PROJECT ON

"Designing Effective Onboarding Programs for

New Employees: A Case Study of Swiggy"

The University of Liverpool

 ACKNOWLEDGEMENT
I would like to express my sincere gratitude to my Project coordinator For his persistent
support and for his useful comments, remarks and engagement through the learning process
while preparation of this project report. I would also like to express my sincere gratitude to
all the participants in my surveys who willingly shared their precious time for facilitating the
interviews, which formed the backbone of this project. The Guidance and support received
from all the members who contributed to this project was significant for the successful
completion of this Project.
EXECUTIVE SUMMARY
Focusing on Swiggy, a restaurant delivery company, this case study gives an outline of how
to build efficient onboarding programmes for new workers. This abstract is meant to serve as
a quick reference for organisations that are aiming to improve their onboarding procedures by
highlighting important results and suggestions. Swiggy understands the value of a solid
onboarding programme in creating a productive work environment and retaining top talent.
Several important ideas and practises have evolved from their case study, which may provide
helpful insights to other organisations. Swiggy's onboarding programme briefs new hires on
the company's principles, objectives, and fundamental values well in advance of their first
day. Exciting and welcoming welcome packs with branded items and handwritten letters are
also given out. The pre-boarding process gives new employees a sense of belonging and
confidence before they even start working for the company.The organised orientation is
another important part of Swiggy's onboarding programme. New hires participate in an in-
depth orientation designed to introduce them to the organisational hierarchy, functional areas,
and major players in the business. They learn about the company's background, its current
standing in the industry, and its future goals. New employees benefit greatly from this
orientation because it enables them to see the larger picture and better coordinate their efforts
with those of the organisation.New staff can't be expected to succeed without clear job
expectations. Swiggy places a premium on making sure new hires understand their roles,
objectives, and KPIs from the get-go. Because of this, the company can rest certain that its
newest members will hit the ground running and contribute to its success form day one.
Consistent reviews and creation of performance goals further strengthen this congruence
between personal and organisational goals.Swiggy also has a buddy/mentor programme in
place to help new employees settle in. Employees with more experience are paired with new
hires to act as "buddies" or "mentors" during the latter's first few weeks on the job. These
individualised services assist new hires settle in, make connections, and succeed in their
positions.Swiggy's hiring procedure heavily relies on training and development courses.
Depending on the nature of the position being filled, these programmes may include
classroom instruction, online tutorials, and practical application. Some of the topics covered
in Swiggy's training programmes include order processing, customer service, delivery
procedures, and safety precautions. All new employees get this extensive training to ensure
they are prepared for success in their positions.Swiggy's onboarding programme places a
premium on facilitating team integration. New hires are encouraged to get to know other
employees and divisions inside the organisation. Lunches, social gatherings, and group
projects are all great examples of team-building activities that help people get to know one
another and work together more effectively. This kind of acclimation makes new hires feel
welcome and welcomes them into the larger organisation.Swiggy stresses the need of
permanent support systems to guarantee development and participation. New hires get
ongoing assistance and opportunity via mentorship programmes, coaching, and other
professional development efforts. Constant communication ensures that any problems are
identified and resolved as soon as possible.
TABLE OF CONTENTS
EXECUTIVE SUMMARY........................................................................................................3

INTRODUCTION......................................................................................................................6

OBJECTIVES............................................................................................................................9

SCOPE OF THE STUDY..........................................................................................................9

PURPOSE OF STUDY............................................................................................................10

PROBLEM OF STATEMENT................................................................................................11

SWIGGY..................................................................................................................................13

Swiggy CEO and key executive team..................................................................................14

Present scenario- A business that is changing lives.............................................................14

Partnerships..........................................................................................................................15

Swiggy Business Model.......................................................................................................16

How it functions:..................................................................................................................17

Funding opportunities..........................................................................................................18

Marketing Tactics.................................................................................................................19

LITERATURE REVIEW.........................................................................................................22

The onboarding process.......................................................................................................23

Assimilation.........................................................................................................................24

The Hierarchy of Needs According to Maslow...................................................................25

Organizational Culture.........................................................................................................26

Organizational Commitment................................................................................................28

S.w.o.t. analysis of swiggy...................................................................................................30

Weakness..............................................................................................................................31

Opportunities........................................................................................................................32

Threats..................................................................................................................................33

RESEARCH METHODOLOGY.............................................................................................34

Introduction..........................................................................................................................34
 Methods outline....................................................................................................................34

Research Onion....................................................................................................................34

Research Approach..............................................................................................................36

Research Design...................................................................................................................37

Justification for choosing descriptive design.......................................................................38

Data collection.....................................................................................................................39

Methods of data collection...................................................................................................40

Data Analysis.......................................................................................................................40

Sampling..............................................................................................................................41

Sample Size:.........................................................................................................................41

Time schedule (Gantt chart).................................................................................................41

Ethical considerations..........................................................................................................42

Research Limitations:...........................................................................................................43

DATA ANALYSIS AND INTERPRETATION.....................................................................46

Data processing....................................................................................................................46

Exhibit of Information..........................................................................................................46

FINDING.................................................................................................................................61

RECOMMENDATION...........................................................................................................63

CONCLUSION........................................................................................................................65

REFERENCES.........................................................................................................................67

QUESTIONNAIRES...............................................................................................................70
INTRODUCTION
Employees are an organization's most valuable asset, and their contributions are critical to the
company's success. When a company hires new people, they have access to fresh views,
capabilities, and potential in the company. However, businesses run the danger of losing
important people and seeing a loss in productivity if they do not have a well structured
onboarding programme. When it comes to assisting new workers in assimilating into the
organisation, gaining an understanding of their tasks, and becoming effective members of the
team, onboarding programmes play an extremely important role. The purpose of this article is
to investigate the significance of developing efficient onboarding programmes and to provide
insights into the methodology behind the development of all-encompassing onboarding
procedures.Onboarding programmes that are both effective and efficient provide several
advantages to the organisation as a whole as well as to the newly hired personnel. When an
organization's onboarding procedure is carried out effectively, the percentage of engaged
employees and employees who stay with the company increases. It fosters a commitment to
the company over the long run and creates the conditions for a pleasant experience for
employees from the very first day. In addition, the effectiveness of the onboarding
programme contributes to an increase in productivity. This is because newly hired employees
are able to swiftly adjust to their duties and responsibilities, which in turn shortens the
learning curve.For newly hired workers, participating in an onboarding programme that has
been thoughtfully developed not only helps to instill a feeling of belonging but also alleviates
the anxiety that comes along with beginning a new job. They get a better understanding of the
culture, beliefs, and aims of the organisation, which enables them to mould their work in
accordance with those aspects. In addition, successful onboarding programmes make both the
expected and desired levels of performance crystal obvious to new recruits. This paves the
way for new employees to flourish in their new positions and make contributions that are
valuable to the organisation.

The act of integrating newly hired personnel into an organisation and familiarising them with
the culture of the organisation as well as the working environment is referred to as
"onboarding." Onboarding is a complete procedure. It plays an essential role in the HR
Department (HRD) overall structure. The inability of the organisation to provide an adequate
onboarding process may have a detrimental effect on the organization's overall level of
productivity. The proper onboarding of new workers is very necessary in order to maintain a
professional and devoted team. A programme that assists in the onboarding of new workers is
helpful in the process of orienting such personnel. It determines the nature of the relationship
that exists between the new worker and the organisation. Building a robust organisation
culture and securing the company's future with a skilled pool of human resources may both
be accomplished via the successful implementation of an effective employee onboarding
programme. Onboarding new workers is a multi-step process that encompasses much more
than simply providing them with basic orientation. The process of "onboarding" new
employees begins with employee orientation as the initial stage. The overarching objective of
the onboarding process is to facilitate the growth of a positive and fruitful working
relationship with a worker and the company. It is a representation of the organization's values
and brand, and it also provides an explanation of the working environment and the climate of
the workplace. The needs of the workers and the aims of the organisation are brought into
alignment via the process of employee onboarding, which also offers a time during which
new employees effectively get familiar with the organisation, existing employees, and the
working environment. Because of this, production will increase significantly in a very short
period of time.

Swiggy has upgraded its onboarding service sourcing operations at its facility in
Marathahalli, which is located in Bangalore. The primary goal of the company in launching
this effort was to improve both the existing employee experience as well as the new
employee onboarding process. The formerly antiquated designs, as well as the drab hallways
that were furnished with plastic chairs, have been changed out for ones that have vibrant
graphics, vibrant colours, and comfy and beautiful furnishings.Before starting work on the
structure, the company made sure to take a number of important considerations into account.
One advantage is that it preserved the user-friendliness of the design.Candidates often have
numerous questions and concerns about the position and the company as they go through the
process of recruiting and onboarding. These questions and concerns are typically tied to the
brand. As a result, there are diagrams and other images on the interior walls that provide
information on the company as well as the work.Second, the project emphasised the
importance of creating an aesthetically pleasing environment. The visual appeal was
amplified by the inclusion of appealing images with the accompanying text.

The third development was that it became multilingual. The writing that is displayed on the
walls of the facility includes, in addition to the usage of English, the incorporation of the
region's several indigenous languages.It highlighted the achievements of other partners in
delivery and shared their success stories. Prospective workers might be motivated to do their
best work by reading the stories of others' achievements in their jobs.Attention was made to
celebrate your Swiggy brand so that it would motivate the onboarding contenders to feel
proud of their association with Swiggy and to stay loyal to the company.The primary goal
was to provide the delivery partners with a superior staff and candidate experience, introduce
them to the brand, and encourage them to apply for the company as a result of this positive
experience. During the time of recruiting, the Marathahalli onboarding facility has the biggest
turnout of potential employees. This trial experiment is going to be expanded to include
Swiggy's other onboarding facilities across India, according to the company's latest plans.
OBJECTIVES
 To develop an onboarding process that is warm and inviting to all participants.
 To present information that is understandable on the firm and the objective it serves.
 To make connections easier to make and to foster relationships.
 To provide newly hired workers with the education and training they need to be
successful in their roles.
 To order to simplify administrative procedures and educate newly hired employees on
company policy.
 To familiarise newly hired workers with the functions and responsibilities of their
positions.
 To solicit comments and suggestions in order to enhance the new employee
onboarding process.
 To encourage continued involvement over a longer period of time.

SCOPE OF THE STUDY

Researching Swiggy's particular onboarding tactics, practises, and results would be within the
study's purview for creating efficient onboarding programmes for new workers. Swiggy is an
outlier in the food delivery market, thus this case study would examine how the company
crafts its onboarding programme to help new hires hit the ground running.

The scope of the research would extend to include several facets of Swiggy's onboarding
process, such as:

 Onboarding procedures: looking at how companies like Swiggy set up their new hire
programmes including orientations, training modules, mentorships, and team-building
exercises.
 Involvement of Stakeholders: Analysing the Functions of HR Professionals, Hiring
Managers, Instructors, Mentors, and Current Employees in the Onboarding Process.
 Studying how the Swiggy onboarding process helps new hires get acclimated to the
organization's norms and priorities at work is an example of cultural integration.
  Knowledge and skill building: evaluating Swiggy's practises for providing new hires
with the orientation, instruction, and assistance they need to hit the ground running in
their positions.
 During the onboarding process, Swiggy uses a variety of platforms to communicate
information, set objectives, and handle questions and concerns from new hires.
 Evaluating and providing feedback on the methods used by Swiggy to gather
information from new hires on their onboarding experience, as well as any changes
made to the programme as a result of that data.
 Exploring the connection between Swiggy's onboarding programme and increased
levels of employee engagement, job happiness, and retention.

