eliminating errors - The next level of quality checking is for the completeness
and organizational quality of the documents. This assures that all activities will be
accurate and complete.
• Eliminating commission errors - eNTrust’s business validation rules engine is
used to verify that all data is accurate. With over 200 business validations, we
assure 100% accuracy of all numeric data.
• Risk assessment - The Risk Management Department is independent and reports
directly to the CEO. They review documents across multiple deliverables and
identify any items delivered that are not to scope.
13
1.3.6 CLIENTS
eNTrust works solely in the CRE space. Their domain expertise is deep, allowing them to
serve a broad range of clients internationally. They have count of 100 out of the Fortune 500
as their clients, 5 of the top 10 Retail REITs, 4 of the top 10 Healthcare companies, and in total
over 600 clients in their 16-year history. Some of their world class clients are
• A&P
• Google
• Microsoft
• HP
• Tyson
• Pfizer
• Tory Bruch
14
1.3.7 ORGANIZATION STRUCTURE
Band Grades REAP LEAP Shared Services

(HR/Admin/Accts.)
Band I 12 - - Office Asst
11 - Trainee Junior Associate
10 - - Associate
Band 9 Trainee - Software Process Associate / Sr. Sr. Associate
II Engineer Process Associate
8 Associate Software Quality Associate/ Sr.QA Jr. Executive
Engineer
7 Software Engineer Process Lead Executive
Band 6 Sr. Software Sr. Process Lead Sr. Executive
III Engineer
5 Team lead Team Leader Asst. Manager
Band 4 Project Leader Project Manager Dy. Manager
IV 3 Dy. Manager Client Manager Associate Manager
Band 2 Project Manager Sr. Client Manager Manager
V 1 Sr. Project Manager Account Manager Sr. Manager
M M DGM/ GM DGM/ GM DGM/ GM
Vice-President Head-LEAP(Vice- Vice-President
President)
COO
15
CHAPTER 2
DEVELOPMENT OF MAIN THEME

2.1 NEED OF THE STUDY
The Onboarding Process is to develop a long-haul relationship between the business and the
worker while encouraging a sentiment having a place and a confirmation of setting on the right
decision. The organization attempted to analyse the onboarding process and how it is effective
and how it helps new hires to overcome their problems. Hence this study.
• e
16
2.2 OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE:
To study the effectiveness of onboarding process at eNTrust Software and Services Pvt Ltd.
SECONDARY OBJECTIVES:
1. To determine the factors influencing onboarding process.

2. To measure the satisfaction level of new employees regarding communication and
orientation provided to them.
3. To measure the impact of the mentorship program among employees.
17
2.3 SCOPE OF THE STUDY
Onboarding is more than just new hire orientation. Onboarding is a process, Orientation is an
event – the first step in the onboarding process. The onboarding process helps us to develop a
happy contributor. The study is an attempt to determine the effectiveness of the Onboarding
process at the organization. The study was carried on only with the employees of eNTrust
Software and Services Pvt Ltd. The research was designed to contact recruits and collect data
regarding the Onboarding process.
18
2.4 LIMITATIONS OF THE STUDY
• The sample size is small, the results can’t always be generalized to the entire
population.
• Time constraints was the major limiting factor.
• The results obtained from the employees could be biased.
• The data given by the respondents may limit to their own knowledge, feelings and
awareness.
19
2.5 REVIEW OF LITERATURE
Bhakta and Medina (2021) suggest that the process can be recrafted to include three phases:
preboarding, orientation, and onboarding especially when the selection processes are entirely
virtual with no face-to-face contact. Adapting approaches that were created and extended
during the global pandemic, shows candidates that thoughtful consideration is being given to
them to build relationships with multiple people in the organisation, particularly candidates
who may have other options they are pursuing. For example, including more people in the
recruiting process who reach out and share information and address questions from the top
candidates demonstrates that the team and hiring manager are investing time and showing
interest in the top candidates.
Carlos, Daisy& Muralles (2021) says that due to the transition to a remote/virtual working
environment, the process of onboarding new hires has to make a shift to the remote/virtual as
well. A review of past and present practices at a mid-sized academic library is conducted, as
well as an autoethnographic reflection of a new hire’s experience with onboarding. Best
practices and suggestions are presented to help inform other libraries that are also going
through a remote/virtual onboarding experience.
Corbin (2020) focuses on a practical task that is accomplished by the onboarding process: the
documentation of policies, procedures, and workflows. This documentation process is,
ultimately, important when libraries with historically low turnover rates end up hiring new
employees, and originally relied on institutional memory rather than written-down instructions.
Corbin also discusses the concept of self-care during the onboarding process, the goal of which
is to encourage new hires to consider their physical and mental health during the process of
learning about their new workplace. Very few of these types of articles really discuss the
socialization aspect of onboarding.
Franklin (2019) touches on this idea by suggesting that regular meetings with new hires could
act as an opportunity for them to network and develop community with each other. However,
the biggest issue with Franklin’s suggestion is that this requires a cohort model, where there
are multiple hires at a time.
20
Cesário F. and Chambel M.J. (2019) says that no component of the human capital
management has been more overlooked by companies than the process of welcoming new
recruited employees – the on-boarding phase. They aim to present a three-component
perspective of on-boarding and a contribution to measuring the employees’ perceptions based
on three dimensions of welcoming: structured corporate welcome, manager welcome and co-
worker’s welcome. The findings suggest that an effective onboarding process, based on the
three-component perspective (corporate welcome, manager welcome and co-workers
welcome), is a significant contribution to promote organizational affective commitment and
work engagement of new employees.
In the study made by Pratiwi, Ferdiana &Hartanto (2018), Turnover is one of the factors
that can cause the development of a company to be hampered, especially for start-up. The high
level of employee turnover caused by many things, one of them is employee dissatisfaction.
Onboarding process is one of the ways that can be used to introduce the new employee to the
culture and work environment so that it can develop job satisfaction and convenience.
Karambelkar and Bhattacharya (2017) Employees' first experiences of onboarding can also
shape their readiness and ability to adjust in the future when they are joining new projects or
teams. Organisations need to consistently review and evaluate the onboarding experiences of
their hires in order to optimise, improve and refine their onboarding processes over time as
expectations on new hires, their teams, and the organisation as a whole change.
Nyakale (2016) notes that the onboarding process, particularly interaction with new
colleagues, helped to reduce the fear that new hires had of their jobs. One of the gaps in the
literature that includes discussion centred on remote/virtual onboarding is the lack of articles
that centre the lived experience of the new hire. This article attempts to fill that gap. Much of
the literature focuses on either the creator of the onboarding process, with some input from the
new hires through surveys or interviews, or a retrospective analysis of the onboarding process
either by the creator or a third party. One notable exception comes from the business literature.
In the study by Baek P& Bramwell S (2016), Onboarding is an important way for
organizations to help new hires adjust to social and performance aspects of their jobs quickly
and smoothly. Therefore, it is essential to measure the impact of onboarding practices such as
21
pre-hire activities, orientation and business specific training, in order to justify the investment.
Firms must utilize rigorous and consistent methods of measurement to identify the impact of
changes to onboarding practices.
It’s argued in the study made by Megan Biro (2014) that for thinking of the Onboarding
process as a team-building exercise rather than simply a time to get all the necessary forms
filled out properly. For example, Tech giant Red Hat brings new employees to its Raleigh
headquarters for an intensive multiple-day program in which new employees are taken through
the company’s brand book – its cultural ‘Bible’; introduced to a range of employee
ambassadors, and given an iconic team-building– a red Fedora. The company shows it cares
from the get-go, not only explaining its brand and culture in between form-filling-out-sessions,
but also branding the new employees as its own by providing with them with the beginnings
of a Red Hat uniform.
The study made by Daniel M. Cable and Bradley R. Staats (2014) says that Employee
orientation programs are much more successful when they are less about the company and
more about the employee, according to previous research by the first few minutes of new
employee orientation, if done right, can lead to happier and more productive workers and,
ultimately, increased customer satisfaction. Unfortunately, a lot of companies do it wrong. But
research suggests that employee orientation ought to be less about the company and more about
the employee, it was found that shifting the focus to an employee’s personal identity leads to
an increase in both employee retention and customer satisfaction. Previous studies have shown
that employees are especially productive and happy when employers encourage them to use
their individual signature strengths on the job, but historically those studies did not consider
the employee Onboarding process. The researchers hypothesized that companies would see
positive performance results by emphasizing employee individuality from day one, testing their
hypothesis through a series of field and lab experiments.
In the study by Alexander Raiman (2014) he proposed an interesting model, Stressing the
manager’s importance and responsibility during the process of Onboarding a new employee,
Raiman proposes a model for a quick and useful Onboarding process. In essence, he describes
a model for improvising the Onboarding process. First of all, the manager meets the new
22
employee and presents a clear outline of skills and information the employee needs to have to
strive within the company. All of the skills are ranked by importance and a timetable is
established. Next, the employee is told exactly who can provide which skills and information.
Lastly, the manager facilitates the communication between those people and the newly hired
employee, often simply by an email introduction.
In the study done by Jenny Coleman (2013) Heads of Department and line managers are
recommended to re-familiarize themselves with the Induction Procedures and Guideline for
Managers, available in the HR Policies and Procedures Manual and on the Board’s Intranet site
on each occasion a new employee takes up post. Heads of Departments and other designated
officers must use this checklist for the induction of new employees into the Board. This must
be done within the first month of employment. Health and Safety issues and all items in capital
letters must be covered on the employee’s first day. The new member of staff should be asked
to tick each box and initial when they have been adequately informed to their satisfaction about
each subject. When this has been done the employee should sign and date the form and return
it to their immediate line manager for forwarding to the Staff Development Section for
retention within the terms.
Indeed, the “buddy system” and “mentoring” is mentioned by Stackpole (2013) as a necessary
step in Onboarding an employee in the IT industry, but it can be applied to other industries as
well. Stackpole also mentions an interview with a high-ranking manager; this helps gain a high-
level overview of the whole company, thereby allowing the employee to find not only their
place, but also their purpose.
23
CHAPTER 3
DATA ANALYSIS AND INTERPRETATION

