Beyond HR: Who Onboards the Next Generation of Consultants? Unpacking the Hidden Influence of Junior Peers

Abstract

This research investigates the overlooked-actors involved in the onboarding processes of large management consulting firms, re-evaluating the assumed central role of Human Resources (HR). It further emphasizes the optimal structure of onboarding processes for junior consultants including influential external factors. Based on the qualitative research, the study included 31 interviews with junior consultants, onboarding coordinators and HR representatives across eight of Sweden's largest management consulting firms. The analysis in this study is grounded in the theories of Communities of Practice and Socialization. Findings reveal that HR’s role in onboarding is over emphasized within the onboarding process with minimal participation, contradicting previous literature. Instead, learning and integration occurs through social interaction within informal social interactions in organically formed peer communities. Junior consultants have shown to be pivotal in supporting and integrating new employees. These findings suggest a need for HR to more accurately communicate its function in onboarding and to recognize the importance of peer-led socialization. The study contributes to new insights in the onboarding process and understanding effective onboarding practices and identifies key activities for a successful and effective process and integration. In this context, this study suggests that onboarding in consulting firms often complement HR frameworks. This is done by informal social learning and peer support. Therefore it becomes a more high-pressure immersion of both client-work, organizational practices as well as emphasis on learning by doing. Scholars argue that learning and integration occurs in social interactions within peer groups shown in communities of practice. Moreover, whilst existing literature highlights the importance of HR’s central role, this research argues against this view since it fails to capture the true nature and dynamic of onboarding processes.