PURPOSE OF STUDY
The objective of the research project on the creation of efficient onboarding programmes for
new workers at Swiggy is to investigate and get a better understanding of the tactics,
procedures, and results of Swiggy's onboarding programme. The following are some of the
goals that the research hopes to accomplish:

 The purpose of this research is to undertake a thorough examination of Swiggy's

onboarding programme in order to determine the important features and practises that
contribute to the program's efficacy. Specifically, the study aims to uncover best
practises. When it comes to the development of, or improvements to, their own
onboarding programmes, this may serve as a standard for other organisations
operating in the food delivery business or comparable industries.
 Improve the employee experience: The purpose of this research is to investigate how
Swiggy's onboarding programme contributes to the creation of a favourable
experience for new workers. The research may give insights on how to enhance the
employee satisfaction during the earliest phases of their job by studying the aspects
that lead to a streamlined and engaging onboarding process.
 Accelerate Productivity: Efficient onboarding programmes are meant to assist newly
hired workers in rapidly adapting to their responsibilities, gaining an understanding of
the expectations of the organisation, and becoming productive contributors. The
purpose of this research is to investigate how Swiggy's onboarding programme helps
new workers achieve a high level of productivity in a shorter amount of time.
  An efficient onboarding programme lays the groundwork for long-term employee
engagement and retention, making it one of the most important factors in a company's
overall success. The purpose of this research is to investigate how the onboarding
programme at Swiggy helps to cultivate a feeling of belonging, work happiness, and
commitment across new employees, all of which have the potential to favourably
influence employee retention rates.
 The purpose of this research is to give suggestions for programme enhancement by
analysing both the positive and negative aspects of Swiggy's onboarding programme.
These recommendations are meant to be implemented in order to increase the
efficiency of the programme. These tips may be of use to Swiggy in the process of
refining its current onboarding procedures and addressing any possible gaps for areas
for development.

PROBLEM OF STATEMENT
There’s a lack of complete knowledge about the design and execution of successful
onboarding programmes, particularly in regard to Swiggy. This is despite the fact that
onboarding is significant in ensuring a seamless transition and making the most of what is
possible for new workers. Because of this knowledge gap, Swiggy is unable to optimise the
onboarding process. As a consequence, the company faces the possibility of facing
difficulties such as reduced engagement among workers, decreased productivity, and
increased turnover rates.

The issue may be broken down into its component parts as follows, which will allow for
further analysis:

 Inadequate onboarding practises: The onboarding strategy that is currently in place at

Swiggy may be missing the required structure, supplies, or activities to completely
integrate new workers into the culture of the firm and provide a smooth transition into
their employment.
 Limited stakeholder engagement: The involvement as well as collaboration among
various stakeholders who manage the procedure for onboarding, such as HR staff,
managers for hiring, trainers, and instructors, may be fragmented or indistinguishable
causing gaps in the recruiting experience. These stakeholders include HR personnel,
 hiring management, trainers, and mentors. Limited stakeholder involvement may lead
to gaps in the recruiting experience.
 The current onboarding programme may not fully address the unique job-related
knowledge and abilities necessary for new employees to execute their tasks
effectively. As a result, this may hamper new workers' capacity to contribute
meaningfully from the beginning of their employment.
 Ineffective communication and sharing of information: During the onboarding
process, the avenues for communication and methods that are used may not efficiently
convey vital details, clarify expectations, or call the questions and issues of new
employees, which can result in confusion and diminished engagement.
 Limited assessment and feedback methods: It is possible that the existing onboarding
programme does not have the appropriate procedures for gathering feedback from
new workers. As a result, chances to identify areas in which improvements are needed
and to make the required modifications in order to improve the onboarding experience
are being missed.
SWIGGY

Swiggy serves as one of the most lucrative and biggest online meal delivery services in India.
It was founded in 2010. Swiggy was first conceptualised and launched in Bangalore in 2014,
and ever since that time, the company has been actively developing new business locations
around the country. As of the year 2019, it has further extended its company to include
general items, which are sold at Swiggy shops as well. At this time, Swiggy is available in
about one hundred cities throughout the country. September 2019, Swiggy made the decision
to grow even further and introduced the concept of a convenient pickup and dropoff service
under the name of the company Swiggy Go. The firm, when it was known as Swiggy,
provided a service that included picking up and delivering a variety of products, such as
laundry, packages, or papers, to a wide range of consumers and corporate clients. Swiggy
began its operations with just twenty-five partner eateries and 6 service executives. Swiggy
has already established a presence in almost all of the world's most important cities, notably
Mumbai, Delhi, Pune, Hyderabad, Bangalore, Kolkata, and Chennai. They now have 13000
delivery executives and 12000 partner restaurants in their network. India is a young nation
that is still in the process of growing, and the country possesses a great deal of latent
potential. One of these is in the food industry. Swiggy has been able to fill this need because
to its rapid growth and expansion of its company to larger proportions. Swiggy is a firm that
places a strong emphasis on its customers and uses its web platform to make the process of
food delivery more pleasant. Swiggy is well on its way to becoming the industry leader in the
food delivery market because to its efforts to enhance the customer experience and reduce the
amount of time it takes to serve orders. Since it was first established, the company has
accomplished both quick expansion and the generation of a significant quantity of revenue
for its parent company. Swiggy has covered the bulk of the ground necessary to be
successful, beginning with online menus and progressing to large delivery. It has quickly
become the most popular online platform for ordering meal delivery and has taken the lead
position in this sector of the industry. It is always working on upgrades and introducing
technology developments at regular intervals in order to enhance the experience of its
customers and add value to the company's operations. Swiggy has released a number of
innovative new features, such as Swiggy Access, Swiggy Pop, and Swiggy Schedule,
amongst others.

Swiggy CEO and key executive team

 Sriharsha Majety Co-Founder and Chief Executive Officer.

 Rahul Jaimini Co-Founder.

 Nandan Reddy Co-Founder.

 Srivats TS Vice-President of Marketing.

 Aakash Bhotika Assitant Vice-President of Supply.

 Ninad Karandikar Cluster Head of New Supply.

 Vinit Bothra Engineering Manager.

 Deepak Modak Engineering Manager.

Present scenario- A business that is changing lives

Swiggy has recently grown to become India's most popular online platform for ordering and
delivering meals. In the current day, it offers its services in over hundred different cities
throughout the globe. When we speak about food, it is by far the most popular brand. It has
built up a sizable customer base in a very short period of time and has succeeded in
establishing a positive reputation in the eyes of its clientele. The delivery procedure was the
initial focus of the firm, but it has now evolved to include a wider variety of service offerings.

Services offered by Swiggy

Because of situations such as "when you don't want to go out to the restaurant, and then they
bring the eatery to you," food ordering and delivery companies are now expanding more
digitally by creating multiple platforms including increasing the number of services they
provide. This is because of conditions such as "when you don't want to go out to the
restaurant, then they give the restaurant to you."

Swiggy provides its customers with a variety of products and services, including Swiggy Pop,
a service that delivers a single serving of food within 30–35 minutes. The Swiggy, the POP
menu has a variety of food options, including Indian Thalis, dish meals, biryanis,
hamburgers, and Asian combinations. In a short amount of time, you will get deliveries of all
of the single-serve meals with prices ranging from Rs.99 to Rs.200.

Swiggy also provides services in the categories of "Cloud," which is a cloud-based kitchen,
and "Stores," which are physical locations where customers can pick up their orders.

Swiggy has just recently developed a portal for its partners called "Swiggy Partners," on
which those partners will be able to make requests for premium packing material. It will
make it easier for them to get what they need at an affordable price and will guarantee that
they have a more positive experience overall as a client.

In the beginning, the fledgling business focused mostly on the delivery of essential food
items and perishable goods from surrounding businesses. It launched a brand new service in
September 2019 called "Swiggy Go," which is very similar to the business model utilised by
dunzo. This service is used to pick up and drop off a broad variety of products, including
clothes, keys that have been misplaced, papers, and deliveries to business people and other
consumers. Swiggy Go is now only available in Bangalore, but the company has said that it
intends to roll out the service to more than 300 big locations over the next year or two.

Partnerships
Swiggy is now able to deliver food from Burger King thanks to a partnership between the two
companies. It also has a partnership with Google Local Guide to make it easier for consumers
to provide reviews, as well as a partnership with Sodexo to make it possible for customers to
pay using meal cards. Swiggy has formed a partnership with Indifi Solutions to make it
possible for partner restaurants to participate in a financing programme.

Swiggy has introduced a new digital wallet under the brand name "Swiggy Money" in
collaboration with ICICI Bank. Even if they do not have an account with ICICI Bank,
consumers are still able to take advantage of the services. It will make it possible for clients
to keep money on file in order to pay for orders.

It has additionally provided for meal delivery in addition for functioning as an engine of
employment throughout the country, delivering to over 500 different cities across India, with
more than 1.4 million participating eateries and more than one million delivery partners.

Then came the toughest test in the shape of the statewide lockdown that was enforced on
March 24. This resulted to the economy taking a nosedive, which served as a genuine test of
Swiggy's mettle and was akin to being baptised in fire. While the majority of enterprises went
out of business, others sought to adapt but were unsuccessful, while Swiggy continued to
operate despite these challenges. They moved rapidly to implement new standards and
completely redesigned their business model in order to successfully combat the shifting
structure of the market.

 It modified in the structure of the five-step model, which stated as follows: "Customer
Safety - Insist that customers exercise caution while utilising delivery services."
 "Effective outreach" is an assurance of security in the company's newly implemented
business practises. "Temperature tracker" is a tool to assist in persuading consumers
that delivery executives are safe.
 "Safety badges" are identification badges designed to guarantee the greatest possible
levels of cleanliness.
 "No contact delivery" means making sure there is no interaction with the delivery
person.

Swiggy Business Model

Swiggy is a meal delivery service that operates on an on-demand approach. The primary
functions of the business model are the first one, which is to aggregation the partner
restaurants, and the second one, which is to organise the group of delivery firms who are able
to supply the food in accordance with the demand at the allotted time. Therefore, there are
two different kinds of partners in a firm.

Swiggy is the most successful food delivery company in the world.

Swiggy, the top food delivery company in India, is carrying out its operations.

principally via its implementation on a variety of digital platforms, such as payment, orders
billing, food delivery the location, and so on. Swiggy's business model canvas is predicated
on the company's functioning as a hyper-local, on-demand food delivery service. Swiggy
uses a cutting-edge technological platform that acts as a single point contact to function as a
link between the consumers and the eateries.

A hyper-local, on-demand food delivery service is the basis for Swiggy's business strategy,
much as it is for Grubhub in the United States.

In addition to aggregating eateries, it also coordinates the activities of a group of delivery

vendors that provide on-demand delivery of meals.

Primarily functioning in the capacity of a parent diner for each of the other restaurants.
Swiggy serves as a kind of storage shed for all of the eateries. The creators, Rahul Jaimini,
Nandan Reddy, and Sriharsha Majety, saw that there was a significant disconnect between
these restaurants as well as the foodies who frequented them. As a result, we identified a
significant issue and developed a strategy to address it using SWIGGY.

