Bibliographic citations
Castañeda, R., Montoya, D. (2024). El impacto del proceso de onboarding en la rotación de los nuevos ingresos en una empresa financiera de Lima Metropolitana, 2024 [Trabajo de Suficiencia Profesional, Universidad Peruana de Ciencias Aplicadas (UPC)]. http://hdl.handle.net/10757/683051
Castañeda, R., Montoya, D. El impacto del proceso de onboarding en la rotación de los nuevos ingresos en una empresa financiera de Lima Metropolitana, 2024 [Trabajo de Suficiencia Profesional]. PE: Universidad Peruana de Ciencias Aplicadas (UPC); 2024. http://hdl.handle.net/10757/683051
@misc{renati/1032629,
title = "El impacto del proceso de onboarding en la rotación de los nuevos ingresos en una empresa financiera de Lima Metropolitana, 2024",
author = "Montoya Aldaz, Dhanna Valeria",
publisher = "Universidad Peruana de Ciencias Aplicadas (UPC)",
year = "2024"
}
The onboarding process promotes the adaptation of new employees and allows them to acquire knowledge about organizational attitudes and behaviors, turning them into members of the organization (Ashforth and Saks 2017). Likewise, Godinho (2023) mentions that, if the integration process is developed optimally, we have a greater probability of reducing the turnover rate; therefore; the costs of carrying out the selection process again would be reduced and the productivity rate would increase. This professional sufficiency work focuses on analyzing the impact of the onboarding process on the turnover of new employees and consists of three chapters. The first chapter focuses on the problem of the lack of an efficient onboarding process that causes the increase in the turnover of new employees in a financial company in Metropolitan Lima in 2024. The second chapter focuses on the theoretical framework, analyzing the background and theories that support the problem raised and the three alternative solutions. Likewise, the qualitative methodological application is detailed through interviews conducted with the organization's collaborators. In the third chapter, a comparative analysis of the three alternatives is applied using the solution matrix. As a result, the best solution is the accompaniment of the leaders to the new hires, from the implementation of the Journey Map, which would have an investment of S/ 6,160 in a period of three months. Finally, the selected solution alternative is justified, conclusions and recommendations are raised for future similar problematic situations in the business field.
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