Sisseelamisprogrammi loomine tootmisettevõttele La Muu

Abstract

Käesoleva lõputöö eesmärk oli hinnata struktureeritud sisseelamisprogrammi mõju uute töötajate kohanemisele tootmisettevõttes La Muu AS ning võrrelda seda sisseelamisega, mis toimub ilma formaalse programmita. Eesmärgi saavutamiseks püstitati ülesanded analüüsida töötaja sisseelamisprotsessi teoreetilisi käsitlusi, kaardistada La Muu AS-i senine sisseelamispraktika, hinnata selle toimivust empiiriliste andmete põhjal ning töötada välja ettepanekud sisseelamisprogrammi täiustamiseks. Töö teoreetilises osas käsitleti töötaja sisseelamise olemust, eesmärke ja tähtsust organisatsiooni toimimise seisukohalt. Analüüs näitas, et sisseelamine ei ole pelgalt tehniline või administratiivne protsess, vaid mitmetahuline nähtus, mis hõlmab õppimist, sotsialiseerumist, emotsionaalset kohanemist ning organisatsioonikultuuri mõistmist. Eraldi rõhutati sisseelamisprotsessi eripära toiduainetööstuses, kus töötaja tegevus mõjutab otseselt toiduohutust, tööohutust ja tootmise kvaliteeti. Teoreetiline käsitlus lõi aluse empiirilise uuringu kavandamiseks ning aitas määratleda võtmetegurid, millele sisseelamisprogrammi hindamisel keskenduda. Empiirilise uurimuse raames kasutati kvantitatiivset lähenemist. Intervjuu tootmisjuhiga võimaldas saada põhjaliku ülevaate ettevõtte senisest sisseelamispraktikast, selle tugevustest ja kitsaskohtadest. Intervjuu tulemused näitasid, et La Muu AS-is toetub sisseelamine suuresti praktilisele juhendamisele ja meeskonna toetavale rollile, kuid puudub ühtne ja selgelt struktureeritud programm, mis koondaks olulise info uuele töötajale arusaadaval kujul. Eriti toodi esile vajadus hügieeni- ja ohutusnõuete selgema ning visuaalselt toetatud esituse järele. Küsimustiku abil koguti andmeid töötajate tegelike kogemuste kohta ning võrreldi kahte sihtrühma: töötajaid, kes läbisid sisseelamise koos programmiga, ja töötajaid, kes alustasid tööd ilma formaalse sisseelamisprogrammita. Tulemused näitasid selgelt, et struktureeritud sisseelamisprogramm parandab tööülesannete selgust, suurendab töötajate kindlustunnet, vähendab stressi ning kiirendab kohanemisprotsessi. Ilma programmita sisseelamine oli ebaühtlasem, sõltus rohkem individuaalsest juhendamisest ning tõi sagedamini kaasa ebakindluse ja pikema sisseelamisperioodi. Empiiriliste tulemuste ja teoreetilise käsitluse põhjal töötas autor välja etapiviisilise sisseelamisprogrammi La Muu AS-ile, mis arvestab tootmisettevõtte ja toiduainetööstuse eripärasid. Programmi keskmes on selge struktuur, oluline hügieeni- ja ohutusinfo, praktiline juhendamine, mentorlus ning regulaarne tagasiside. Kokkuvõttes võib järeldada, et struktureeritud sisseelamisprogramm on tootmisettevõttes põhjendatud ja vajalik vahend uute töötajate edukaks kohanemiseks. Töö tulemusi on võimalik kasutada La Muu AS-is sisseelamisprotsessi arendamisel ning neid saab rakendada ka sarnastes toiduainetööstuse ettevõtetes, kus esinevad samalaadsed väljakutsed seoses töötajate kiire vahetumise, tööohutuse ja kvaliteedinõuetega. Edaspidist lahendamist vajavad küsimused on seotud programmi rakendamise praktilise testimisega, selle mõju hindamisega pikema aja jooksul ning võimaliku kohandamisega erinevatele ametikohtadele ja töötajagruppidele.

The success and long-term sustainability of organizations depend largely on their employees and on how well new employees adapt to their roles and the working environment. In today’s labor market, where employee mobility is high and finding qualified workers is increasingly difficult, effective onboarding has become an important tool for employee retention, job satisfaction, and productivity. A clear and well-structured onboarding process helps new employees understand organizational values, work arrangements, and expectations more quickly and reduces the risk of early turnover. Onboarding is especially important in the food manufacturing industry, where work processes are fast-paced and hygiene, safety, and quality requirements are strictly regulated. New employees must quickly learn technical skills as well as food safety and occupational safety rules. If the onboarding process is unclear or inconsistent, mistakes may occur, affecting product quality, workplace safety, and employee motivation. Therefore, food manufacturing companies need onboarding solutions that are clear, practical, and adapted to their specific working environment. The aim of this thesis was to analyze the current onboarding practices for new employees at La Muu AS, an Estonian food manufacturing company specializing in ice cream production, and to develop a structured onboarding program specifically designed for this company. The onboarding program presented in this thesis is intended for internal use at La Muu AS only and is based on the company’s organizational structure, production processes, and operational needs. To achieve this aim, the following research objectives were set: to provide a theoretical overview of employee onboarding, it’s main stages, and influencing factors, to describe the key elements of effective onboarding programs with a focus on the food manufacturing industry, to examine existing onboarding practices at La Muu AS from both managerial and employee perspectives, to identify strengths and weaknesses in the current approach and to develop a company-specific onboarding program with practical recommendations for implementation at La Muu AS. The thesis consists of four main chapters. The first chapter presents the theoretical background of employee onboarding and explains its importance for employee adaptation, performance, and organizational success. Special attention is given to the specifics of onboarding in the food manufacturing industry, where employee behavior directly affects food safety, occupational safety, and production quality. The analysis highlights that onboarding is not only an administrative process but also a learning and social integration process. The second chapter describes the research methodology. The empirical study employs a quantitative research method using questionnaire-based data collection. A semi-structured interview with the production manager of La Muu AS provides insight into the company’s existing onboarding practices and challenges. In addition, a questionnaire survey collects feedback from employees about their onboarding experiences, allowing a comparison between employees who started work with a structured onboarding program and those who did not. The third chapter presents the results of the empirical study. The interview results show that onboarding at La Muu AS relies mainly on practical on-the-job training and support from colleagues. While this approach is helpful, it lacks a consistent structure and written guidance. The need for clearer and more visually supported hygiene and safety instructions is especially emphasized. The survey results confirm that employees who experienced a structured onboarding program felt more confident, understood their tasks better, experienced less stress, and adapted faster. In contrast, employees without a formal onboarding program reported more uncertainty and a longer adjustment period. Based on the theoretical analysis and empirical findings, the final chapter presents a structured, stage-based onboarding program developed specifically for La Muu AS. The program takes into account the company’s production environment and the specific requirements of the food industry. It focuses on clear structure, hygiene and safety training, practical instruction, mentoring, and regular feedback. The main contribution of this thesis is the development of a company-specific onboarding program that can be directly implemented at La Muu AS to support new employees during their adaptation period. In conclusion, this thesis shows that a structured and company-specific onboarding program is a necessary and effective tool for supporting new employees in a food manufacturing company. The results indicate that such a program improves clarity, reduces stress, and supports faster adaptation. Future research could focus on testing the program in practice at La Muu AS and evaluating its long-term impact on employee retention and performance.