How it functions:
Swiggy is a food delivery service that allows users to order a variety of dishes from nearby
restaurants via its website as well as its mobile application. Swiggy forms partnerships with
local businesses and uploads digital versions of their menus so that customers may easily
access them. The menu and pricing list are both readily accessible to the customers on the
website, where they can also place their orders with a single click. The meal is then picked up
from the restaurant by the delivery partners that work for Swiggy, who then make the trip to
the customer's location to bring it to them on time right at their doorstep. The goal of the
company is to improve communication between dining establishments and their customers.
Customers may quickly use the app of their smartphones or log into to their webpage to see
the list of places and cuisine that are located close to where they are. Once the patron has
chosen the food he wants to eat and the restaurant he wishes to place his order from, the order
will be processed. After placing the purchase, he may either pay online or pick the option to
pay cash on delivery. As soon as the dining establishment gets the order, it immediately
begins the preparation process. Once the meal is ready, a delivery agent from Swiggy will
visit the restaurant, pick it up, and then bring it to the customer's doorstep. On the Swiggy
website and mobile app, customers can now track the estimated time of delivery as well as
the position of delivery employees.
Funding opportunities
Swiggy's success in the Indian market is due in no little part to the quality of its investors. It
was able to secure funding of over 75.5 million US dollars from a diverse group of investors,
including Enterprise Partners, Bessemer, the Norwest Venture, SAIF collaborators, Accel,
RB savings, Harmony venture, and Apoletto, among others.

The following is how Swiggy makes money:

Swiggy was one of the first companies to enter the market for online food ordering and
delivery, and it has successfully carved out a niche for itself in the Indian market. Swiggy
generates revenue via a number of different channels, including the following: Commission:
Swiggy takes anywhere from 15 to 25 percent of the whole order as compensation from the
restaurant, and this takes into account any additional taxes or fees that may be imposed on top
of the menu price. Some restaurants that only make themselves visible on Swiggy are eligible
for perks, such as Swiggy elevating their position in the list of available restaurants or
lowering the commission rate that they pay to Swiggy by two percentage points. The amount
of commission that is charged is based on a percentage that fluctuates according to the
volume of orders placed. Delivery Fees: Swiggy will charge a delivery cost for your order,
even if it is less than 100 Indian Rupees, with the amount of the price varying according to
the distance travelled to deliver your food. Swiggy generates income via this channel in
addition to its other revenue streams. In addition, on the other side, it motivates clients to
make orders for a greater quantity. Advertising is another source of revenue for Swiggy; the
company uses two different techniques to generate revenue from advertisements: priority
listings and banner advertising. Restaurants - Swiggy has also built their very own
restaurants, which are featured at the very top of their websites and applications, giving them
the most attention possible. These Swiggy eateries are now only available in Bangalore, but
should soon be available in the Hyderabad as well as Mumbai markets as well. Swiggy
Access is an innovative take on the traditional notion of a central kitchen. With the aid of this
method, restaurants will be able to provide the appearance of having kitchens in locations
where they do not really have any such facilities. It first began operations in Bangalore a year
ago, and since then, it has grown to include Mumbai, Delhi, Kolkata, and Hyderabad. Swiggy
Super is a new service that was only recently introduced by the company. Within this service,
there is an affiliation programme that enables frequent customers to take advantage of
limitless free delivery. Customers are required to pay a sum of 149 for a subscription that is
valid for one month, and they are required to spend 349 for a membership that is valid for
three months. Affiliate Income - Swiggy also makes some affiliate earnings from other
sources, such as through introducing partner financing cards. The organisation has been
successful in establishing partnerships with a large number of financial institutions, including
Citibank, HSBC, ICICI, and a great number of others. Which allows businesses to increase
their earnings over a longer period of time and create more income overall.

Expenses incurred by Swiggy

In order for a company to effectively run its day-to-day operations, they will inevitably rack
up certain costs. Swiggy must also do the aforementioned action. Swiggy's excessive costs in
the year 2018 caused him to lose the higher amount that he made in 2017, but in 2019
Swiggy has managed to bounce back with increased popularity and has generated significant
profits.

Marketing Tactics
Swiggy is promoting on a variety of venues, including offline and online, with effective
marketing efforts. On the internet, it is carrying out marketing activities through Twitter,
Facebook, Pinterest, Instagram, and Twitter. Diwali ghar ayi and second to mum were two of
the company's most well-known advertising campaigns. Sing with Swiggy, observe food
being walked around your region, and other fun activities. Swiggy's ability to engage with
clients and build a solid customer base has been facilitated by the ads, which have also
contributed to increased brand recognition. Swiggy also makes use of an internet platform to
address client complaints and to minimise consumer discord.

Target Customers of Swiggy

Swiggy's primary market is composed of those instead do not like to leave their homes or go
to restaurants and who would rather enjoy having great meals delivered to their homes
without having to make any effort. They want their meals to be immediately accessible and
waiting for them just outside their front door.

Swiggy’s growth and development strategies

Swiggy has been successful in catering to a very large target audience, each of which consists
of individuals with unique qualities, ages, and behaviours. When the scale of India's market is
considered, Swiggy has a large population that it can target.
These individuals have a high standard of living and reside in affluent communities. They
may be students at prestigious educational institutions, working professionals, or business
owners.

Swiggy reaches their intended demographic using a variety of marketing approaches,

including the following:

A strategy for segmentation:

Swiggy employs demographic segmentation as part of their segmentation strategy. This

allows the company to focus its attention on the younger audience, who are more likely to
find it convenient to have food delivered to their homes. People from working-class
backgrounds who are living separately are included in this segmentation along with teens and
college students.

As part of its behavioural segmentation strategy, the firm focuses on attracting customers
who prioritise having meals delivered to their homes in a timely manner above going out to
eat. The majority of Swiggy's resources are put on marketing the company's name and app to
consumers in the hope that they would choose it over competitors.

Swiggy's psychographic segmentation targets those who desire a comfortable lifestyle and
would prefer remaining at home to wait for their food to arrive rather than going out and
getting trapped in the traffic. This is because these people are more likely to order meal
delivery online.

Techniques for positioning:

The application that allows everyone to obtain meals whenever and wherever they want is at
the core of Swiggy's positioning approach. Swiggy's brand image is strengthened as a result
of all of the marketing activities since the company is able to deliver meals to customers
quickly and easily. It is committed to the complete fulfilment of its customers' needs and
strives to provide the very best customer service possible so that individuals can depend on
the brand.

Swiggy operates as a middleman between the eatery and the customer, so the other person
restaurants are pleased with the service they get. Since it boosts their sales and improves their
market share.

Plan for achieving diversification:

Swiggy's business plan involves the company offering hyperlocal delivery of various
products. It employs a delivery approach that is diverse in its scope. Its goals include not just
the distribution of meals but also the establishment of a system of pickup and delivery for
pharmacies, grocery stores, gift shops, plus flower shops, as well as the acquisition of a
greater proportion of India's market for delivery services.

Marketing on social media:

Swiggy has 211 thousand fans on Insta and 947 thousand fans on Facebook; this indicates
that it has been successful in securing a big audience using social media advertising
techniques. It has developed several really clever ads, such as #eatyourveggies,
#earnyourcheatmeal, and #superswiggy, in which it conveys the concept of healthy eating in
a comical manner by employing puns and smart one-liners. They make sure that all of their
social media accounts are up to date and publish pictures of appetising foods with the
intention of making people hungry so that they would use Swiggy to place their food orders.

People who are regularly active on social networks often notice the posts that Swiggy makes,
are affected by them, and may order tasty food as a result of seeing such postings.

The marketing videos have a fair amount of originality and significance. Diwali Har ayi ,
Swiggy goes International are two of the advertisements that have received the most attention
recently. These movies, which were created by the co-founders of Swiggy as well as the
personnel of the company, have increased consumer involvement in the brand. It was
effective in attracting the attention of a staggering number of social media enthusiasts, which
resulted in a substantial amount of financial gain. Swiggy makes use of many social media
platforms, including YouTube, Twitter, Instagram, and Pinterest.
LITERATURE REVIEW
There isn't a single source that I've come across that defines the phrase "organisational
onboarding;" but, there are a few sources that do define "onboarding." According to an article
that was published in the MIT Sloan Management Review, it was written by Daniel M. Cable
(2013), "onboarding techniques have a common theme: converting fresh workers into the
organisational culture." In addition, Hillman provided an additional explanation of the article
"Planning for Member Onboarding—Finding Ways to Enhance New Employee Success as
well as Long-Term Retention." According to Hillman, "onboarding involves a special,
deliberate endeavour to make the fresh hire quickly feel like an effective member of the
organisation, laying a solid basis for a long-term relationship" (Hillman, 2010). This lays a
solid framework for a long-term engagement with the company. When we checked the
definitions provided by other sources, we found that they were all quite similar to the ones
provided by the University of Massachusetts, Sloan and Hillman. Onboarding was once the
subject of an article that was published on a website dubbed Society to Support Human
Resource Managers. The article stated, "New onboarding for workers is the process of
promoting the latest hire with a company. I found no authoritative source that expressly
defines the term "organisational onboarding;" however, there are certain sources that define
"onboarding." According to an article that was published in the MIT Sloan Management
Review by Daniel M. Cable (2013), "onboarding processes possess a common denominator:
forming new staff members into the organisational culture." In addition, Hillman provided
further clarification in the article "Planning for Member Onboarding—Finding Ways for
Boosting New Employee Effectiveness and Long-Term Retention." According to Hillman,
"onboarding involves a special, deliberate endeavour to make the fresh hire quickly become
an effective citizen of the organisation, laying a strong basis for a long-term relationship"
(Hillman, 2010). This lays a solid platform for a long-term engagement with the company.
When we checked the definitions provided by other sources, we found that they were all quite
similar to the ones provided by MIT Sloan as well as Hillman. A website known as Society of
Human Resources Directors formerly released an article about onboarding that said as
follows: "New staff orientation is the process of incorporating new staff members with a
company, and I found several pieces which defined socialisation." One description of
organisational socialisation was as follows: "Organisational socialisation is the process of
learning through which entrants move from being outside to becoming effective insiders"
(Bauer, Morrison, & Callister, 1998; Wanberg, 2012). Bauer and other authors also mention
the definition in another article, writing that "Organisational socialisation is typically
understood as the process by which organisations help newcomers learn about their work and
adjust to the workplace" (Ashforth et al., 2007; Bauer et al., 1998; Ostroff and Kozlowski,
1992; Van Maanen and Schein, 1979). My research led me to discover that Bauer's viewpoint
is widely held, and a number of writers often make reference to his conception of
socialisation. In addition to the references mentioned above, I came across the following
contribution made by Baker and Feldman: "Successful socialisation refers to newcomers'
adjustment with their job setting as well as conformity of what they do to organisational
goals" (Baker and Feldman, 1990). When the meanings of onboarding and socialisation are
compared, it is easy to observe the parallels between the two; in fact, the two ideas seem to be
nearly interchangeable with one another. Even though a significant amount of the available
research makes reference to outsiders as well as insiders, it would seem that the fundamental
principle underlying onboarding and socialisation is a transitional process. It is the process of
bringing workers who were previously working outside of an organisation into the fold as
insiders who are able to function effectively inside the organisation. My study has a number
of goals, the major one of which is to discover the fundamental components that are
responsible for the success of onboarding programmes in general. As a result, I am going to
investigate the research that has been done in the field of organisational onboarding, and then
I am going to identify the most important variables that have been stated by several
academics.

