Onboarding

Community-based Open Source Software (OSS) projects are usually self-organized and dynamic, receiving contributions from distributed volunteers. These communities’ survival, long-term success, and continuity demand a constant influx of newcomers. However, newcomers face many barriers when making their first contribution to an OSS project, leading in many cases to dropouts. Therefore, a major challenge for OSS projects is to provide ways to support newcomers during their first contribution. In this paper, our goal was to evaluate how the newcomers’ perceived efficacy is influenced by the use of an environment that organizes the project information for developers who want to place their first contribution to an OSS project. To accomplish this goal, we created FLOSScoach, a portal aiming to support newcomers to OSS projects, which was implemented based on a model of barriers proposed in previous research. Then, we conducted a study, in which 46 students, split in case and control group, were asked to contribute to an OSS project. We assessed the newcomers’ self-efficacy by conducting a questionnaire before and after the assignment. We found that presenting the information according to the model of barriers had a positive influence on newcomers’ self-efficacy, empowered the newcomers, making them more confident and comfortable during the contribution process. However, there is also some indication that FLOSScoach did not lower the technical barriers.

This paper intends to present what has been studied by the scientific community about Virtual Reality (RV) and Augmented Reality (AR) on Onboarding and what is the potentiality as an empowering tool on Onboarding processes of new employees in organizations.Onboarding encompasses a series of processes that aim to train and familiarize new employees with culture, mission, values and colleagues, thus facilitating the integration of new employees into an organization, meaning, processes that facilitate adaptation to the organization. A successful Onboarding program offers new employees resources to assimilate cultural aspects and collaborate to better adapt in new environment, thus enhancing performance.The use of new technologies in work processes and therefore in Human Resource Management and Development (HRMD) is becoming more frequent. Through its own equipment, RV/RA has as main characteristic to recreate the sensation of reality, giving a individual the possibility to integrate a ...

Context Numerous open source software projects are based on volunteers collaboration and require a continuous influx of newcomers for their continuity. Newcomers face barriers that can lead them to give up. These barriers hinder both developers willing to make a single contribution and those willing to become a project member. Objective This study aims to identify and classify the barriers that newcomers face when contributing to Open Source Software projects. Method We conducted a systematic literature review of papers reporting empirical evidence regarding the barriers that newcomers face when contributing to Open Source Software (OSS) projects. We retrieved 291 studies by querying 4 digital libraries. Twenty studies were identified as primary. We performed a backward snowballing approach, and searched for other papers published by the authors of the selected papers to identify potential studies. Then, we used a coding approach inspired by open coding and axial coding procedures f...

In recent years, the onboarding process has become an integral part of the recruitment system. By evaluating this adaptation process, the so-called We will deal with onboarding in this article. We analyze several approaches and methodologies for the development and reproduction of human capital in various economic spheres related to the need for proper procedure in the process of employee adaptation for companies. Suggestions for improvement and innovation of the adaptation process will be based on a questionnaire survey, which we conducted among a selected sample of job seekers in selected medium-sized companies and divided by gender. We assume that continuous improvement should be made in all areas, especially in the first contact approach. We are trying to identify ways in which the adaptation process can affect the length of an employee's employment. What mistakes arise from the incorrect procedure in the adaptation process, the so-called onboarding and how they affect human capital, which is essential for the functioning of the whole company in the context of the reproduction of human capital. We observe that commitment, together with motivation and the right approach, contributes to a positive perception from the employee's point of view of onboarding.

Lists of documents you need to provide: (1.) Offer letter/ Appointment letter (from our company) (2.) Educational Documents 10 th certificate and mark sheet 12 th certificate and mark sheet Graduation certificate Post Graduation certificate Any training certificates if available

This text envisions two different "employee onboarding documents" provided to new workers joining a global conglomerate in the year 2050. One neuroprosthetically augmented and genetically enhanced worker – who joins the company as a Reality Designer – is granted a drastically different welcome from the other worker, an unmodified human being, who joins the company as a Biological Service Drone. A variety of scholars have formulated two radically divergent conceptions of the future of human work: one vision imagines that the development of advanced artificial intelligence, nanorobotics, and other technologies will create a utopian society in which human beings are freed from the drudgery menial labor to focus on art, leisure, and self-fulfillment; the other vision imagines that such technologies will result in the wholesale oppression, instrumentalization, and disintegration of human beings. This text highlights the fact that these two extreme visions of the future are not necessarily incompatible – and might even be reflected within the activities of a single company.

New employees are supposed to quickly understand their tasks, internal processes and familiarize with colleagues. This process is called “onboarding” and is still mainly realized by organizational methods from human resource management, such as introductory events or special employee sessions. Software tools and especially mobile applications are an innovative means to support provide onboarding processes in a modern, even remote, way. In this paper we analyze how the use of gamification can enhance onboarding processes. Firstly, we describe a mobile onboarding application specifically developed for the young, technically literate generations Y and Z, who are just about to start their career. Secondly, we report on a study with 98 students and young employees. We found that participants enjoyed the gamified application. They especially appreciated the feature “Team Bingo” which facilitates social integration and teambuilding. Based on the OCEAN personality model (“Big Five”), the personality traits agreeableness and openness revealed significant correlations with a preference for the gamified onboarding application.

This semester-long discussion activity is designed for onboarding faculty at any rank or status, including new faculty or graduate teaching assistant/associate orientations, faculty learning communities, mid-career professional development programs, transition to administrative roles such as department chair or associate dean, and the like. Course: Organizational culture analysis for higher education personnel at any rank or status, including tenure-track or lecturer faculty; graduate teaching assistants; doctoral students; academic senators; university administrators, cabinet members, and other management personnel; faculty learning communities; or faculty transitioning to leadership roles. Objectives: By the end of this activity, participants will be able to: (1) identify aspects of their institution’s organizational culture; (2) appraise how neoliberalism shapes higher education in general and their own organizations in particular; and (3) develop and articulate ideas for post-pa...

This semester-long discussion activity is designed for onboarding
faculty at any rank or status, including new faculty or graduate
teaching assistant/associate orientations, faculty learning
communities, mid-career professional development programs,
transition to administrative roles such as department chair or
associate dean, and the like.

Course: Organizational culture analysis for higher education
personnel at any rank or status, including tenure-track or lecturer
faculty; graduate teaching assistants; doctoral students; academic
senators; university administrators, cabinet members, and other
management personnel; faculty learning communities; or faculty
transitioning to leadership roles.

Objectives: By the end of this activity, participants will be able to: (1)
identify aspects of their institution’s organizational culture; (2)
appraise how neoliberalism shapes higher education in general and
their own organizations in particular; and (3) develop and articulate
ideas for post-pandemic changes to higher education in general
and their own organizations in particular.

To remain sustainable, some open source projects need a constant influx of new volunteers, or newcomers. However, the newcomers face different kinds of problems when onboarding to a project. In this paper we present the results of a systematic literature review aiming at identifying the barriers that a newcomer can face when contributing to an Open Source Software project. We identified and analyzed 21 studies that evidence this kind of problem. As a result we provide a hierarchical model that relies on five categories of barriers: finding a way to start, social interactions, code issues, documentation problems and newcomers’ knowledge. The most evidenced barriers are newcomers’ previous technical skills, receiving response from community, centrality of social contacts, and finding the appropriate way to start contributing. This classification provides a baseline for further researches related to newcomers onboarding.

This publication is part of Aacmex ́s series on Lessons Learned – a set of publications that will focus on best practices and key takeaways from our experience with our clients. We encourage you to share this publication with your colleagues and key managers at your company, as this document highlights useful insights to discuss as well as possible solutions.