3.1 RESEARCH METHODOLOGY
3.1.1 MEANING OF RESEARCH
Research in common parlance refers to search for knowledge. It is also a systematic

design, collection, analysis, and reporting, and solution for the marketing problems of a
company.
A research is an organised set of activities to study and develop a model or procedure

technique to find the result of realistic problem supported by literature and data such that its
objectives are optimized and further made recommendations\ interference for implementation.
3.1.2 BUSINESS RESEARCH
Business research is a systematic and objective process of gathering, recording and

analysing data for aid in making decisions. The research must be systematic.
3.1.3 RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It is an

inquiry into the nature of, the reasons for, and the consequences of any particular set of
circumstances. It the process of finding solution for a problem after a thorough study and
analysis of the situational factors. It tries to solve a complex and complicated problem through
the use of various tools and techniques. These tools and techniques try to bring out a logical,
accurate and scientific solution to given problem.
3.1.4 RESEARCH DESIGN
Research design is the conceptual structure within which research is conducted. It

constitutes the blueprint for a collection, measurement and analysis of data. A research design
encompasses methodology and procedures employed to conduct scientific research. The design
used in this research is descriptive.
DESCRIPTIVE RESEARCH
Descriptive research includes surveys and fact-finding enquiries of different kinds. The
major purpose of descriptive research is descriptive of the state of affairs, as it exists at present.
Main characteristic of this method is that the researcher has no control over the variables;
research can only report what has happened or what is happening.
24
Descriptive research answers the question who, what, where and how. The main objectives of
such studies are to acquire knowledge.
3.1.5 SOURCE OF DATA COLLECTION
Data collection is one of the most important aspects of research. The information into
research methodology must be accurate and relevant. The data collection can be classified into
two methods.
PRIMARY DATA
Primary data is a type of information that is obtained directly from first-hand sources by
means of surveys, observation or experimentation. It is data that has not been previously
published and is derived from a new or original research study and collected at the source such
as in marketing. Primary data collection techniques used in this study is questionnaire method.
SECONDARY DATA
Secondary data mean data that are readily available i.e., they refer to data which has
already been analysed by someone else. Common sources of secondary data for social science
include censuses, organizational records and data collected through qualitative methodologies
and qualitative research. The secondary data was collected through:
• Journals
• Websites
• Company’s website
3.1.6 DEVELOPMENT OF THE QUESTIONNAIRE
A questionnaire is a research instrument consisting of a series of questions and other

prompts for the purpose of gathering information from the respondents. Although they are often
designed for statistical analysis of the response. The basic requisite of any research study is the
appropriate data which can be collected with the help of a schedule or questionnaire. With the
help of a questionnaire, it is easy to determine the involvement level of so many employees in
the organization.
25
TYPE OF QUESTIONS
(i) CLOSE ENDED QUESTION
A close ended question is a question format that limits respondents with a list of answer
choices from which they must choice to answer the question. Commonly these type of
questions are in the form of multiple choices, either with one answer or with check-all-that-
apply, but can also be in scale format, where respondents should decide to rate the situation in
along the scale continuum, similar to liker questions.
a) Dichotomous questions
A dichotomous question refers to one which offers the respondent a choice between
only two alternatives and reduces the issue to its simple terms. The fixed alternatives are of the
type, yes/no, agree/disagree, true/false etc.
b) Multiple choice questions

A multiple-choice question refers to one which provides several set alternatives for its
answers. Thus, it is a middle ground between free answers and dichotomous question.
(ii) OPEN ENDED QUESTION

No options or predefined categories are suggested. The respondent supplies their own
answer without being constrained by a fixed set of possible responses.
3.1.7 PILOT STUDY
Before collecting the relevant data to test the hypothesis, it is essential to ascertain the
applicability of the instrument to the population being studied. Hence, a pilot study was
undertaken with an objective to evaluate the tools prepared for the study and to find whether
they are providing the information required.
SAMPLE SIZE DETERMINATION
A pilot study has been conducted by taking 20 samples of the employees and the sample
size was determined from the following suitable question from the questionnaire and formula
at 95% confidence level.
26
Sample size ,n= (Z)2 PQ
e2
where Z = significant F limit 95%
At 95%, Z =1.96
E = error at 5% (i.e., e=0.05)
No. of samples = 20
Yes = 18 , No = 2
P = (18/20) = 0.9
Q = (2/20) = 0.1
N = (1.96)2 ×0.9×0.1
(0.05)2
N = 138 ≈ 150 (approximately)
Size of the sample means the number of sampling units selected from the population
for investigation. It answers how many people should be surveyed. Here the sample size is
fixed as 150.
3.1.8 SAMPLING TECHNIQUE
Collecting data about each and every unit of the population is called census method. The
approach, where only a few units of population under study are considered for analysis is called
sampling method. There are two main categories under which various sampling method can be
put.
The two categories are
1. Probability sampling
2. Non-probability sampling
The sampling method adopted for the study is convenience sampling under non-probability
sampling.
27
NON – PROBABILITY SAMPLING
A non – probability sampling method is any method of sampling that utilizes some form
of random selection. In order to have a random selection method, you must set up some process
or procedure that assures that the different units in your population have equal probabilities of
being chosen. Human have long practices various forms of random selection such as picking a
name out of a hat, or choosing the short straw.
CONVENIENCE SAMPLING
Convenience sampling is a technique where subject is selected to the convenient