The onboarding process

Onboarding programmes are created with the goals of accelerating the time it takes for new
workers to become productive, lowering turnover rates and, as a result, the expenses
associated with turnover, and fostering absorption of the organization's core values and
cultural norms. Because it enables businesses to retain high-performing talent and to weed
out employees who are not a good match for the organisation, organisational socialisation is
an essential component of the process of assimilation. In most cases, newly hired employees
will either integrate themselves into the organization's culture and ideals or they will quit and
find work elsewhere. The onboarding process is sped up, which helps the corporation get rid
of employees who aren't a good match for the organisation in a shorter amount of time. Stein
and Christiansen (2010) provide an explanation of the fundamental components that make up
an Onboarding programme (Stein & Christiansen, 2010).
Pre-Boarding

This part of the process takes place mostly at the stage of recruiting and selection, but it also
encompasses all of the administration duties leading up to the first day on the job at the firm.
One example of an essential component that may be included at this stage is a greeting or
welcome from the Chief Executive Officer of the organisation. According to Stein and
Christiansen (2010), a greeting with senior leadership makes new recruits feel more valued
and accepted within the organisation. This little gesture helps fresh hires feel more vital and
welcome within the organisation.

Assimilation
When newly hired employees are able to embrace the established common norms and
requirements of the organisation as well as adopt the fundamental culture of the business, this
is known as assimilation. According to Pellet (2009), there are a number of significant
aspects that have been incorporated in the culture of a firm that need to be communicated to
newly hired employees throughout the onboarding and socialisation processes.These aspects
combine to form the overall culture of an organisation, and it is essential that they be
articulated in a way that is easily understood by staff members in order to guarantee that
workers' expectations are in line with what really occurs. Because of this, according to one
argument (Pellet, 2009), newly hired employees would either adopt the company's way of
doing things or quit their jobs. In order to meet the requirements of this assignment, I will
focus my attention on the socialisation component of onboarding programmes and will
employ several socialisation strategies as the foundation for my study.

Theoretical analysis

When conducting research on the ways in which onboarding could influence the degree to
which an individual is a good match for an organisation, researchers put a number of
important ideas to work. There is a significant lack of empirical research pertaining to these
possible results; as a consequence, a significant amount of emphasis is placed on theories as
well as mental models in order to analyse the evolution of onboarding. The ideas of
organisational culture and commitment highlight how important it is to match the culture of a
new recruit with that of the organisation in order to encourage a higher level of commitment.
The Hierarchy of Needs According to Maslow
In the fields of Human Resources and behavioural analysis, Maslow's Hierarchy of Needs
constitutes one of the models that is used the most often. In turn, the hierarchy of demands is
translated into each of the primary components of a high-intensity onboarding programme.
This research reveals how each component of self-actualization training for employees, when
carried out correctly, may cater to each stage of a worker's demand and lead that worker to a
state of fulfilment via self-actualization. Needs that arise from the body's physiology. The
term "physiological needs" refers to the fundamental requirements necessary for human
existence, such as the need for food, drink, and a safe place to sleep. In terms of Human
Resource Management, these requirements are satisfied via the selection process. For
instance, when an unfamiliar worker is employed, that person will get a pay cheque and will
be able to purchase the necessary physiological demands for life. These needs include food,
water, and adequate shelter. According to Stein and Christiansen (2010), when a person
begins their employment with a company, the first stage of the onboarding process has
already been completed. Concerns in Regard to Safety and Protection. The term "safety and
security needs" refers to the need that humans have for order and consistency. Structure and
organisation are key components of successful onboarding programmes, which address
concerns about participants' safety and security. Onboarding programmes, for instance, which
adhere to a predetermined agenda and carry out official, organised events and activities, will
assist in meeting the requirements for protection and safety that are necessary for newly hired
personnel. According to Stein and Christiansen (2010), workers are neither guided properly
nor are the appropriate boundaries created while participating in onboarding programmes that
are less organised and more casual. Essential Requirements for Social Integration. The term
"needs for belonging" refers to the fundamental human need to have meaningful relationships
with other people and to be accepted by those around them. These requirements are fulfilled
throughout the onboarding process by providing many chances for social engagement with
other newly hired employees and coworkers, often those with the most in agreement with the
individual being onboarded. New workers will have a much easier time adjusting to their new
environment and will have a better sense of whether or not they are welcomed once they get
the chance to engage with other employees. According to Stein and Christiansen (2010), new
recruits are less likely to have emotions of anxiety and worry over social acceptability if they
are able to win the approval of their coworkers ASAP in their tenure with the firm. This
results in a higher likelihood that new hires will have a better connection to the organisation.
In addition, a sense of belonging may be attained via the establishment of professional
connections with other employees working in other departments within the organisation.
According to Stein and Christiansen (2010), not only does this enable new workers learn
context and useful assets but it also helps them to feel acceptance at an organisational level
when compared to simply inside their own department or silo. Self-Esteem Needs. The term
"self-esteem needs" refers to the need that all living creatures have to have a positive
perception of themselves. This encompasses aspects such as one's own self-respect as well as
their accomplishments, prestige, and value. The requirements of a person's self-esteem are
met throughout the onboarding process by providing an explanation of how each individual
individual fits into the context of the bigger organisation as a whole. According to Stein and
Christiansen (2010), successful onboarding programmes explain to newly hired employees
why their unique roles are vital and how they contribute to the organization's overall efforts
in achieving its strategic goals and objectives. Self-Actualization. Self-actualization is the
pinnacle of human potential, representing the pinnacle of one's potential to experience
happiness and contentment. It involves the need of reaching one's full potential and always
looking for ways to further one's own personal development. A successful onboarding
process will contain components that provide assistance to newly hired employees in
identifying possible career advancement possibilities inside the organisation. If a newly hired
employee can see a route for career growth inside the organisation, then there is a lower
chance that the employee would quit the firm to pursue other career prospects outside of the
current one. According to Stein and Christiansen (2010), demonstrating to new workers how
they might advance within the organisation will facilitate the process of self-actualization that
takes place within the context of their working environment.

Organizational Culture
The accepted behaviours of a society. Generally speaking, the others of a group are the ones
who are going to make sure that you are adhering to the behavioural standards known as
social norms. a variety of factors, including the severity of the repercussions, social norms
may be broken down into three different categories: peripheral, relevant, and important.
According to Scholl (2003), people are more likely to comply with accepted standards if they
are internally motivated, identify wit the group in which they are participating, or are
controlled by an external motive based on their self-concept. Social Values. Both the values
that are held privately, or internally, as well as the beliefs that are held publicly, or outwardly,
are referred to as social values. Individuals tend to experience a feeling of guilt if they engage
in behaviour that is contrary to their own private values, which highlights the need of
upholding these beliefs. In a context that is more social and organisational, the term "public
values" refers to the social norms that are upheld by the majority of members of the group
and that are adopted by the people who make up that group. Individuals will behave in ways
that are compatible with common principles in order to earn acceptance as well as
encouragement from the community at large, even if those individuals do not personally
embrace those social values (Scholl, 2003). This is because individuals want to be accepted
and supported by the collective. Social Identities. An individual's sense of who they are in
relation to a certain group is referred to as their social identity. An person will exhibit
behaviour that is consistent with the norms and ideals of the group, and they will make their
true identity known to others around them. According to Scholl (2003), a person's social
identity includes both the role expectations that are placed on them as well as their standing.
Mental models include cognitive schemas that are shared amongst people. Both "shared
mental models" and "organisational social cognition" relate to the way in which individuals
"think about one another in social situations" (Sims Jr. & Lorenzi, 1992). More specifically,
the term "organisational social cognition" refers to the "study of the processing of
information by humans (both aware and unconscious) as it factors, and is impacted by, the
complex psychological and structural phenomenon within the modern organisation... [or] the
manner in which individuals think about individuals, situations, and the individuals in
situations" (Sims Jr. & Lorenzi, 1992). A cognitive schema is one that focuses on the ways in
which individuals think and act. There are a variety of approaches that individuals take to the
processing of information, the development of judgements, and the manner in which they
conduct themselves in various scenarios. This concept is investigated further by cognitive
schema, also known as social learning theory (Gibson, 2004; Scholl, 2002b). In terms of
developing human resources and the process of onboarding, a cognitive schema indicates
how newly hired employees will act in their unique function according to goals, how they
will deal with tasks and challenges, and how they see themselves in terms of their own goals
and KSAs. Additionally, cognitive schema assists newly hired employees in developing a
sense of collaborative schema with their colleagues throughout the course of the socialisation
process. Because of this, their style of thinking is more able to match with those of others in
their circle of friends in addition to with the overall firm. In addition, cognitive schema
provides insight into the decision-making processes of newly hired employees. For instance,
in accordance with the notion of cognition, a person either has a flexible or a rigid schema.
This indicates that a newly hired employee has either become established in their ways or is
prepared to alter and adapt to new situations. Therefore, it is more probable that a newly hired
employee will be able to integrate to the ethos of the organisation if that individual has a
flexible schema. In contrast, if a new recruit has a strict schema, it is more likely that he or
she will quit the organisation if their beliefs do not fit with those of the firm (Gibson, 2004;
Scholl, 2002b). This is because hard schemas make it more difficult to adapt to changing
circumstances.

Organizational Commitment
Building a commitment-based strategy inside an organisation may be done in a few different
ways: via an investment-based approach, through a reciprocal approach, by restricting other
options, or by building a social identity. A commitment-based approach, as opposed to a plan
for control, may be developed more effectively with the assistance of an organisation that has
implemented onboarding programmes to assist in the formation of a social identity for its
members. Helping staff members develop their social identities can be accomplished when
staff members identify with the company's purpose, build individual achievement within the
larger organisational goals, find privacy through a discernible career path, obtain skill
approval from peers and leaders, along with feel an understanding that the organisation is
confident in their judgement and capacities (Scholl, 2008). O'Malley (2000) found that
creative group social activities were the most common way in which businesses helped
employees form these beliefs.

Self-Concept in Relation to the World Around You

The three external validation elements are what the self-concept exterior theory of
motivations refers to when it talks about what motivates people. To begin, people who are
externally driven by their self-concept seek approval from individuals of the workgroup that
they are a part of. People who have a self-concept that is externally motivated look for
emotions of value or the views of other members within the group as his or her participation
in the team is crucial to the overall operation of the organisation and is thus appreciated by
members within the workgroup. Last but not least, people who have an externally motivated
self-concept try to elevate their standing within the workgroups that they are a part of. For
instance, these people want the other people in the group to think that they are the most
effective at their specific function and that they are an essential and irreplaceable component
of the collective (Scholl, 2002a). When it comes to new employee socialisation, the self-
concept external hypothesis regarding motivation plays a significant role in predicting newbie
information seeking. This is because of the importance of self-concept. In general,
individuals who are new to an organisation will seek advice from their coworkers and
superiors, in addition to gaining knowledge from observation, in order to assist them in
adjusting to their new surroundings. People who are driven by their external self-concept are
prone to take a more in-depth approach to the newbie information seeking process in order to
achieve acceptance, value, and status in their workforce in a shorter amount of time. This is
because people who are motivated by their external self-concept are more concerned with
how others see them. This idea was evaluated in a longitudinal research that was carried by
the researcher Elizabeth Wolfe Morrison (1993). The purpose of the study was to investigate
the impact of information seeking on aiding the socialisation process. According to the
findings of the research, newcomers looked for normative information in order to assist social
integration, referent information in order to support task mastering, technical information in
order to facilitate clarifying roles, and performance feedback in order to facilitate task
mastery. Morrison (1993) postulated that personality qualities are associated to the frequency
of immigrant looking for data measures (Morrison, 1993).

Onboarding Programs in Swiggy

The effective introduction of new workers into an organisation is directly correlated to the
effectiveness of the onboarding programmes that are in place within that organisation. In the
context of Swiggy, a major food delivery firm, many significant themes emerge from the
current literature on creating and putting into operation good onboarding programmes. These
themes pertain to the design and implementation of effective onboarding programmes. These
topics include the significance of organisational culture, social integration, the cultivation of
knowledge and skills, communication tactics, and assessment procedures.

