Peculiarities of onboarding in modern it projects

Table 1

Specific features of onboarding in IT projects

CONCLUSIONS AND PROSPECTS FOR FURTHER RESEARCH

The conducted research allows us to formulate the following conclusions.

Despite the fact that onboarding in modern IT companies is one of the topical areas of personnel policy, its regulation on IT projects is situational, non-systematic: there are no established time frames or basic documents that allow assessing its quality (in procedural and effective aspects).

The main factors for the success of onboarding, both in the opinion of experienced IT specialists acting as mentors and new employees of IT projects, are, above all, the following:

- general regulation of onboarding and mentoring on the project team and in the IT company as a whole, which involves the development of internal regulatory documents, the creation of special programs, accounts, etc.;

- productive communication between the mentor and the novice, which includes the analysis of project documentation, is implemented using reflexive technologies and is aimed at the new employee's awareness of the expectations and requirements for his/her professional activities, communication, behavior in the project team;

- the professional competence of the mentor, which includes, on the one hand, the experience of project activities, a deep understanding of the project and the processes in it, and on the other hand, such non-technical skills / qualities, substantiated by us in [40] as: 1) communicative - friendliness, sociability, openness, the ability to take the position of another, tolerance; 2) emotive and regulatory - emotional stability, poise, self-regulation, patience, responsibility; 3) cognitive and meta-regulatory - the ability to formulate your thought and voice it, the ability to solve problems.

One of the determining factors for the success of onboarding, which can be considered as a system-forming one, in our opinion, is the shift of its content from the information- organizational component to the essential, deep one. This, in turn, requires special training of mentors aimed at developing their competence in the implementation of onboarding - its essence, stages, mechanisms (first of all, through the use of reflexive technologies), factors of success as well as technical knowledge and skills in the use of special software; development of their significant non-technical skills / qualities - both communicative, emotive, regulatory, and metacognitive, and first of all - reflection, which determines the success of their activities.

This paper was aimed to reveal the most basic concepts of onboarding as a mechanism for an effective involvement of a specialist into organizational and technical processes of a typical IT project. However, it should be noted that the continuous growth and development of IT industry dramatically expands the areas of application of information technologies. Therefore, these completely new subject areas of relevant IT projects with their own specific technical and organizational features strongly affect the context and process of onboarding itself. For example, the military industry or governmental projects aimed at working with highly sensitive data require tangible changes to the usual onboarding process, including several rounds of background checks, organization of multi-level access to the data etc. Also, the organization of the process of getting a new specialist acquainted with new working conditions is very dependent on the project position. Aside from the technical specialists, the staff of almost any IT project consists of managers of different levels, business analysts, HR specialists and other non-technical employees who require special approaches to the organization of onboarding process.

Considering the obvious tendencies for further growth and development of the IT industry, we believe the peculiarities of the onboarding process to be an extremely promising and in-demand topic for future research.

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