Research states that more than twenty-five percent of the population in the United States experiences some type of career transition every year. Unfortunately, many of these transitions are never successful (Keisling & Laning, 2015) . Human resources and management play a vital role in assimilating new employees in a firm. According to recent data, half of the senior staff hires fail within 18 months, and half of all hourly workers leave their new positions within the first four months of employment. The onboarding process is viewed as an expense rather than an investment by the management as it leads to the adoption of a myopic approach in the process. After the recruitment and selection process, an organization needs to improve the effectiveness of their talent management process by employing the strategic use of onboarding (Keisling & Laning, 2015) . Research, coupled with conventional wisdom, suggests that new hires have about ninety days to prove themselves in their new positions. This paper focuses on how strategic onboarding processes can be used for new hires to foster job satisfaction, organizational commitment, and improving employee performance (Keisling & Laning, 2015) .
Although organizations have their onboarding processes, the essence is that the faster new employees feel welcome and prepared for their new role, the faster they will successfully contribute to the organization’s mission ("Smoothing the transition", 2017) . Traditional employee onboarding methods such as the indoctrination of new hires into the company culture has some severe defects and should be stopped. Although successful, this approach assumes that the values of the organization must be taught and adopted by new hires. Tension is created when new hires are forced into accepting the organization’s identity while downplaying their own identities while they are work. Subordinating the identity and the unique perspectives of new hires while they are at work is not highly sustainable in the long run for either the employee or the organization, as suppressing an individual’s identity is psychologically depleting ("Smoothing the transition", 2017) . Research has found out that people have a built-in desire to be authentic and for others to recognize the attributes of their true identities. People want to be seen as they see themselves.
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The traditional approach to socialization that primarily emphasizes on the enculturation of new hires may lead to conflicts with the authentic self-expression of employees and a sustainable onboarding process ("Smoothing the transition", 2017) . An alternative approach is the use of personal identity socialization that solely focuses on individual identities. According to a case study conducted on Wipro, strategic onboarding processes that focused on building individual identities showed that thirty-two percent of new hires were less likely to quit than those who received enculturation and 23 percent were less likely to quit when compared to a group of new hires who received training that was centered on organizational identit (Keisling & Laning, 2015) y. Based on the study, it can be concluded that onboarding processes that are built around individual identities have positive effects on job behaviors and attitudes ("Smoothing the transition", 2017) . Personal identity socialization leads to increased job satisfaction and work engagement, as well as lower turn on over rates and results in exceptional performance levels among employees.
In conclusion, effective onboarding strategies is vital to getting new hires up and running swiftly and effortlessly. Organizations that can speed up the process of onboarding by developing clear employee roles and confidence results in higher performance decreased turnover rates and commitment to achieving organizational objectives. Human resources departments must understand that integrating new employees into the organization promptly is key to ensuring their success. With the high costs of recruiting, shortening the onboarding process time is critical to the success and the sustainability of the organization over time.
References
Keisling, B., & Laning, M. (2015). We Are Happy To Be Here: The Onboarding Experience in Academic Libraries. Journal Of Library Administration , 56 (4), 381-394. https://doi.org/10.1080/01930826.2015.1105078
Smoothing the transition. (2017 ) . Smoothing the transition: How onboarding helps expatriate workers . 31 (3), 29-31. https://doi.org/10.1108/dlo-03-2017-0020