Organisational Culture According to the findings of recent studies, assimilating new workers
into an organization's established culture is one of the most important factors determining the
level of commitment and contentment that employee will have towards their work over the
long term. Swiggy, as a unique company operating within the delivery food sector, is in a
position to capitalise on the robust organisational culture it has fostered in order to provide a
distinctive onboarding experience. Swiggy is able to assist new workers in comprehending
the firm's purpose, beliefs, and standards, which in turn enables them to more easily align
themselves with the culture of the organisation.
Building connections and promoting a feeling of belonging are two of the most important
aspects of successful onboarding, and social integration is a critical component of both.
Implementing activities including collaborative exercises, companion systems, and mentoring
programmes are all great ways for Swiggy to encourage social integration among its drivers
and riders. These efforts help new workers interact with their colleagues, giving them the
opportunity to create support networks and making them feel more at ease in their first
position at work.

Information and Skill Development: It is of the utmost importance to ensure that newly hired
staff members are equipped with the information and skills essential to flourish in their
respective professions. Swiggy is able to develop training programmes that encompass job-
specific skills, corporate procedures, and industry knowledge. It is possible to shorten the
amount of time required for new workers to become productive by providing a combination
of formal training, learning while on the job, and access on resources such as online courses
and job aids.

Strategies for Effective Communication During the On-boarding Process Effective

communication is essential to the success of the onboarding process. Swiggy is able to
employ a variety of communication channels, among them in-person orientations, welcomed
messages, and social media platforms, to provide crucial information, explain expectations,
and give continuing assistance. New workers are more likely to feel educated and involved in
their work when there is consistent and open communication, which also helps to reduce
uncertainty and foster a great onboarding experience.

Assessment systems Swiggy's ability to constantly enhance its onboarding programme is

enabled by the use of assessment and feedback systems. To get a deeper understanding of the
perspectives held by new workers, it may be helpful to conduct surveys, participate in focus
groups, or have one-on-one conversations. Swiggy is able to discover areas of growth and
make the required modifications to improve the onboarding experience by analysing
feedback provided by users and determining problem areas.

S.w.o.t. analysis of swiggy

Fast Deliveries

Swiggy is well-known in the food delivery industry for its lightning-fast service. It does this
by accessing the exact locations of its clients, so enabling those consumers to make orders at
the hotels and restaurants that are geographically closest to them. When a consumer logs in,
the interface will display the hotels that are located closest to their current location.

Because it uses this strategy, Swiggy is able to quickly and accurately process the orders that
its consumers place.

Employees Who Have Received Training

Another one of Swiggy's many strengths is the high level of training it provides for its staff
members. The individuals responsible for delivering the packages have received extensive
training and are able to satisfy the needs of the clients.

Large Variety"; "Varied Offerings"

The enormous variety of dining options provided by the organisation is another one of its
many strengths in the hospitality industry. It provides the consumer with access to a wide
range of dining establishments in the surrounding areas, each of which offers a diverse
selection of options on their menus. In addition to this, it makes an effort to direct you to
restaurants that cater to your preferences, whether you want vegetarian or meat-based dishes.

Simple and Straightforward Operation for Users"

Swiggy has preserved a user-friendly interface in order to accept its customers' orders. This is
done with the consumers' comfort in mind. It has a user interface that is well organised and
easy to navigate. There is a list of restaurants to choose from, each of which includes a
description of its offerings as well as pricing information. When a client chooses a restaurant
and a meal, the payment options for that restaurant are not confusing, and the consumer can
see a list of all of the methods that they may pay. After that, it moves on to the step where
you make a payment, and once that's done, the transaction is finished. After the purchase has
been placed, the client has the option of seeing the live status update of their order.

Weakness
Targets Zonal Restaurants

Swiggy only accepts orders from eateries that are physically situated in the same area as the
client who placed the order. It is also one of its assets, although many of its rivals are
increasing the requirements that customers have and expanding to additional eateries.

Lack of a Recognisable Brand Name

Swiggy has to pay more focus on branding in order to raise consumers' knowledge of its
brand, which is currently low. One of the reasons is that other companies, such as Zomato
and Uber Eats, provide superior customer service. One further explanation is that rivals, like
as Zomato and Uber Eats, didn't be on the scene until much later. Because of this, the other
two have been able to surpass Swiggy.

"Charges for Delivery"

Because the consumer is responsible for part of the costs associated with shipping and
packaging, the overall cost of the purchase will be higher. since of this, the brand has a
significant flaw in the sense that certain consumers may be reluctant to place orders via the
platform since doing so may incur an additional expense.

Additionally, unlike its rivals, Swiggy does not provide its clients the option to pay for their
orders digitally, either using a digital wallet or through online banking.

Opportunities
Space for Innovation

The market for meal delivery via the internet is one that is seeing rapid growth. Over the
course of the last several years, it has expanded its presence in the Indian market. This gives
the firm the opportunity to launch new products into the market and so increase the size of its
consumer base.

An Expanding Commercial Space

Swiggy is sitting on a massive opportunity in the industry, since there are a lot of people who
may become clients. Due to the ongoing epidemic, it is not appropriate for people to dine out
at restaurants, thus many individuals who are yet to take part in the online foodstuff retail
market are likely to do so as a result of the pandemic. Therefore, it would be to the interest of
the brand. Brand recognition grows in tandem with the number of consumers.

An Expansion of Their Market Share

Swiggy has the potential to strengthen its position throughout the market by highlighting the
importance of its role there. By placing a greater emphasis on its branding, it may be able to
increase its share of the market. Swiggy has to put more resources into its branding if it wants
to be accessible to a wide audience.

Extended Assistance
It ought to work harder to integrate greater customer service into its daily activities. It should
also aim to find strategies to reduce the amount of shipping prices in order to bring in a
greater number of clients. This will result in an increase in the client base of those individuals
who had previously favoured other brands.

Threats
A Reduced Number of Customers

At the moment, Swiggy has an extremely low number of consumers, which presents a
significant challenge for the company. Because there are fewer clients, it will be difficult for
them to boost their sales, which will have an effect on their profit. Because of this, engaging
in active marketing is recommended. These days, the majority of the advertisements that
appear on YouTube are those for Zomato, which presents a potential risk.

The Growing Number of Competitors

There are various companies that compete with Swiggy, such as Zomato, Foodpanda, Uber
Eats, and Domino's. When new rivals enter the market, those new companies will provide
new offers, and sometimes customers may have the tendency to move to the new brand.

Therefore, seeing it in this light, it poses a substantial risk to the brand. Swiggy offers
discounts during holidays in order to lure clients away from its rivals' services. Although this
results in a decrease in income for Swiggy, the company ultimately gains a larger customer
base, which is helpful in the long term.

Increase in the Number of People Who Are Health-Conscious

People these days are more health concerned, and as a result, they eat less food that is
prepared outside the home. Not being able to see the eatery.

People might be reluctant to purchase meals online due to the location and hygiene of the
establishment. This poses a significant risk to the reputation of the brand. Additionally, the
Covid problem has resulted in a decrease in the sales of these applications. A further
significant obstacle is the cost that must be spent in order to adequately sterilise the delivery
personnel.
RESEARCH METHODOLOGY
Introduction
The selection of appropriate methodology to conduct the research in context of the identified
research problems is necessary to reach objective based outcomes (Bergh and Ketchen,
2009). The current chapter deals with the identification of the most suitable research
paradigm, approach, design, data collection and analysis method that is applicable to resolve
the research questions. According to Saunders et al. (2009), research methodology involves
the research study of the research topic and thus complete and analyse the research process in
details. Researcher in this research carry out the detailing and analysis process through
collecting the data and thus in accordance to it relate it and analyse the collected data through
the process of research methodology.

Researcher in this process implements various concepts and theories in the research, which
help the researcher to analysis the research topic in a far better way. Thus, researcher
methodology helps the researcher to implement these various theories and concepts and thus
to analyse the research topic in a more detailing way. Implementation of various theories and
concepts also help the researcher in the research methodology to analyse the corporate social
responsibility in ensuring the sustainability of the business operations globally (Bergh and
Ketchen, 2009).Though however, research methodology sometimes leads to an error which
may sometimes leads to a limits to the researcher to carry out the research process in detail.

Methods outline
The type of investigation carried out in the current research is descriptive that helps to
conduct a comprehensive study. The choice of research philosophy is positivism and the
research process implemented is deductive approach. Positivism paradigm and deductive
reasoning help to test the exiting theories with the help of empirical data obtained through
primary research. Primary data is collected by implementing mixed method, i.e. combination
of quantitative data collection. The research strategy to collect quantitative data was survey
questionnaire distributed to 100 customers of Swiggy.

Research Onion
Layers in the research onion developed by Saunders et al. (2009), provide a systematic
framework to carry out the research in an orderly manner. Harrison and Reilly (2011) argue
that the research onion gives a generic research process that helps the researcher to resolve
underpinning issues of making choices for data collection methods and strategies. Unfolding
each layer of the onion step by step, helps to reach the core. The stages in the research onion
start with the identification of most suitable philosophies in the epistemological standpoint,
followed by approaches whether deductive or inductive, strategies such as surveys, case
studies, action research to choose from. The next layer talks about choices to be made,
whether to use mono, mixed or multi methods. In order to proceed with the choices made, it
is necessary to develop a time frame in the form of time horizons and carry out either a cross
sectional research or a longitudinal study. The final layer of the research onion provides the
data collection and data analysis to be followed and obtain the findings to get the outcome.

Figure 1: Research Onion

(Source: Saunders et al. 2009)

As illustrated in the above diagram, research onion helps in study of each layer of research
techniques that will enable better research and more information for the result analysis. A
researcher needs to follow each layer of research onion so that a structured procedure is
adopted for the research process.

Research Paradigm/Philosophy
Epistemology deals with the nature of knowledge perceived by the researcher as to what is
acceptable knowledge. Positivism, interpretivism and realism are the key paradigms that
constitute the philosophical standpoint of epistemology. Positivism philosophy assumes that
material facts already exist in the universe and just need to be analysed using scientific
method (Freshwater, 2007). Positivism supports academic studies that are formed on the basis
of social realities in a methodical system that replicates the process as used in accepted
science. Interpretivism is an anti-positivist theory, and assumes that social research cannot be
simply tested using scientific research. On the other hand, realism assumes that objects that
exist in the universe can be felt by the human senses but are not dependent on human acuity
and perception. Pragmatism is a different research philosophy that argues that research can be
conducted using the positivist and the interpretivism approach.

Positivism supports objective based studies and extensive data testing using scientific process
(Doman, 2011, p265). As opposed to positivism, the philosophy of interpretivism supports
subjective based studies where in-depth qualitative analysis can be carried out. Hence,
quantitative analysis obtained by interacting with survey from consumers of Swiggy. Hence,
positivism philosophy has been implemented to conduct this research.

Justification for selecting positivism

Positivism assumes that the purpose of scientific research is to uncover the truth and make is
possible to predict and control. It supports objective based studies using scientific principles
as used in natural sciences. Interpretivism is a philosophy that is subjective and socially
constructed through human reasoning and perceptions, and does not involve data testing.
Interpretivism is considered weak for the study because human reasoning and arguments
cannot be feasible to test the existing theories and reach suitable outcomes. Positivism is
considered appropriate for the current study as it align well with the deductive process as
applied in this research so as to test existing theories with the help of data collected through
empirical research.