accessibility and proximity to the researcher. It is made up of people who are easy to reach. It
helps to gather useful data information that would have not been possible using any other
technique which would require more formal access.
3.1.9 STATISTICAL TOOLS USED FOR ANALYSIS
NORMAL DISTRIBUTION
Normal distribution is a probability distribution that is symmetric about the mean,

showing that data near the mean are more frequent in occurrence than data far from the mean.
Tests of Normality
Tests of Normality
Kolmogorov-Smirnova Shapiro-Wilk
Statistic df Sig. Statistic df Sig.
Communication .163 150 .000 .891 150 .000
Orientation .173 150 .000 .889 150 .000
Mentorship .119 150 .000 .900 150 .000
Effectiveness .177 150 .000 .908 150 .000
a. Lilliefors Significance Correction
From the above table, it is found that the data is deviating from normal distribution. Hence, we
go for Non-Parametric statistical analysis.
28
NON-PARAMETRIC TESTS
Non-parametric tests are experiments that do not require the underlying population for
assumptions. It does not rely on any data referring to any particular parametric group of
probability distributions. Non-parametric methods are also called distribution-free tests since
they do not have any underlying population.
Research tools can be defined as the instrument in the hands of researchers to measure
what they indent to in their study. The collected data has been analysed by the following
statistical tool:
➢ Percentage Analysis
➢ Chart Analysis
➢ Correlation analysis
➢ Regression analysis
➢ Kruskal-Wallis H test
➢ Mann Whitney U test
➢ Weighted Average Method
PERCENTAGE ANALYSIS
Percentage is referred as special kind ratio. Percentage is used in making comparison

between two or more series of data. They are used to describe relationship. More over
percentages can be used to compare the relative terms of the distribution of two or more series
of data.
𝑁𝑜𝑜𝑓𝑟𝑒𝑠𝑝𝑜𝑛𝑑𝑒𝑛𝑡𝑠
Percentage of respondents =𝑇𝑜𝑡𝑎𝑙𝑛𝑜𝑜𝑓𝑟𝑒𝑠𝑝𝑜𝑛𝑑𝑒𝑛𝑡𝑠 ∗ 100
CHART ANALYSIS
The tables and charts are used mainly for the multiple-choice questions and these tables
and charts are used to frame the findings. Graphical method is used in order to represent the
factors in various methods like pie-chart, column-chart, tubes, cones and cylinder.
29
CORRELATION ANALYSIS
Correlation is a term that refers to the strength of a relationship between two variables.
A strong, or high, correlation means that two or more variables have a strong relationship with
each other while weak, or low, correlation means that the variables hardly related.
REGRESSION ANALYSIS
Regression analysis is a powerful statistical method that allows you to examine the
relationship between two or more variables of interest. While there are many types of
regression analysis, at their core they all examine the influence of one or more independent
variables on a dependent variable.
MANN WHITNEY U-TEST:

The Mann Whitney U test is a non-parametric test of the null hypothesis that two
samples came from the same population against an alternative hypothesis, especially that a
particular population against an alternative hypothesis, especially that a particular population
trends to have larger values than the other. Use of Mann Whitney U Test will enable us to
determine whether the two populations are identical.
KRUSKAL WALLIS H – TEST:

A non- parametric method for one-way analysis of variance used to determine if three
or more samples originate from the same distribution. The Kruskal Wallis test essentially a
standard one-way analysis of variance, with ranks assigned to the data points replacing the data
points themselves, and is applicable to more than sample groups.
WEIGHTED AVERAGE METHOD
This method is widely used in finding the weightage given to different attributes by
respondents. The respondents assign different weightage to the different ranking and weighted
average percentage is used.
Net score = Weighted for column × No. of respondents
Total weight
30
3.2 DATA ANALYSIS AND INTERPRETATION
3.2.1 TABLE SHOWING THE GENDER OF THE RESPONDENTS
GENDER NO. OF RESPONDENTS PERCENTAGE (%)

Male 53 35
Female 97 65
Total 150 100
Findings:
From the above table, it is found that majority of the respondents are Female 65% and
35% of the respondents are Male.
Inference:
It is inferred that the majority of the respondents were Female (65%).
3.2.1 CHART SHOWING THE GENDER OF THE RESPONDENTS
70 65
Percentage of Respondents(%)
60
50
40 35
30
20
10
0
Male Female
Gender
31
3.2.2 TABLE SHOWING THE AGE GROUP OF THE RESPONDENTS
AGE GROUP (in Years) NO. OF RESPONDENTS PERCENTAGE (%)

20-25 106 71
26-30 33 22
31-35 8 5
Above 35 3 2
Total 150 100
Findings:
From the above table, it is found that 71% of the respondents are in between 20-25 years
of age, 22% of the respondents are in between 26-20 years of age, 5% of the respondents are
in between 31-35 years of age and 2% of the respondents are above 35 years of age.
Inference:
It is inferred that the majority of the respondents (71%) are in between 20-25 years of
age.
3.2.2 CHART SHOWING THE AGE GROUP OF THE RESPONDENTS
80
71
70
Percentage of Respondents (%)
60
50
40
30
22
20
10 5
2
0
20-25 26-30 31-35 Above 35
Age Group (in years)
32
3.2.3 TABLE SHOWING THE EDUCATIONAL QUALIFICATION OF THE
RESPONDENTS
EDUCATIONAL NO. OF RESPONDENTS PERCENTAGE (%)

QUALIFICATION
UG 121 81
PG 25 17
Professional Course 4 2
Total 150 100
Findings:
From the above table, it is found that 81% of the respondents are Under Graduates (UG),
17% of the respondents are Post Graduates (PG) and 2% of the respondents have completed
professional course.
Inference:
It is inferred that the majority of the respondents (81%) are Under Graduates (UG).
3.2.3 CHART SHOWING THE EDUCATIONAL QUALIFICATION OF THE

RESPONDENTS
90
81
80
70
60
50
40
30
20 17
10
2
0
UG PG Professional
Educational Qualification
33
3.2.4 TABLE SHOWING THE WORK EXPERIENCE OF THE RESPONDENTS
WORK EXPERIENCE NO. OF RESPONDENTS PERCENTAGE (%)

(in Years)
Below 1 57 38
1-3 40 27
4-6 23 15
Above 6 30 20
Total 150 100
Findings:
From the above table, it is found that 38% of the respondents have below 1 year of
experience, 27% of the respondents have 1-3 years of experience, 15% of the respondents have
4-6 years of experience and 20% of the respondents have above 6 years of experience.
Inference:
It is inferred that majority of the respondents (38%) have below 1 year of experience.
3.2.4 CHART SHOWING THE WORK EXPERIENCE OF THE RESPONDENTS
40 38
35
30 27
25
20
20
15
15
10
0
Below 1 1-3 4-6 Above 6
Work Experience (in years)
34
3.2.5 TABLE SHOWING THE DEPARTMENT OF THE RESPONDENTS
DEPARTMENT NO. OF RESPONDENTS PERCENTAGE (%)

