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On-Boarding Program

On-Boarding Program

Onboarding, also known as organizational socialization, refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders.[1] Tactics used in this process include formal meetings, lectures, videos, printed materials, or computer-based orientations to introduce newcomers to their new jobs and organizations. Research has demonstrated that these socialization techniques lead to positive outcomes for new employees such as higher job satisfaction, better job performance, greater organizational commitment, and reduction in stress and intent to quit.[2][3] These outcomes are particularly important to an organization looking to retain a competitive advantage in an increasingly mobile and globalized workforce. In the United States, for example, up to 25% of workers are organizational newcomers engaged in an onboarding process.

DOE's On-boarding program is aimed at reducing the risk for losing talented employees while optimizing employee productivity. It is a proven way to engage new employees when they first walk through the door using passports (not for travel!), games (no gambling involved!), and much more.

The programs goals are to:

  • Build and sustain high-performance culture by accelerating time for new employee to become productive
  • Create learning opportunities that allow new employees to successfully integrate into their new DOE organization
  • Provide employees with the tools and resources to effectively contribute to the mission


[1] Bauer, T. N., & Erdogan., B. (2011). Organizational socialization: The effective onboarding of new employees. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol 3: Maintaining, expanding, and contracting the organization, APA Handbooks in Psychology (pp. 51–64). Washington, DC, US: American Psychological Association.
[2] Ashford, S. J., & Black, J. S. (1996). Proactivity during organizational entry: The role of desire for control. Journal of Applied Psychology, 81, 199–214.
[3] Fisher, C. D. (1985). Social support and adjustment to work: A longitudinal study. Journal of Management, 11, 39–53