Research Approach
The selection of research approach, whether inductive or deductive depends on the nature of
the research topic and the complexity of the problems identified. Inductive process is a theory
building approach that starts with observation and data collection, formulating tentative
hypothesis, analysing the collected data and finally the development of new knowledge
(Freshwater, 2007). As opposed to inductive approach, the deductive process starts with
extensive study of existing theories, followed by identification of research gaps and
hypothesis development, analysing the existing data using scientific methods and finally
testing the existing studies (Bryman and Bell, 2011).

Deductive approach follows a general to a specific process and narrows down theoretical
knowledge after testing. However, inductive approach follows a specific to a general process
and extends conceptual knowledge to develop a new theory.

Deductive approach is a theory testing process, which helps to test existing theories and
conceptual models with the help of empirical data obtained from primary research. On the
other hand, inductive approach is a theory building process where the research starts with
careful observation of phenomena, followed by hypothesis development and confirmation
(Meyers and Woerkom, 2014).

Justifying the use of deductive approach

Deductive approach is appropriate for the research as broad literature comprising of

theoretical models are tested with the help of first hand/empirical data obtained through
surveys and interview, i.e. primary data. Inductive approach is not suitable for the study
because the scope for new theory development is very limited due to the fact that social
media theories and brand identity are common areas of study in the field of marketing
research (Huxham and Vangen, 2008). Moreover, the inductive process makes extensive use
of secondary data analysis and quantitative data interpretations, which are not extensively
used in this research. New knowledge developed on the basis of primary research findings
such as observations may not always be underpinning and could be subject to criticisms
(Saunders et al. 2009). Hence, in order to avoid any complexity due to new knowledge
development the inductive approach is avoided and testing existing theories, following
deductive approach is found feasible to carry out the research.

In the current research, the use of inductive approach cannot be made as this approach is
supported by interpretivism and qualitative data analysis.

Research Design
The major types of research designs used in an academic research are in form of exploratory,
explanatory and descriptive. Exploratory design is followed when the research problems are
not completely clear to the researcher and it helps to obtain peripheral information relating to
the area under study (Bryman and Bell, 2011). This design only provides a base level
knowledge that may be utilised to develop a research hypothesis.

On the other hand, explanatory design helps to establish relationship between variables while
explaining ‘cause and effect’ relationship (Denzin and Lincoln, 2011). Descriptive design
helps to carry out an extensive research and explore the answers to the identified research
problems from several dimensions such as what?, Why?, Who?, How? and When?.

Research Design

Exploratory Explanatory Descriptive

Figure 7: Research Design

(Source 7: Saunders et al. 2009, pp-52)

Justification for choosing descriptive design

In case of research design, the descriptive investigation will consider as it helps in providing
the broader perspectives of the research to the researcher and after following this, the
researcher can develop their own reasoning and the ideas. It helps in giving the detailed
analysis and also the useful description about the topic (Meyers and Woerkom, 2014,
pp.202). Exploratory research is not found to be suitable for understanding the volatility of
exchange rates and its impact on business because it will only help to give a marginal
information. Similarly, explanatory research will only help to establish the relationship
between the key research variables instead of in-depth qualitative analysis.
Descriptive research design is found to be suitable for the study because the nature of the
problems in this research is clearly identified and defined. The current research has formal set
of objectives and uses a mixed method towards data collection, which is supported by
descriptive design. Exploratory design is considered weak for the study because obtaining
background information will not be adequate enough to resolve the research issues.

Using descriptive research, the various areas that impact relationship marketing which helps
to will be investigated from multiple dimensions.

Data collection
The accurate result achievement for a research topic is largely dependent on the derivation of
relevant and significant data through application of correct and most suitable data collection
procedures (Onwuegbuzie and Leech , 2009, p. 376). In order to undertake a properly
formatted and standard research work, this research adopts the method of applying both
primary and secondary data collection procedures.

Secondary data collection

The secondary data collection is executed prior to the primary data collection method.
Secondary data regarding the attitudes of parents having adolescents with behavioral and
emotional problems are retrieved from the relevant journals, articles, books and magazines.
In order to refine the research and make it more informative and current data enriched,
website contents are also accessed. As put forward by Toloie-Eshlaghyet al. (2011, p. 108),
going through the secondary data enable the deep and clear understanding and knowledge
gaining regarding the concerned topic. It thus develops the researcher’s base knowledge to
conduct an efficient primary data collection procedure and analysis by aligning the results
with the theoretical concepts and base created through the learning from the secondary data.

Primary data collection

Primary data collection procedure is executed after an efficient secondary data collection and
study. Selection of the appropriate sample, size and questions is aided by the knowledge
developed through secondary data analysis. Primary data is retrieved from the selected
sample population through implementation of appropriate procedures. Based on forms in
which data is collected, Lodico and Spaulding (2010, p. 11) divided the primary data into two
significant groups as quantitative data and qualitative data. Analysis of this data and its
alignment with the secondary data provides with the accurate result derivation for the
research.

Methods of data collection

Data collection methods used in a research is in terms of qualitative and quantitative data
collection. Each type of data collection technique can be discusses as follows –

Quantitative data collection – Figurative data collected through quantitative data research
strategy can be statistically interpreted and analysed using scientific principles. Denzin and
Lincoln (2011) explain that quantitative data supports the use of numerical explanation and
puts across a strong sense of objective based study.

Survey questionnaire –survey questionnaire provides a cost effective, simple and a

convenient method of gaining access to respondents spread over a wide geographical area. In
the current primary research, questionnaire was distributed to at 100 customers Swiggy, using
the online questionnaire distribution technique. The pattern of the questionnaire in the survey
was structured, closed ended and emphasised on the customers’ acuity about social media
participation. The questions focused on the type of social media tools and sites that the
customers of Swiggy followed, the nature of content they shared and the social events
organized by the company in which they participated. The main motive behind survey was to
understand how far the customers were convinced by the relationship marketing strategy of
Swiggy in order to engage customers.

Initially the questionnaire was sent to 150 customers online that formed the sample frame.
Out of these 150, at the end of one week, 120 surveys were received back, while the rest were
either ignored or sent incomplete. To meet the sample target of 100 customers and maintain
simplicity in the calculation, the first 100 surveys were considered.

Data Analysis
Numerical response obtained through questionnaire was converted into percentage with the
application of Ms Excel tool. The converted data was represented in the form of graphical
charts and tables to present the findings in an easy and understandable manner.

Rich, in-depth and empirical information obtained from the interviews were recorded in the
form of transcripts since digital recording was not permitted. The transcripts were interpreted
to analyse the qualitative data and the findings were explained in context of the literature
review and the identified research problems.

Sampling
The use of probability sampling, simple random strategy was used to sample the 100
customers of Swiggy to take part in the survey. Probability sampling gives equal opportunity
to each element in the chosen population, equal chance to be selected for participation
(Onwuegbuzie and Leech, 2009). It avoids any element of biasness and is a cost effective
method of sample selection.

Sampling Technique:

Sample considered for studying branding and its impact on consumers’ decision-making
process are smaller in number that can suit the criteria of the research topic. The sample for
customers of Swiggy was simple random probability sampling where no criteria for selection
were considered. With the help of online questionnaire, Customers were asked for
participation where survey was performed based on Likert’s scale rating from 1 to 5.

Sample Size:
The sample size is divided into two forms for qualitative and quantitative technique. For
studying the quantitative research techniques, 100 customers of Swiggy were considered and
were interacted with the help of online questionnaire forms. As no qualitative data were
selected so no interviews were considered. Thus, the total sample size of the research study is
100, comprising both the qualitative and quantitative forms.

Time schedule (Gantt chart)

Any research topics are either longitudinal or cross-sectional in nature, depending upon the
time allotment considered for research for a particular topic. In the present research, cross-
sectional study is adopted that has limited time-period so application of Gantt chart is
considered for easy completion of the research work. Saunderset al. (2009) stated that Gantt
chart helps in segregating the key tasks as per the structure of the study and helps in better
completion of the topic.

Main activities 1st week 2nd week 3rd week 4th+5th week 6th week 7th week
 Selection of the
topic
Composition of the
literature review
Research
methodology
Collection of
primary data
Analysis and
interpretation of
data
Findings
Conclusion and
Recommendation
Final submission

Ethical considerations
Ethical values must be carefully considered when designing successful onboarding
programmes for new workers. The online meal delivery business Swiggy serves as a case
study for this discussion of important ethical issues. Some things to think about are as
follows.

 The initial onboarding phase should be open and honest, giving new hires correct
details about their roles, responsibilities, and the company's culture. Swiggy has to
make sure that new hires understand the ins and outs of the job, including any dangers
or difficulties they may face. Employees are better able to evaluate their job happiness
and stability as a result of this transparency.
 Swiggy should work on developing an onboarding process that welcomes and
embraces people of all backgrounds and perspectives. The programme must be
inclusive of all people and their unique cultural, social, including linguistic
backgrounds. Creating a community where everyone is accepted and appreciated is
crucial.
  Swiggy may gather new hires' private information throughout the onboarding process
and take appropriate measures to protect such data. Treating personal information
with the greatest care and in accordance with applicable data protection rules and
regulations is essential. Swiggy has to get the proper permission for processing
personally identifiable information from its employees after explaining how their data
is going to be used, kept, and secured.
 During the onboarding process, Swiggy should make sure that all new employees
understand their positions, responsibilities, and expectations. Details on working
hours, pay, perks, metrics for measuring performance, and opportunities for
advancement are all part of this. Swiggy may reduce the risk of employee
unhappiness and misunderstandings by communicating clearly and establishing
appropriate expectations from the outset.
 Swiggy has to make sure that its new hires have access to sufficient development and
training opportunities so that they can learn the skills and information they'll need to
succeed in their jobs. Offering chances for ongoing training shows that you care about
your employees' development and success. Moreover, encouraging ethical conduct at
work may be accomplished via training on ethical issues and business regulations.
 The onboarding process may be improved if Swiggy has a system in place to get input
from new workers. Employees should be given the chance to voice their opinions and
thoughts via periodic check-ins, questionnaires, or one-on-one conversations. With
this information, Swiggy will be better equipped to handle any ethical concerns that
may emerge throughout the hiring process.
 The health and happiness of Swiggy's staff must be a top priority, thus the company
must take steps to reduce the stress and strain of the onboarding process. This entails
doing things like regulating workloads, allowing for sufficient breaks, and creating a
positive atmosphere in the office. Swiggy could also promote the well-being of its
employees by stressing the need of a balanced life outside of work.