HR 3 2
Finance 7 5
Accounting 42 28
Leap 75 50
Others 23 15
Total 150 100
Findings:
From the table, it is found that 2% of the respondents are from HR, 5% of the respondents
are from Finance, 28% of the respondents are from Accounting, 50% of the respondents are
from Leap and 15% of the respondents are from Other departments.
Inference:
It is inferred that the majority of the respondents (50%) are from the Leap department.
3.2.5 CHART SHOWING THE DEPARTMENT OF THE RESPONDENTS
60
50
50
40
30 28
20 15
10 5
2
0
HR Finance Accounting Leap Others
Department
35
3.2.6 TABLE SHOWING THE SOURCE OF RECRUITMENT OF THE
RESPONDENTS
SOURCE OF NO. OF RESPONDENTS PERCENTAGE (%)
RECRUITMENT
Campus Hire 31 21
Job Portal(Naukri, 73 49
LinkedIn)
Employee Referral 23 15
Others 23 15
Total 150 100
Findings:
From the table above, it is found that 21% of the respondents are recruited from Campus
Hire, 49% are recruited through the Job Portals, 15% of them are recruited by Employee
Referrals and 15% are recruited from other sources.
Inference:
It is inferred that the majority of the respondents (49%) recruitment in the company has
been predominantly through the Job Portals.
3.2.6 CHART SHOWING THE SOURCE OF RECRUITMENT OF THE

RESPONDENTS
60
49
50
40
30
21
20 15 15
10
0
Campus Hire Job Portal Employee Referral Others
Source of Recruitment
36
3.2.7 TABLE SHOWING THE GRADE OF THE RESPONDENTS
GRADE OF NO. OF RESPONDENTS PERCENTAGE (%)
EMPLOYEES
Trainee 54 36
Process Associate 33 22
Quality Associate 13 10
Process Lead 28 18
Others 22 14
Total 150 100
Findings:
From the table above, it is found that 36% of the respondents are designated as Trainee,
22% are designated as Process Associate, 10% of them are designated as Quality Associate,
18% of them are designated as Process Lead and 14% of them are designated in other positions.
Inference:
It is inferred that the majority of the respondents (36%) are designated as Trainees.
3.2.7 CHART SHOWING THE GRADE OF THE RESPONDENTS
40
36
35
30
25 22
20 18
14
15
10
10
0
Trainee Process Quality Process Lead Others
Associate Associate
Grade of Employees
37
3.2.8 TABLE SHOWING WHETHER THE EMPLOYEES AWARE OF THE STEPS IN
ONBOARDING PROCESS
OPINION NO. OF RESPONDENTS PERCENTAGE (%)

Yes 132 88
No 18 12
Total 150 100
Findings:
From the above table, it is found that 88% of the respondents say positive response and
12% of the respondents say negative response.
Inference:
It is inferred that the most of the respondents (88%) say positive response.
3.2.8 CHART SHOWING WHETHER THE EMPLOYEES AWARE OF THE STEPS

IN ONBOARDING PROCESS
12%
88%
Yes No
38
3.2.9 TABLE SHOWING EMPLOYEES OPINION TOWARDS THE INFORMATION
PROVIDED PRIOR TO JOINING PERIOD

Strongly Agree 56 37
Agree 81 54
Neutral 11 7
Disagree 1 1
Strongly Disagree 1 1
Total 150 100
Findings:
From the above table, it is found that 37% of the respondents strongly agree, 54% of the
respondents agree, 7% of the respondents are neutral, 1% of the respondents disagree and 1%
of the respondents strongly disagree.
Inference:
It is inferred that 54% of the respondents agreed that the information was provided prior
to the joining period.
3.2.9 CHART SHOWING EMPLOYEES OPINION TOWARDS THE INFORMATION

PROVIDED PRIOR TO THE JOINING PERIOD
60
54
50
40 37
30
20
10 7
1 1
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree
39
3.2.10 TABLE SHOWING WHETHER THE OFFER LETTER WAS PROVIDED
WITH CLEAR INFORMATION

Agree 61 40
Neutral 17 11
Disagree 4 3
Total 150 100
Findings:
Inference:
It is inferred that 45% of the respondents strongly agreed that the offer letter was
provided with clear information.
3.2.10 CHART SHOWING WHETHER THE OFFER LETTER WAS PROVIDED

WITH CLEAR INFORMATION
50
45
45
40
40
35
30
25
20
15 11
10
5 3
1
0
Disagree
40
3.2.11 TABLE SHOWING WHETHER THE INSTRUCTION GIVEN WAS CLEAR
AND SIMPLE TO UNDERSTAND

Agree 70 47
Neutral 18 12
Disagree 2 1
Total 150 100
Findings:
Inference:
It is inferred that 47% of the respondents agreed that the instruction was clear and simple
to understand.
3.2.11 CHART SHOWING WHETHER THE INSTRUCTION GIVEN WAS CLEAR

AND SIMPLE TO UNDERSTAND
50 47
45
39
40
35
30
25
20
15 12
10
5 1 1
0
Disagree
41
3.2.12 TABLE SHOWING WHETHER INFORMATION PROVIDED IN THE
INDUCTION WAS SUFFICIENT

Agree 72 48
Neutral 20 14
Disagree 2 1
Total 150 100
Findings:
Inference:
It is inferred that 48% of the respondents agreed that the information provided in the
induction was sufficient.
3.2.12 CHART SHOWING WHETHER INFORMATION PROVIDED IN THE

INDUCTION WAS SUFFICIENT
60
48
50
40 36
30
20
14
10
1 1
0
Disagree
42
3.2.13 TABLE SHOWING EMPLOYEES OPINION ON THEIR FIRST DAY AT
OFFICE

Agree 55 37
Neutral 24 16
Disagree 2 1
Total 150 100
Findings:
Inference:
It is inferred that 45% of the respondents strongly agreed that their first day at office was
good.
3.2.13 CHART SHOWING EMPLOYEES OPINION ON THEIR FIRST DAY AT

OFFICE
60
48
50
40
30
30
20 18
10
3
1
0
Disagree
43
3.2.14 TABLE SHOWING EMPLOYEES OPINION ON THE RESOURCES
PROVIDED BY THE MANAGEMENT

Agree 63 42
Neutral 12 8
Disagree 3 2
Total 150 100
Findings:
Inference:
It is inferred that 47% of the respondents strongly agreed that the necessary resources
were provided by the management.
3.2.14 CHART SHOWING EMPLOYEES OPINION ON THE RESOURCES

PROVIDED BY THE MANAGEMENT
50 47
45 42
40
35
30
25
20
15
10 8
5 2 1
0
Disagree
44
3.2.15 TABLE SHOWING WHETHER ALL THE INFORMATION EXPECTED WAS
COVERED IN THE ORIENTATION

Agree 89 59
Neutral 24 16
Disagree 2 1
Total 150 100
Findings:
Inference:
It is inferred that 59% of the respondents agreed that all the information expected was
covered in the orientation.
3.2.15 CHART SHOWING WHETHER ALL THE INFORMATION EXPECTED WAS

COVERED IN THE ORIENTATION
70
59
60
50
40
30
23
20 16
10
1 1
0
45
3.2.16 TABLE SHOWING EMPLOYEES OPINION ON THE SUPPORTIVE AND
DYNAMIC INFRASTRUCTURE ARRANGEMENT

Agree 72 48
Neutral 27 18
Disagree 2 1
Total 150 100
Findings:
Inference:
It is inferred that 48% of the respondents agreed to the supportive and dynamic
infrastructure arrangement.
3.2.16 CHART SHOWING EMPLOYEES OPINION ON THE SUPPORTIVE AND

DYNAMIC INFRASTRUCTURE ARRANGEMENT
60
48
50
40
30
30
20 18
10
3
1
0
Disagree
46
3.2.17 TABLE SHOWING WHETHER ASSISTANCE PROVIDED BY HR
DEPARTMENT WHILE JOINING

Agree 68 45
Neutral 22 14
Disagree 4 3
Total 150 100
Findings:
Inference:
It is inferred that 45% of the respondents agreed with the assistance provided by HR
department while joining.
3.2.17 CHART SHOWING WHETHER ASSISTANCE PROVIDED BY HR

