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Losing Talent on Day One: Onboarding Millennial Employees in Health Care Organizations

Authors:
  • Sacred Heart University

Abstract

We performed a qualitative study to explore the experiences of millennials regarding workplace onboarding programs in their health care organizations. Action research and quasi-appreciative inquiry were used to examines millennial experiences in corporate on boarding as well as to determine which elements millennials ideally want to see in onboarding programs. The results suggest that current corporate onboarding programs in health care organizations are generally inadequate for the growing talent pool, that this inadequacy likely affects retention of millennial talent, and that health care organizations appear to be behind the curve regarding current onboarding trends and needs in industry. The qualitative research data also suggests a potential concern of poor organizational culture in organizations with inadequate onboarding programs.
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... Leading and managing Generation Y and Z members begins before the members of these generational groups become applicants (Shufutinsky & Cox, 2019). Organizations must attract Generation Y and Z members by addressing the generational members' need to fulfill basic primary and higher-order goals (Shufutinsky & Cox, 2019). ...
... Leading and managing Generation Y and Z members begins before the members of these generational groups become applicants (Shufutinsky & Cox, 2019). Organizations must attract Generation Y and Z members by addressing the generational members' need to fulfill basic primary and higher-order goals (Shufutinsky & Cox, 2019). When an organization hires a Generation Y or Z member, the organization must socialize the Generation Y and Z members (Shufutinsky & Cox, 2019). ...
... Organizations must attract Generation Y and Z members by addressing the generational members' need to fulfill basic primary and higher-order goals (Shufutinsky & Cox, 2019). When an organization hires a Generation Y or Z member, the organization must socialize the Generation Y and Z members (Shufutinsky & Cox, 2019). Generation Y and Z members desire official environments and leaders that contribute beneficially to their growth and goal-attainment process (Barbuto & Gottfredson, 2016;Shufutinsky & Cox, 2019). ...
... There is a clear need to re-focus on and consider re-designing the now often online onboarding processes (Stewart et al., 2021). Shufutinsky and Cox (2019) found that individuals who were not satisfied with the onboarding process within the first few months left the organisation within one year of hire. This concern applies to not just on-site but also online onboarding (see also Moran, 2019). ...
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... A recent study by Shufutinsky and Cox (2019) figured out that the new hires who were dissatisfied with the onboarding process within the first few months left the organization within one year. These findings apply to both onboarding and remote onboarding (Moran, 2019). ...
... This research leads to the need for additional research, not on whether onboarding leads to retention, but on how the quality of onboarding programs affects retention. Interestingly, research indicates that onboarding has changed and is no longer "your dad's or grandad's orientation" (Shufutinsky & Cox, 2019). To satisfy employees, connect them to the organization, and retain them, organizations need to develop high-quality, high-touch onboarding programs that last for an employee's first full year. ...
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