In general, Swiggy need to take an ethical stance while crafting its onboarding programme.
Swiggy can establish a great onboarding experience that lays the groundwork for long-term
employee happiness and performance by placing a premium on openness, inclusiveness,
privacy, straightforward interaction, training, feedback, overall employee well-being.
Research Limitations:
Researchers may run across roadblocks while trying to learn how to best create onboarding
programmes for new hires. Listed below are certain restrictions that may apply to an instance
study of Swiggy:

 There is some doubt as to how widely applicable the results and insights from an
investigation of Swiggy's onboarding programme are. The results may not be
universally relevant due to differences in setting, culture, and workforce dynamics.
 The quality and breadth of the case study may be affected by the ease with which
necessary data and contacts may be made inside Swiggy. The depth and precision of
the investigation may be compromised if certain relevant information is unavailable
or concealed.
 There is a possibility of bias in studies of onboarding procedures. The objectivity of
the results may have been compromised by the researchers' own biases,
preconceptions, or personal experiences during data collection, analysis, or
interpretation.
 Time Limits: Adequate time and materials are needed to conduct a thorough case
study. Time constraints may limit researchers' ability to gather and analyse data, as
well as restrict the scope of their investigation. This may limit how comprehensive the
study is.
 The danger of self-reporting bias exists whenever information is gathered through
interviews or surveys. Information may be distorted or incomplete if workers submit
answers they believe to be socially acceptable or in line with the organization's
expectations.
 To keep up with shifting business priorities, technological advances, and employee
expectations, onboarding programmes must be flexible and dynamic. The onboarding
programme may have evolved since the time the case study was written, but it is just a
snapshot in time.
 Limitations based on ethics are inherent in any study that draws on the perspectives
and experiences of workers. The safety, security, and anonymity of research
participants must be guaranteed at all times. Research rigour may be compromised if
just a subset of relevant data is obtained due to ethical concerns.
Despite these caveats, a case look at Swiggy's onboarding programme might nonetheless
serve as a starting point for more investigation and comparison. When interpreting and
extending the results to different situations, researchers should note these limitations and
offer relevant context and cautions.

Summary:

The successful incorporation of new workers into an organisation is greatly aided by the
implementation of effective onboarding programmes inside that organisation. This research
paper studies Swiggy, a major food delivery a platform, and analyses the design and success
of their onboarding programme for new workers. The case study focuses on Swiggy since it
is a meal delivery platform.The onboarding programme at Swiggy is shown to be beneficial
in a case study of the company, which illustrates its usefulness in aiding the effective
orientation and participation of new workers. Swiggy promotes a great onboarding
experience for its employees by including pre-boarding events, orientation sessions, training
programmes, chances to learn from mentors, and continuous support. This helps contribute to
the overall happiness of Swiggy's employees and the success of the organisation. This study
underscores the relevance of an effective onboarding programme in ensuring a seamless
transition for new workers and advocates adopting similar tactics for other organisations
wishing to improve their onboarding procedures. Specifically, the research focuses on the
importance of a programme that helps new employees get acclimated to their new roles.
DATA ANALYSIS AND INTERPRETATION
Data processing
In its broadest definition, "data processing" refers to the procedure of gathering and
transforming different kinds of data with the purpose of generating knowledge that is both
instructive and practical. From this vantage point, it may be seen as a subset of data handling,
which generally refers to the alteration (processing) of data in any publicly accessible way. In
these other respects, it is not altogether implausible to see it as a fraction of the information
now being processed. According to this theory, processing information requires adapting an
existing internal knowledge in a way that it may be witnessed by another person. The goal is
to make the data easily available to the intended recipient. First, researchers will examine the
categorization scheme; next, they'll tabulate the information; and lastly, they'll provide their
results. Once the investigators have finished the phases of data collection and data
arrangement, they will move on to the next phase.

Exhibit of Information
As part of the method of presenting them, the researchers will compile, arrange, and talk
about the data using a variety of tools such engineering drawings, distribution graphs, and
histograms. As a component to the presentation strategy, this will be carried out. The purpose
of doing so is to get the message through as quickly and as plainly as possible. Because part
of the data display approach, this will be performed routinely. It will be a part of the process
overall. Due to the format of the data presentation, this is a definite occurrence at some time
during transmission. This is the goal that will be presented to you, and the material will be
conveyed in such a way that it makes achieving this goal both practical and efficient. There is
a vast range of alternative formats for displaying numbers, and each of these formats is
distinct from the others in its category. Exhibiting the data may be done in a variety of ways,
such as entering the data, conducting an inquiry, drawing diagrams, generating tables, maps,
incorporating histograms in, or a combination of the aforementioned approaches. Researchers
will take study results and convert them using data visualisations and figures so that
everything is sufficiently visible for the listener to grasp what is going on while the debate is
in progress.

We have determined that the major method of data collection will be to conduct some kind of
survey in the form of questions. Our goal going forward will be to base future choices on the
findings of this survey. In addition to gathering information from secondary sources in this
way, we also conducted an inquiry in a manner of interviews.

1.On a scale of 1 to 5, how would you rate your overall onboarding experience at
Swiggy?

1 (Very poor)

2 (Poor)

3 (Average)

4 (Good)

5 (Excellent)

On a scale of 1 to 5, how would you rate No of person

your overall onboarding experience at
Swiggy

1 (Very poor) 5

2 (Poor) 10

3 (Average) 25

4 (Good) 20

5 (Excellent) 40
 On a scale of 1 to 5, how would you rate
your overall onboarding experience at
Swiggy
5%
10%

40%

25%

20%

1 (Very poor) 2 (Poor) 3 (Average) 4 (Good) 5 (Excellent)

Among 100 of respondent on On a scale of 1 to 5, how would you rate your overall
onboarding experience at Swiggy than 5% say 1 (Very poor) 10% say 2 (Poor) 25% say 3
(Average) 20% say 4 (Good) 40% say 5 (Excellent).

2.Did you receive any pre-boarding materials (e.g., welcome emails, videos) before
joining Swiggy?

Yes

No

Did you receive any pre-boarding materials No of person

(e.g., welcome emails, videos) before
joining Swiggy

Yes 70

No 30
 Yes No

70

30

Did you receive any pre-boarding materials (e.g., welcome emails, videos) before
joining Swiggy

Among 100 of respondent on Did you receive any pre-boarding materials (e.g., welcome
emails, videos) before joining Swiggy than 70% say yes 30% say no.

3.How helpful were the pre-boarding materials in preparing you for your role at
Swiggy?

Very helpful

Somewhat helpful

Neutral

Not very helpful

Not helpful at all

How helpful were the pre-boarding No of person

materials in preparing you for your role at
Swiggy

Very helpful 40

Somewhat helpful 20

Neutral 10
 Not very helpful 20

Not helpful at all 10

How helpful were the pre-boarding materials in

preparing you for your role at Swiggy
Not helpful at all
10%

Not very
helpful Very helpful
20% 40%

Neutral
10%

Somewhat helpful
20%

Among 100 of respondent on How helpful were the pre-boarding materials in preparing you
for your role at Swiggy than 40% say Very helpful 20% say Somewhat helpful 10% say
Neutral 20% say Not very helpful 10% say Not helpful at all.

4.Did you attend an orientation session upon joining Swiggy?

Yes

No

Did you attend an orientation session upon No of person

joining Swiggy

Yes 78

No 22
 22

Did you attend an orientation session upon joining Swiggy

78

0 10 20 30 40 50 60 70 80

No Yes

Among 100 of respondent on Did you attend an orientation session upon joining Swiggy than
78% say yes 22% say no.

5.How well did the orientation session provide an overview of Swiggy's values,
culture, and goals?

Extremely well

Moderately well

Neutral

Not very well

Not at all

How well did the orientation session No of person

provide an overview of Swiggy's values,
culture, and goals

Extremely well 15

Moderately well 45

Neutral 20
 Not very well 12

Not at all 8

How well did the orientation session provide an

overview of Swiggy's values, culture, and goals
8%
15%

12%

20%

45%

Extremely well Moderately well Neutral Not very well Not at all

Among 100 of respondent on How well did the orientation session provide an overview of
Swiggy's values, culture, and goals than 15% say Extremely well 45% say Moderately well
20% say Neutral 12% say Not very well 8% say Not at all.

6.Were you provided with any training programs to develop the necessary skills for
your role?

Yes

No

Were you provided with any training No of person

programs to develop the necessary skills for
your role

Yes 80

No 20
 Were you provided with any training
programs to develop the necessary skills
for your role

20%
Yes
No

80%

Among 100 of respondent on Were you provided with any training programs to develop the
necessary skills for your role than 80% say yes 20% say no.

7.Rate the effectiveness of the training programs in equipping you with the required
skills and knowledge.

Highly effective

Moderately effective

Neutral

Somewhat ineffective

Completely ineffective

Rate the effectiveness of the training No of person

programs in equipping you with the
required skills and knowledge

Highly effective 30

Moderately effective 40

Neutral 10
 Somewhat ineffective 10

Completely ineffective 10

Rate the effectiveness of the training programs in

equipping you with the required skills and knowledge
10%

10% 30%

10%

40%

Highly effective Moderately effective Neutral

Somewhat ineffective Completely ineffective

Among 100 of respondent on Rate the effectiveness of the training programs in equipping
you with the required skills and knowledge than 30% say Highly effective 40% say
Moderately effective 10% say Neutral 10% say Somewhat ineffective 10% say Completely
ineffective.

8.Did you have a designated mentor to guide you during your initial months at
Swiggy?

Yes

No

Did you have a designated mentor to guide No of person

you during your initial months at Swiggy

Yes 85

No 15
 Yes No

15

85

D i d y o u h av e a d esi gn at ed m en t o r t o gu i d e y o u d u r i n g y o u r
i n i ti a l m o n t h s a t S w i g g y

Among 100 of respondent on Did you have a designated mentor to guide you during your
initial months at Swiggy 85% say yes 15% say no .

9.How valuable was the mentorship in helping you navigate the organization and
understand your responsibilities?

Extremely valuable

Moderately valuable

Neutral

Not very valuable

Not valuable at all

How valuable was the mentorship in No of person

helping you navigate the organization and
understand your responsibilities

Extremely valuable 5

Moderately valuable 50

Neutral 27
 Not very valuable 13

Not valuable at all 5

How valuable was the mentorship in helping

you navigate the organization and under-
stand your responsibilities
50
45
40
35
30
25
20 50
15
10
5 27
5
0
Extremely valuable 13
Moderately
valuable Neutral 5
Not very valuable
Not valuable at all

How valuable was the mentorship in helping you navigate the organization and understand your responsibilities

Among 100 of respondent on How valuable was the mentorship in helping you navigate the
organization and understand your responsibilities than 5% say Extremely valuable 50% say
Moderately valuable 27% say Neutral 13% say Not very valuable 5% say Not valuable at all.

10.Did you receive ongoing support from the HR department or your manager after
the initial onboarding phase?

Yes

No

Did you receive ongoing support from the No of person

HR department or your manager after the
initial onboarding phase

Yes 75

No 25
 Did you receive ongoing support from the HR de -
partment or your manager aft er the initi al onboard -
ing phase
Yes No

25%

75%

Among 100 of respondent on Did you receive ongoing support from the HR department or
your manager after the initial onboarding phase than 75% say yes 25% say no.

11.How satisfied were you with the level of ongoing support you received?

Very satisfied

Somewhat satisfied

Neutral

Somewhat dissatisfied

Very dissatisfied

How satisfied were you with the level of No of person

ongoing support you received

Very satisfied 30

Somewhat satisfied 35

Neutral 20

Somewhat dissatisfied 5

Very dissatisfied 10
 How satisfi ed were you with the level of
ongoing support you received

30
20
10
0
d
s fie d
ati fie l
ys ati
s
utra d
er t s N e s fie d
V ha ati s fie
ew is s ati
m td iss
So ha ryd
ew V e
m
So

How satisfied were you with the level of ongoing support you received

Among 100 of respondent on How satisfied were you with the level of ongoing support you
received than 30% say Very satisfied 35% say Somewhat satisfied 20% say Neutral 5% say
Somewhat dissatisfied 10% say Very dissatisfied.

12.Did the onboarding program contribute to a positive work environment and

employee engagement at Swiggy?

Yes

No

Did the onboarding program contribute to a No of person

positive work environment and employee
engagement at Swiggy

Yes 80

No 20
 no yes

80

80
70
60
50
yes
40
20
30
20
no
10
0
Did the onboarding program contribute to a positive work envi-
ronment and employee engagement at Swiggy

Among 100 of respondent on Did the onboarding program contribute to a positive work
environment and employee engagement at Swiggy than 80% say yes 20% say no.