DEPARTMENT WHILE JOINING
50
45
45
40 37
35
30
25
20
14
15
10
5 3
1
0
Disagree
47
3.2.18 TABLE SHOWING WHETHER AVAILABILITY OF THE MENTOR & CO-
WORKER IN ASSISTING THE EMPLOYEE DURING THE INITIAL PERIOD

Agree 55 37
Neutral 19 12
Disagree 7 5
Total 150 100
Findings:
Inference:
It is inferred that 44% of the respondents strongly agreed with the availability of the
mentor & co-worker in assisting the employee during the initial period.
3.2.18 CHART SHOWING WHETHER AVAILABILITY OF THE MENTOR & CO-

WORKER IN ASSISTING THE EMPLOYEE DURING THE INITIAL PERIOD
50
44
45
40 37
35
30
25
20
15 12
10
5
5 2
0
Disagree
48
3.2.19 TABLE SHOWING WHETHER FEEDBACK & SUGGESTIONS GIVEN BY
THE SUPERIOR

Agree 65 44
Neutral 21 14
Disagree 8 5
Total 150 100
Findings:
Inference:
It is inferred that 44% of the respondents agreed with the feedback & suggestions given
by the superior.
3.2.19 CHART SHOWING WHETHER FEEDBACK & SUGGESTIONS GIVEN BY

THE SUPERIOR
50
44
45
40 36
35
30
25
20
14
15
10
5
5 1
0
Disagree
49
3.2.20 TABLE SHOWING WHETHER THE EMPLOYEES WERE INTRODUCED
TO THEIR COLLEGUES AND APPROPRIATE PEOPLE BY THEIR SUPERIOR

Agree 68 45
Neutral 21 14
Disagree 3 2
Total 150 100
Findings:
respondents agree, 14% of the respondents are neutral state, 2% of the respondents disagree
and 1% of the respondents strongly disagree.
Inference:
It is inferred that 45% of the respondents agreed that the employees were introduced to
their colleagues and appropriate people by their superior.
3.2.20 CHART SHOWING WHETHER THE EMPLOYEES WERE INTRODUCED

TO THEIR COLLEGUES AND APPROPRIATE PEOPLE BY THEIR SUPERIOR
50
45
45
40 38
35
30
25
20
14
15
10
5 2 1
0
Disagree
50
3.2.21 TABLE SHOWING THE EMPLOYEES OPINION ON THEIR WELCOME

Highly Satisfied 57 38
Satisfied 70 46
Neutral 18 12
Dissatisfied 4 3
Highly Dissatisfied 1 1
Total 150 100
Findings:
From the above table, it is found that 38% of the respondents were highly satisfied, 46%
of the respondents were satisfied, 12% of the respondents are neutral, 3% of the respondents
were dissatisfied and 1% of the respondents were highly dissatisfied.
Inference:
It is inferred that 46% of the respondents were satisfied with the welcome and felt valued
by the team.
3.2.21 CHART SHOWING EMPLOYEES OPINION ON THEIR WELCOME
50 46
45
40 38
35
30
25
20
15 12
10
5 3
1
0
Highly Satisfied Satisfied Neutral Dissatisfied Highly
Dissatisfied
51
3.2.22 TABLE SHOWING WHETHER THE JOB DESCRIPTION &
RESPONSIBILITIES EXPLAINED WERE ACCURATE
Satisfied 74 49
Neutral 20 14
Dissatisfied 5 3
Total 150 100
Findings:
of the respondents were satisfied, 14% of the respondents are neutral, 3% of the respondents
Inference:
It is inferred that 49% of the respondents were satisfied with the job description &
responsibilities explained that were accurate.
3.2.22 CHART SHOWING WHETHER THE JOB DESCRIPTION &

RESPONSIBILITIES EXPLAINED WERE ACCURATE
60
49
50
40
31
30
20
14
10
3 3
0
Dissatisfied
52
3.2.23 TABLE SHOWING WHETHER TIME SPENT ON ONBOARDING PROCESS
WAS EFFECTIVE

Satisfied 69 46
Neutral 22 15
Dissatisfied 0 0
Total 150 100
Findings:
of the respondents were satisfied, 15% of the respondents are neutral,0% of the respondents
Inference:
It is inferred that 46% of the respondents were satisfied with time spent on onboarding
process was effective.
3.2.23 CHART SHOWING WHETHER TIME SPENT ON ONBOARDING PROCESS

WAS EFFECTIVE
50 46
45
40 38
35
30
25
20
15
15
10
5 1
0
0
Dissatisfied
53
3.2.24 TABLE SHOWING VARIOUS FACTORS INFLUENCING TOWARDS
SUCCESS OF ONBOARDING PROCESS
Strongly
S. Strongly
FACTORS Agree Neutral Disagree Disagree Total
No Agree
Frequency 38 87 12 8 5 150
Role Clarity
1. Percentage 25 58 8 5 4 100
Frequency 41 68 31 7 3 150
Self-Efficacy
2. Percentage 27 45 21 5 2 100
Social Frequency 33 86 15 13 3 150
3. Integration Percentage 22 57 10 9 2 100
Knowledge
Frequency 39 78 24 5 4 150
of culture
4. Percentage 26 52 16 3 3 100
Financial Frequency 32 84 28 4 2 150
5. Outcomes Percentage 21 56 19 3 1 100
Less Frequency 43 73 21 11 2 150
6. Turnover
Percentage 29 49 14 7 1 100
Rates
High Frequency 35 85 20 7 3 150
7. Productivity Percentage 23 57 13 5 2 100
Frequency 38 78 19 10 5 150
Efficiency
8. Percentage 25 52 13 7 3 100
Findings:
From the above table, it is found that 58% of the respondents Agree and 4% of the
respondents Strongly Disagree to Role Clarity; 45% of the respondents Agree and 2% of the
respondents Strongly Disagree to Self-efficacy; 57% of the respondents Agree and 2% of the
respondents Strongly Disagree to Social Integration; 52% of the respondents Agree and 3% of
the respondents Strongly Disagree to Knowledge of Culture; 56% of the respondents Agree
and 1% of respondents Strongly Disagree to Financial outcomes; 49% of the respondents Agree
and 1% of the respondents Strongly Disagree to Less turnover Rates; 57% of the respondents
Agree and 2% of the respondents Strongly Disagree to High Productivity; 52% of the
respondents Agree and 3% of respondents Strongly Disagree to Efficiency.
54
Inference:
It is inferred that the majority 58% of the respondents Agree to Role Clarity; 45% of the
respondents Agree to Self-efficacy; 57% of the respondents Agree to Social Integration; 52%
of the respondents Agree to Knowledge of Culture; 56% of the respondents Agree to Financial
outcomes; 49% of the respondents Agree Less turnover Rates; 57% of the respondents Agree
to High Productivity; 52% of the respondents Agree to Efficiency in influencing the onboarding
process.
3.2.24 CHART SHOWING VARIOUS FACTORS INFLUENCING TOWARDS

SUCCESS OF ONBOARDING PROCESS
120
100
80
60
40
20
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
55
3.2.25 TABLE SHOWING OVERALL ONBOARDING EXPERIENCE AT ENTRUST

