hort Case Study struction: Read the case study below and answer questions that follow ase: BASF - Employee Onboarding he 'Be part' programme welcomes all new employees into BASF. The company provides the employee with the best support from the very first day, so that he or she quickly finds their bearings at BASF. The employee is given the opportunity to become acquainted with BASF, to fully develop their strengths, ideas, and expertise, and to build a network with fellow colleagues. BASF have also created specific processes for the employee's further professional development, which the employee will tailor to his or her needs together with their manager. Right from the start, an experienced colleague is at the new employee's side to support him or her during his or her first weeks at work. Several information events give the new employee orientation and an overview about the BASF world. Together with their manager, the employee will define his or her individual goals and training modules. Furthermore, BASF offers various opportunities to build up and expand the employee's network at BASF. 'Be part' reaches far beyond the first days in the company. In three phases, BASF will get the employee on board until he or she really feels at home. 1. Getting started: Welcome to the new team On the first day, the initial contact partners will welcome the new employee, help him or her get to know his or her colleagues and familiarise themselves with their working environment. 2. Getting up to speed: Time for action The new employee now knows their colleagues, duties and goals. The employee has become familiar with their direct working environment and have everything they need to fulfil their duties to the best of their abilities. Now, they are ready to become more closely acquainted with and understand BASF's structure and strategic approach. 3. Working and developing: Drive things forward The new employee has now really settled in. They understand the corporate culture and act accordingly. They extend their network on a daily basis and know how to make use of their contacts. It is now a question of how to introduce their ideas and develop further - for themselves and for BASF. 6.1 Having read the above case study, in your own opinion, how important is the process of onboarding? 6.2 According to what you have read, what is the difference between onboarding and the process of induction? hort Case Study struction: Read the case study below and answer questions that follow ase: BASF - Employee Onboarding he 'Be part' programme welcomes all new employees into BASF. The company provides the employee with the best support from the very first day, so that he or she quickly finds their bearings at BASF. The employee is given the opportunity to become acquainted with BASF, to fully develop their strengths, ideas, and expertise, and to build a network with fellow colleagues. BASF have also created specific processes for the employee's further professional development, which the employee will tailor to his or her needs together with their manager. Right from the start, an experienced colleague is at the new employee's side to support him or her during his or her first weeks at work. Several information events give the new employee orientation and an overview about the BASF world. Together with their manager, the employee will define his or her individual goals and training modules. Furthermore, BASF offers various opportunities to build up and expand the employee's network at BASF. 'Be part' reaches far beyond the first days in the company. In three phases, BASF will get the employee on board until he or she really feels at home. 1. Getting started: Welcome to the new team On the first day, the initial contact partners will welcome the new employee, help him or her get to know his or her colleagues and familiarise themselves with their working environment. 2. Getting up to speed: Time for action The new employee now knows their colleagues, duties and goals. The employee has become familiar with their direct working environment and have everything they need to fulfil their duties to the best of their abilities. Now, they are ready to become more closely acquainted with and understand BASF's structure and strategic approach. 3. Working and developing: Drive things forward The new employee has now really settled in. They understand the corporate culture and act accordingly. They extend their network on a daily basis and know how to make use of their contacts. It is now a question of how to introduce their ideas and develop further - for themselves and for BASF. 6.1 Having read the above case study, in your own opinion, how important is the process of onboarding? 6.2 According to what you have read, what is the difference between onboarding and the process of induction