13.How likely are you to recommend Swiggy as an employer based on your

onboarding experience?

Very likely

Somewhat likely

Neutral

Somewhat unlikely

Very unlikely

How likely are you to recommend Swiggy No of person

as an employer based on your onboarding
experience

Very likely 30

Somewhat likely 40

Neutral 15
 Somewhat unlikely 10

Very unlikely 5

How likely are you to recommend Swiggy as

an employer based on your onboarding ex-
perience
5%
10%
30%

15%

40%

Very likely Somewhat likely Neutral Somewhat unlikely Very unlikely

Among 100 of respondent on How likely are you to recommend Swiggy as an employer
based on your onboarding experience than 30% say Very likely 40% say Somewhat likely
15 % say Neutral 10% say Somewhat unlikely 5% say Very unlikely.
FINDING
Structured Orientation: The first step in the onboarding process should be to participate in a
thorough orientation programme that is designed to familiarise new workers with the
company's purpose, values, culture, and general business procedures. This helps set the scene
for their incorporation into the organisation in a meaningful way.

Expectations That Are Clearly Communicated To The New Employees It is important that
the work tasks, performance expectations, and criteria for performance assessment should be
communicated to the new employees in a clear and concise manner. They are better able to
grasp what is anticipated of them as a result of this clarity, and as a result, they are able to
better organise their efforts appropriately.

Onboarding Buddy or Mentor: Assign an experienced employee to serve as a friend or coach

for the newly hired employee throughout the onboarding process. This individual is able to
offer direction, respond to queries, and help promote a seamless transfer into the firm. The
buddy system helps new employees integrate socially and offers them with a source of
assistance at the same time.

Training and Development: In order to ensure that newly hired personnel have the
information and abilities required for their positions, it is essential that comprehensive
training programmes be made available to them. This may include training that is particular
to the profession, training in technology, training in the development of soft skills, and any
other appropriate education that is required to function efficiently.

Job Job shadowing with Cross-Functional Knowledge: Encourage new workers to observe
experienced colleagues on the job or rotate through other departments to obtain exposure to
diverse facets of the organisation. This not only deepens their comprehension of the
organisation as a whole, but it also enables them to form meaningful connections with
members of other teams and improves the efficiency with which they work together.

Establishing a Feedback process to give continuous direction and Support for New workers
In order to give continuous support and direction to new workers, it is important to establish a
feedback process. They will be able to better understand their progress, see areas in which
they can develop, and have a stronger sense of their importance within the organisation if
they are provided with regular check-ins, performance reviews, and opportunities for
constructive criticism.

Fostering a healthy work environment and encouraging new workers to interact with the
culture of the firm through hosting social events, chances for networking, and team-building
exercises are some of the initiatives that fall under the umbrella of employee engagement.
Because of this, they are better able to feel engaged, driven, and involved in the job that they
do.

Continuous Improvement: On a regular basis, assess and adapt the onboarding programme
based on the comments and suggestions made by new workers and management. Determine
which aspects of the programme should be strengthened, and then make the required
modifications to ensure that the programme continues to meet its intended purpose and is in
line with the objectives of the organisation.
RECOMMENDATION
Setting new hires up for succeed and promoting a healthy company culture depend on the
design of well-thought-out onboarding programmes. Using the online meal delivery platform
Swiggy as an example, we can draw some conclusions about what makes a good onboarding
programme.

 New hires should be briefed about the company's rules, goals, and basic values during
a "pre-boarding" phase before their official start date. Sending out welcome kits with
branded items and a personal greeting may help to generate enthusiasm and a feeling
of community.
 Implement a well-structured orientation programme to acquaint new hires with the
organisational structure, departments, and important stakeholders of the organisation.
Give us a rundown of the company's background, current standing in the industry, and
planned expansion. This will provide a better alignment of expectations between new
workers and the company's overall mission.
 Key Performance Indicators (KPIs), Job Responsibilities, and Expectations Must Be
Clearly Communicated to New Employees. To ensure that individual and
organisational goals are aligned, use descriptions of tasks, performance targets, and
periodic reviews. With their tasks defined so precisely, new recruits may go to work
right away.
 Programmes that pair more seasoned workers with those just entering the workforce
are known as "buddy" or "mentor" systems. This person may help them adjust to the
organisation and its culture in the first few weeks on the job by answering their
questions, offering advice, and introducing them to other employees. Having a buddy
or mentor may also assist new workers get to know the rest of the team, which is great
for building morale and solidarity.
 Provide in-depth, role-specific training and development opportunities. For instance,
Swiggy may provide classes on order management, customer service, delivery
procedures, and even safety precautions. To accommodate a wide range of students'
preferred methods of instruction, these courses need to include both theoretical and
practical instruction.
 Integrate new personnel into the team by prompting them to talk to existing
employees and those in related fields. Facilitate connection development and foster a
 feeling of togetherness by organising team-building activities like lunches, social
gatherings, or group projects. This kind of acclimation encourages teamwork and
makes new hires feel welcome in the company as a whole.
 Establish methods for frequent feedback to evaluate the development as well as
performance of new hires. Give them regular feedback to help them assess their
progress and identify areas of growth. Reinforce good behaviour and promote self-
assurance by giving praise and comments.
 Onboarding shouldn't cease after the first several weeks. Make use of mentoring
programmes, coaching, and other professional development activities to keep
employees interested and engaged. It's important to get in touch with new recruits on
a consistent basis to see how they're doing and provide any assistance they may need.
 Integrate new employees into the company's culture and values by stressing them
during the onboarding process. Activities for cultural immersion might be included at
Swiggy, such as the dissemination of success stories, the elucidation of employee
testimonies, and the demonstration of the company's positive effect on the local
community. This total submersion helps employees feel more connected to the
company's mission and values.
 Use feedback surveys, performance indicators, and employee turnover rates to track
the onboarding program's success and make adjustments as needed. Use the
information gathered for analysis to figure out what needs fixing and how to fix it.
The onboarding procedure must be flexible and adapt to the ever-evolving
requirements of the business and its staff.

By adopting these guidelines, companies like Swiggy may develop onboarding programmes
that help new hires feel welcome and comfortable quickly, boost productivity and morale,
and ultimately contribute to the company's long-term success.
CONCLUSION
The success of a company and its culture depends in large part on its ability to provide a solid
foundation for its new hires via well-thought-out onboarding programmes. Insights into what
makes an onboarding programme effective may be gleaned from the instance of Swiggy, a
food delivery company.When it comes to greeting and integrating new workers, Swiggy's
onboarding programme exemplifies the necessity of a well-structured and thorough strategy.
The company's initial training starts far before the new hire's first day, featuring pre-boarding
events designed to instill confidence, enthusiasm, and a feeling of community. This kind of
pre-employment involvement makes a huge difference in how ready and appreciated a new
recruit feels before they even start working there.Swiggy has a well-developed orientation
programme that helps new hires learn about the company's structure, divisions, and important
stakeholders. The organization's culture and strategic orientation may be better understood by
new recruits if they are given a brief summary of the company's history, purpose, vision, and
fundamental values. Having this information at the onset helps them to better match their
ambitions with those of the firm.One of the most important aspects of Swiggy's onboarding
process is the establishment of mutually agreeable job expectations. Key performance
indicators, job tasks, and employee expectations may all be defined to ensure that new hires
know exactly what is expected of them. They are now better equipped to direct their efforts
and make meaningful contributions to the success of the organisation.The value of
friendships and community is emphasised throughout Swiggy's orientation programme. The
buddy/mentor programmes make sure that new hires have an established colleague to turn to
for help while they learn the ropes and get acclimated to the company's way of doing things.
A feeling of community, cooperation, and acceptance into the new workplace may all result
from a genuine relationship amongst coworkers.Swiggy's new hire programme includes
extensive training and growth opportunities. The organisation offers in-depth training
programmes for each position, including instruction in the classroom, online, and in the field.
This method guarantees that new hires are equipped with the information and abilities they
need to succeed in their roles, boosting morale and productivity.Swiggy's onboarding
programme places a premium on fostering a sense of team unity among new hires. Through
team-building exercises and social gatherings, the firm helps its new employees get
acquainted with their coworkers and other divisions. Activities like this help people get to
know one another, generate team spirit, and encourage cooperation on the job.Swiggy's
onboarding process relies heavily on comments and ratings from drivers. New hires may
benefit from regular check-ins and assessments by receiving feedback and praise on their
progress. They are better able to pinpoint problem areas, build on their successes, and feel
encouraged in their careers as a result of this feedback-driven strategy.Swiggy's onboarding
programme is designed to help new hires succeed even beyond the first few weeks. New hires
will have access to continued support and opportunities for professional and personal
development thanks to the company's commitment to mentoring and coaching programmes,
as well as other career development initiatives.Swiggy's onboarding programme includes
cultural immersion as a crucial final step. Swiggy helps its employees feel like they belong by
highlighting the company's ethos and principles via events like celebrating achievements and
hearing from satisfied customers. The workers' loyalty and sense of belonging to the
organisation are bolstered by this cultural experience. The value of an effective new hire
orientation is shown by the Swiggy case study. Swiggy provides a successful onboarding
experience by focusing on the following areas: pre-boarding activities; organised orientation;
explicit job expectations; buddy/mentor programmes; training and development initiatives;
team integration; feedback and assessment; continual support; and cultural immersion. New
hires' integration, engagement, and retention in an organisation are aided by these factors.
Using the lessons learned from Swiggy's experience, other companies may create onboarding
programmes that set new hires up for success right from the start.
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QUESTIONNAIRES
1. On a scale of 1 to 5, how would you rate your overall onboarding experience at
Swiggy?

 1 (Very poor)

 2 (Poor)

 3 (Average)

 4 (Good)

 5 (Excellent)

2. Did you receive any pre-boarding materials (e.g., welcome emails, videos) before
joining Swiggy?

 Yes

 No

3. How helpful were the pre-boarding materials in preparing you for your role at
Swiggy?

 Very helpful

 Somewhat helpful

 Neutral

 Not very helpful

 Not helpful at all

4. Did you attend an orientation session upon joining Swiggy?

 Yes

 No

5. How well did the orientation session provide an overview of Swiggy's values, culture,
and goals?

 Extremely well
  Moderately well

 Neutral

 Not very well

 Not at all

6. Were you provided with any training programs to develop the necessary skills for
your role?

 Yes

 No

7. Rate the effectiveness of the training programs in equipping you with the required
skills and knowledge.

 Highly effective

 Moderately effective

 Neutral

 Somewhat ineffective

 Completely ineffective

8. Did you have a designated mentor to guide you during your initial months at Swiggy?

 Yes

 No

9. How valuable was the mentorship in helping you navigate the organization and
understand your responsibilities?

 Extremely valuable

 Moderately valuable

 Neutral

 Not very valuable

 Not valuable at all

10. Did you receive ongoing support from the HR department or your manager after the
initial onboarding phase?

 Yes

 No

11. How satisfied were you with the level of ongoing support you received?

 Very satisfied

 Somewhat satisfied

 Neutral

 Somewhat dissatisfied

 Very dissatisfied

12. Did the onboarding program contribute to a positive work environment and employee
engagement at Swiggy?

 Yes

 No

13. How likely are you to recommend Swiggy as an employer based on your onboarding
experience?

 Very likely

 Somewhat likely

 Neutral

 Somewhat unlikely

 Very unlikely