Excellent 36 24
Good 105 70
Average 9 6
Poor 0 0
Total 150 100
Findings:
From the above table, it is found that 24% of the respondents rate their overall
onboarding experience as excellent, 70% of the respondents as good, 6% of the respondents
rated average and none of the respondents rated poor.
Inference:
It is inferred that majority of respondents (70%) rate the overall onboarding experience
as good.
3.2.25 CHART SHOWING OVERALL ONBOARDING EXPERIENCE AT ENTRUST
80
70
70
Percentage of respondents (%)
60
50
40
30 24
20
10 6
0
0
Excellent Good Average Poor
56
MANN - WHITNEY U TEST
3.2.26 Table showing the significant difference between mean rank of Gender with
respect to Communication
Null Hypothesis H0: There is no significant difference between the mean rank of Men &
Women with respect to communication.
Alternate Hypothesis H1: There is a significant difference between the mean rank of Men &
Women with respect to communication.
Ranks
GENDER N Mean Rank Sum of Ranks
Communication Men 53 59.89 3174.00
Women 97 84.03 8151.00
Total 150
Test Statisticsa
Communication
Mann-Whitney U 1743.000
Wilcoxon W 3174.000
Z -3.305
Asymp. Sig. (2-tailed) .001
a. Grouping Variable: GENDER
Findings:
From the above table, since the P value is less than 0.05 i.e., P(0.001) < 0.05, H0 is
rejected @ 5% level with respect to Communication. Hence accept the Alternate Hypothesis.
Based on mean score the Women’s have better opinion on Communication.
Inference:
There is a significant difference between the mean rank of Men & Women with respect
to communication.
57
MANN - WHITNEY U TEST
3.2.27 Table showing the significant difference between mean rank of recruitment source
with respect onboarding effectiveness
Null Hypothesis H0: There is no significant difference between the mean rank of Recruitment
source with respect Onboarding effectiveness.
Alternate Hypothesis H1: There is a significant difference between the mean rank of
Recruitment source with respect Onboarding effectiveness.
Ranks
RECRUITMENT N Mean Rank Sum of Ranks
Effectiveness Campus Hire 31 60.50 1875.50
Job Portals 73 49.10 3584.50
Total 104
Test Statisticsa
Effectiveness
Mann-Whitney U 883.500
Wilcoxon W 3584.500
Z -1.799
Asymp. Sig. (2-tailed) .072
a. Grouping Variable: RECRUITMENT
Findings:
From the above table, since the P value is greater than 0.05 i.e., P (0.072)> 0.05, H0 is
accepted @ 5% level with respect to Recruitment sources. Hence accept the Null Hypothesis.
Inference:
There is no significant difference between the mean rank of Recruitment source with
respect Onboarding effectiveness.
58
KRUSKAL-WALLIS H TEST
3.2.28 Table showing the significant difference among mean rank of Department with
respect to Mentorship
Null Hypothesis H0: There is no significant difference among Mean Rank of department
with respect to mentorship.
Alternative hypothesis H1: There is a significant difference among Mean Rank of

department with respect to mentorship.
Ranks
DEPARTME
NT N Mean Rank
Mentorship HR 3 89.67
Finance 7 51.93
Accounting 42 66.33
Leap 75 81.98
Others 23 76.43
Total 150
Test Statisticsa,b
Mentorship
Chi-Square 6.074
df 4
Asymp. Sig. .194
a. Kruskal Wallis Test
b. Grouping Variable:
DEPARTMENT
Findings:
accepted @ 5% level with respect to Mentorship. Hence accept the Null Hypothesis.
Inference:
There is no significant difference between the mean rank of Departments with respect to
Mentorship.
59
KRUSKAL-WALLIS H TEST
3.2.29 Table showing the significant difference among mean rank of Age group with
respect to Orientation
Null Hypothesis H0: There is no significant difference among Mean Rank of Age group with
respect to Orientation.
Alternative hypothesis H1: There is a significant difference among Mean Rank of Age
group with respect to Orientation.
Ranks
AGE N Mean Rank
Orientation 20 - 25 Years 106 76.46
26 - 30 Years 33 73.74
31 - 35 Years 8 70.19
Above 35 Years 3 75.17
Total 150
Test Statisticsa,b
Orientation
Chi-Square .232
df 3
Asymp. Sig. .972
a. Kruskal Wallis Test
b. Grouping Variable: AGE
Findings:
accepted @ 5% level with respect to Orientation. Hence accept the Null Hypothesis.
Inference:
There is no significant difference between the mean rank of Age group with respect to
Orientation.
60
REGRESSION
3.2.30 Table showing regression analysis for Communication , Orientation, Mentorship

and Onboarding effectiveness
Dependent Variable:
Onboarding effectiveness (X)
Independent Variables:
Communication (Y1)
Orientation (Y2)
Mentorship (Y3)
Descriptive Statistics
Mean Std. Deviation N
Effectiveness 14.23 1.862 150
Communication 16.91 2.609 150
Orientation 16.59 2.670 150
Mentorship 16.56 2.918 150
Model Summary
Change Statistics
Adjusted R Std. Error of R Square Sig. F

Model R R Square Square the Estimate Change F Change df1 df2 Change
1 .857a .735 .729 .969 .735 134.844 3 146 .000
a. Predictors: (Constant), Mentorship, Communication, Orientation
61
ANOVAb
Model Sum of Squares df Mean Square F Sig.
1 Regression 379.770 3 126.590 134.844 .000a
Residual 137.063 146 .939
Total 516.833 149
a. Predictors: (Constant), Mentorship, Communication, Orientation
b. Dependent Variable: Effectiveness
Coefficientsa
Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 4.109 .533 7.714 .000
Communication .124 .059 .174 2.122 .036
Orientation .218 .067 .313 3.249 .001
Mentorship .266 .056 .416 4.721 .000
a. Dependent Variable: Effectiveness
Conclusion:
The regression line for Onboarding effectiveness on constant (Communication,

Orientation , Mentorship)
Y= 4.109+0.124+0.218+0.266X
62
SPEARMAN CORRELATION
3.2.31 Table showing the correlation between Orientation & Mentorship
Null Hypothesis H0: There is no positive correlation between Orientation & Mentorship
Alternative hypothesis H1: There is a positive correlation between Orientation & Mentorship
Correlations
Orientation Mentorship
Spearman's rho Orientation Correlation Coefficient 1.000 .803**
Sig. (2-tailed) . .000
N 150 150
Mentorship Correlation Coefficient .803** 1.000
Sig. (2-tailed) .000 .
N 150 150
**. Correlation is significant at the 0.01 level (2-tailed).
Findings:
From the above table, it is found that the correlation between Orientation and Mentorship
is 0.803. It is positively correlated and its significance is at 0.01 level.
Inference:
It is inferred that there is positive relationship between Orientation and Mentorship.
63
WEIGHTED AVERAGE METHOD
3.2.32 TABLE SHOWING LEVEL OF ONBOARDING WHICH HAS AN IMPACT ON

EMPLOYEES WORK ATTITUDE
Ranking
Rank 1 Rank 2 Rank 3 Rank 4 Rank 5

ATTRIBUTES (5) (4) (3) (2) (1)
Educating employees on the 19 19 48 48 16
legal policies and regulations
(Compliance)
Educating employees on the 12 34 53 38 13
performance expectations
(Clarification)
Shared values and norms 26 28 52 32 12
(Culture)
Opportunity to create 17 19 52 45 17
relationship (Connection)
Job Satisfaction and Job 29 20 44 33 24
Commitment
Calculation of weighted average factor:
Weighting factor for Shared values and norms = (26*5) + (28*4) + (52*3) + (32*2) + (12*1)
5 + 4 + 3 + 2 +1
= 474
15
= 31.6
Weighting factor for Job satisfaction and Job commitment

= (29*5) + (20*4) + (44*3) + (33*2) + (24*1)
5+4+3+2+1
= 447
15
= 29.8
64
Weighted Average Method:
ATTRIBUTES X1 X2 X3 X4 X5 WT Weighting Rank
factor
Educating employees on the 95 76 144 96 16 427 28.4 4
legal policies and regulations
(Compliance)
Educating employees on the 60 136 159 76 13 444 29.6 3
performance expectations
(Clarification)
Shared values and norms 130 112 156 64 12 474 31.6 1
(Culture)
Opportunity to create 85 76 156 90 17 424 28.27 5
relationship (Connection)
Job Satisfaction and Job 145 80 132 66 24 447 29.8 2
Commitment
Findings:
From the above calculations, it is found that most of the respondents with weighting
factor (31.6) prefer Rank 1 for Shared values and norms (Culture), Rank 2 for with weighting
factor (29.8) to Job satisfaction and Job commitment, Rank 3 for weighting factor (29.6) to
Educating employees on the performance expectations (Clarification), Rank 4 for with
weighting factor (28.4) to Educating employees on the legal policies and regulations
(Compliance), Rank 5 for with weighting factor (28.27) to Opportunity to create relationship
(Connection).
Inference:
It is inferred that most of the respondents with weighting factor (31.6) prefer Rank 1 for
Shared values and norms (Culture), followed by Rank 2 for job satisfaction and job
commitment.
65
3.3 SUMMARY OF FINDINGS
➢ It is inferred that the majority of the respondents (71%) are in between 20-25 years
of age.
➢ It is inferred that the majority of the respondents (81%) are Under Graduates
(UG).
➢ It is inferred that majority of the respondents (38%) have below 1 year of
experience.
➢ It is inferred that the majority of the respondents (50%) are from the Leap
department.
➢ It is inferred that the majority of the respondents (49%) recruitment in the
company has been predominantly through the Job Portals.
➢ It is inferred that the majority of the respondents (36%) are designated as Trainees.
➢ It is inferred that the majority of the respondents (36%) are designated as
Trainees.
➢ It is inferred that the most of the respondents (88%) say positive response.
➢ It is inferred that 54% of the respondents agreed that the information was provided
prior to the joining period.
➢ It is inferred that 45% of the respondents strongly agreed that the offer letter was
provided with clear information.
➢ It is inferred that 47% of the respondents agreed that the instruction was clear and
simple to understand.
➢ It is inferred that 48% of the respondents agreed that the information provided in
the induction was sufficient.
➢ It is inferred that 45% of the respondents strongly agreed that their first day at
office was good.
➢ It is inferred that 47% of the respondents strongly agreed that the necessary
resources were provided by the management.
➢ It is inferred that 59% of the respondents agreed that all the information expected
was covered in the orientation.
➢ It is inferred that 48% of the respondents agreed to the supportive and dynamic
infrastructure arrangement.
➢ It is inferred that 45% of the respondents agreed with the assistance provided by
HR department while joining.
66
➢ It is inferred that 44% of the respondents strongly agreed with the availability of
the mentor & co-worker in assisting the employee during the initial period.
➢ It is inferred that 44% of the respondents agreed with the feedback & suggestions
given by the superior.
➢ It is inferred that 45% of the respondents agreed that the employees were
introduced to their colleagues and appropriate people by their superior.
➢ It is inferred that 46% of the respondents were satisfied with the welcome and felt
valued by the team.
➢ It is inferred that 49% of the respondents were satisfied with the job description
& responsibilities explained that were accurate.
➢ It is inferred that 46% of the respondents were satisfied with time spent on
onboarding process was effective.
➢ It is inferred that the majority 58% of the respondents Agree to Role Clarity; 45%
of the respondents Agree to Self-efficacy; 57% of the respondents Agree to Social
Integration; 52% of the respondents Agree to Knowledge of Culture; 56% of the
respondents Agree to Financial outcomes; 49% of the respondents Agree Less
turnover Rates; 57% of the respondents Agree to High Productivity; 52% of the
respondents Agree to Efficiency in influencing the onboarding process.
➢ It is inferred that majority of respondents (70%) rate the overall onboarding
experience as good.
67
3.4 SUGGESTIONS
➢ The organisation can start onboarding before hiring, since onboarding is the process of
integrating a new hire into the company culture, it is easy to see that expose to the
company culture begins in the recruitment process.
➢ From the analysis, it is found that Role clarity is the most important factor influencing
toward success of onboarding process. The roles and responsibilities have to be clearly
specified and communicated during onboarding process. Regular one to one interaction
with the management should be undertaken with the new employees to understand their
needs better.
➢ The organisation should optimize orientation. Planning ahead for an employee’s first
day indicates a sincere interest in his or her successful transition. This is done by
utilizing an online portal whereby a new hire can access all required orientation material
and fill out all necessary documentation in the comfort of home, eliminating the dreaded
paperwork stack usually handled on the first day.
➢ Internal training should be initiated in terms of soft skills, communication and

technology with internal classroom trainings. Training of the new hire should
commence immediately and should be an ongoing structured process.
➢ The organisation should give training like Personality Development and Self-
improvement training to the employees, every three or six months once this status has
to be reviewed and necessary action can be taken. It is better to have such training in
the future.
➢ From the above study, it is found that Culture is the major factor having impact on
employees work attitude. During the first few months of employment, as some issues a
new hire may face do not manifest themselves on day one. Mentor should help the new
hire understand and appreciate your organisational culture, thus leads to better
employee outcomes.
68
3.5 CONCLUSION
Onboarding is an important concept in modern business. Onboarding refers to the set

of processes happening during the newcomer’s entry to the company up until the time he or
she becomes a fully assimilated employee of the company. The process usually takes up to
three months. It has been happening since the beginning of the ages but has received sufficient
attention only lately, in the 2000’s.
As Onboarding is an important area of focus, it needs to be fast and effective. In order

to be properly analysed, it can be influenced by factors such as split into four parts – Induction
Training, Superior and subordinate relationship, Interpersonal relationship and Job specific.
Orientation has to be effective and all encompassing; the employee must learn the basics of the
company and how to resolve logistical and administrative issues. The employee must also be
given access to all the tools and systems on the day one, as well as be supplied with sufficient
information on his job role.
Onboarding is crucial for a newcomer, as it will facilitate their job satisfaction, job
performance, and likeliness to remain with the company has to be driven by the manager, and
has to include frequent review sessions. The manager should provide a clear outline of the tasks
required from the newcomer, provide information on who can help, and if necessary, make the
introduction. It is important to allow develop interpersonal relationship with peers as well. It is
advisable to choose the proper Onboarding tactics based on the company size, process
complexity, and job role.
However, if the mentioned suggestions are taken into consideration, the Onboarding
would be even more effective and productive. It would also help in increasing the satisfaction
level, morale and performance of the new recruits.
69
APPENDIX
A STUDY ON THE EFFECTIVENESS OF ONBOARDING PROCESS AT ENTRUST

SOFTWARE AND SERVICES PVT LTD
1. Name :-
2. Gender
o Male
o Female
3. Age
o 20-25
o 26-30
o 31-35
o Above 35
4. Education
o UG
o PG
o Professional
5. Department
o HR
o Finance
o Accounting
o Leap
o Others
6. Work Experience (in years)

o Below 1
o 1-3
o 4-6
o Above 6
7. Source of Recruitment
o Campus Hire
o Job Portals ( Naukri, LinkedIn)
o Employee Referral
o Others
vi
8. Grade of Employees
o Trainee
o Process Associate
o Quality Associate
o Process Lead
o Others
9. I am aware of the steps followed in the onboarding process .
a) Yes b) No
Please tick your appropriate response to the following statements
10. COMMUNICATION Strongly Agree Neutral Disagree Strongly

Agree Disagree
10.1 The required Information was
provided prior to the joining
(Date of Joining, Venue,
Timings, etc)
10.2 Offer letter was provided with
clear information
10.3 Instruction given was clear &
simple to understand
10.4 Information provided in the
induction was sufficient
11. ORIENTATION Strongly Agree Neutral Disagree Strongly

Agree Disagree
11.1 First day at office was good
11.2 Necessary resources were

provided by the management
(workstation, computer
password, Id card)
11.3 All the information expected
was covered in the orientation
11.4 Familiar with the physical
space, supportive & dynamic
vii
12. MENTORSHIP Strongly Agree Neutral Disagree Strongly
Agree Disagree
12.1 Assistance provided by HR
department while joining
12.2 Availability of the mentor &
co-worker in assisting you
during the initial period
12.3 Feedback & suggestions
given by the superior
12.4 Employees were introduced
to their colleagues &
appropriate people by the
supervisor
13. ONBOARDING Highly Satisfied Neutral Dissatisfied Highly

EFFECTIVENESS satisfied Dissatisfied
13.1 I felt welcomed & valued
by the team
13.2 The job description &
responsibilities explained
were accurate
13.3 Time spent on
onboarding process was
effective
14. Indicate the overall onboarding experience at Entrust

a) Excellent b) Good c) Average d) Poor
viii
16. Rate the following factors influencing towards success of onboarding process
FACTORS Strongly Agree Neutral Disagree Strongly

Agree Disagree
1.Employee Feedback
a) Role Clarity
b) Self-efficacy
c) Social Integration
d) Knowledge of Culture
2. Retention Rates
a) Financial Outcomes
b) Less Turnover Rates
3. Time to Proficiency
a) High Productivity
b) Efficiency
15. Rank the following Level of Onboarding which has an impact on Employees work attitude
LEVEL 1-5
Educating employees on the legal policies
and regulations (Compliance)
Educating employees on the performance
expectations (Clarification)
Shared values and norms (Culture)
Opportunity to create relationship
(Connection)
Job Satisfaction and Job Commitment
16. Give suggestions if any regarding onboarding
ix
BIBLIOGRAPHY
WEB RESOURCES
• http://www.sajhrm.co.za/index.php/sajhrm/article/view/421
• http://www.ksl-training.co.uk/free-resources/staff-induction/staff-induction-training-
guide/
• http://www.workplaceinfo.com.au/recruitment/induction/does-your-induction-
program-actually-work
• https://www.process.st/new-employee-onboarding-process/
• https://www.kryonsystems.com/Documents/5_Steps_to_Create_a_Successful_Onboar
ding_Process_%5BeBook%5D.pdf
• https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/new-
employee-onboarding-guide.aspx
• https://www.forbes.com/sites/theyec/2015/05/29/how-to-get-employee-onboarding-
right/?sh=55b943b6407b
• https://www.talentlms.com/blog/questions-onboarding-survey/
JOURNALS REFERRED
• Bhakta, K. and Medina, M.S. (2021), “Preboarding, orientation, and onboarding of

new pharmacy faculty during a global pandemic”, American Journal of Pharmaceutical
Education, Vol. 85 No. 3, article 8510, Doi: 10.5688/ajpe8510
• Corbin, JL (2020) Turnover is coming: Strategies to prepare for impending retirements.
Journal of Library Administration 60(4): 354–364.
• Franklin, L (2019) Nine new teacher librarians: An effective onboarding model.
Teacher Librarian 46(4): 22–25.
• Andrew R. Carlos and Daisy C. Muralles, “Onboarding in the age of Covid-19”
https://doi.org/10.1177/03400352211035413 ,Volume: 48 issue: 1, page(s): 33-40.
• Pratiwi, Ferdiana &Hartanto (2018), “An Analysis of the New Employee Onboarding
Process in Startup”,10th International Conference on Information Technology and
Electrical Engineering (ICITEE)
DOI: 10.1109/ICITEED.2018.8534884
x
• Cesário, F. and Chambel, M.J. (2019), "On-boarding new employees: a three-
component perspective of welcoming", International Journal of Organizational
Analysis, Vol. 27 No. 5, pp. 1465-1479. https://doi.org/10.1108/IJOA-08-2018-1517
• Karambelkar, M. and Bhattacharya, S. (2017), “Onboarding is a change: applying
change management model ADKAR to onboarding”, Human Resource Management
International Digest, Vol. 25 No. 7, pp. 5-8.
BOOKS REFERRED
• C.S Kothari, Gaurav Garg “Research Methodology Methods and Techniques”, New
Age Internationals (P) Ltd,2004
• Richard I. Levin, David S. Rubin, “Statistics for Management”, Pearson Education, 7th
Edition,2011
• Uma Sekaran and Roger Bougie, “Research Methods for Business”,5th Edition,2012
WEBSITES
• www.emerald.com
• www.researchgate.net
• www.ssrn.com
• www.scribd.com
• scholar.google.com
• journals.sagepub.com
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A STUDY ON THE EFFECTIVENESS OF ONBOARDING PROCESS

AT ENTRUST SOFTWARE AND SERVICES PVT LTD

REG. NO. 211420631038

PANIMALAR ENGINEERING COLLEGE

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirements

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

Internal Guide Head of the Department

Internal Examiner External Examiner

I express my sincere thanks to Our Directors Mrs. C. VIJAYA RAJESWARI, Dr.

I take this opportunity to express my gratitude to the Dean of the Department of

I also take this opportunity to express my gratitude to Dr. YABESH ABRAHAM

S.NO CONTENTS Page No.

3.2.21 Table showing the employees opinion on their welcome 51

3.2.25 Table showing overall onboarding experience at entrust 56

3.2.31 Table showing correlation between Orientation & Mentorship 63

3.2.21 Chart showing the employees opinion on their welcome 51

3.2.25 Chart showing overall onboarding experience at entrust 56

Implementing an employee survey on the Onboarding practices can be used to gauge

1.1.1 EMPLOYEE ONBOARDING

In a nutshell, it is when a new employee -a “hiree” - is undergoing the Onboarding

1.1.3 IMPORTANCE OF ONBOARDING

1.1.4 STEPS IN A SUCCESSFUL ONBOARDING PROCESS

➢ Before The First Day:

• Assigning a mentor as a first point of contact and source of information

➢ On The First Day (Orientation):

➢ The First Three Months & Beyond:

• Provide ongoing feedback on job performance

Each Onboarding program needs to be customized and aligned according to the

An effective Onboarding process:

1. Promotes employee and business success from day 1

Companies that realize the importance of a thorough and well-defined Onboarding

1.2.1 GLOBAL SCENARIO OF IT/ITES

The top 10 IT/ITES companies in the world are as follows:

1.2.2 GROWTH OF IT/ITES INDUSTRY IN INDIA

The to 10 IT/ITES companies in India are as follows:

1. Tata Consultancy Services (TCS)

1.2.3 OPPORTUNITIES AND CHALLENGES

The changing economic and business conditions, rapid technological innovation,

1.2.4 RECENT TRENDS

1.3.1 ABOUT THE COMPANY

NTrust InfoTech Private Limited is an unlisted private company incorporated on 01 August,

Refine: We will focus on refining your skills

Grow: We will generate different growth opportunities

Achieve: We will work together to achieve our dreams

1.3.3 SERVICES OFFERED

The services offered by the company are listed below.

➢ Lease Abstraction - eNTrust is the experienced leader in Lease Abstraction. Entrust

1.3.4 SOFTWARE OF THE COMPANY

➢ REmaap – Provide synergy and collaboration in your business operations. Remaap

➢ The Innovation Approach - To eNTrust, innovation is rooted deep in their structure

Band Grades REAP LEAP Shared Services

DEVELOPMENT OF MAIN THEME

1. To determine the factors influencing onboarding process.

DATA ANALYSIS AND INTERPRETATION

3.1.1 MEANING OF RESEARCH

Research in common parlance refers to search for knowledge. It is also a systematic

A research is an organised set of activities to study and develop a model or procedure