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hrd presentation employee onboarding.pptx

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employee socialization

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On-boarding: Employee Socialization and Orientation. Group 1 Rida Amber Zainab Ahmad Maryam Asim Faria Zulfiqar Sabahat Farhat
Introduction The process of adjusting to a new organization is called organizational socialization. Increasingly, the term “on-boarding” is increasingly used, to signify everything from recruitment to orientation, to the effective settling in of the employee into his or her job. Socialization is a complex, lengthy process. It may take new employees weeks or months to understand what is expected from them on the job and how to behave in order to be accepted by other organization members.
SOCIALIZATION: THE PROCESS OF BECOMING AN INSIDER Organizational socialization is defined as “the process by which an individual acquires the social knowledge and skills necessary to assume an organizational role.The net result of this process is that someone who is considered by organization members to be an outsider is transformed into a productive and accepted insider
Some Fundamental Concepts of Socialization Organizational Roles; A role is a set of behaviours expected of individuals who hold a given position in a group. . Edgar Schein describes three dimensions of organizational roles. These are: 1. Inclusionary—a social dimension (e.g., outsider, probationary status, permanent status) 2. Functional—a task dimension (e.g., sales, engineering, plant operations) 3. Hierarchical—a rank dimension (e.g., line employee, supervisor, middle manager, officer)
Group Norms. • Norms are the rules of conduct (typically unwritten) that are established by group members to influence or control behaviour within a group. Group norms are an important part of the socialization process because they indicate the behaviours that insiders agree are appropriate. Expectations: Expectations are also central to organizational socialization. An expectation is a belief about the likelihood that something will occur. Expectations can encompass behaviours, feelings, policies, and attitudes.
Content of Socialization: Organizational socialization can be viewed as a learning process in that newcomers must learn a wide variety of information Cynthia Fisher divides the content of socialization into five categories of learning: 1. Preliminary learning —including the discovery that learning will be necessary, what to learn, and whom to learn from 2. Learning about the organization—including its goals, values, and policies 3. Learning to function in the work group—including the values, norms, roles, and friendships within it 4. Learning how to perform the job—including the necessary skills and knowledge for a particular job 5. Personal learning—learning from experience with the job and organization, including self-identity, expectations, self-image, and motivation
VARIOUS PERSPECTIVES ON THE SOCIALIZATION PROCESS Stage Models of Socialization The first stage, anticipatory socialization, begins before the individual joins the organization. The encounter stage of the socialization process begins when a recruit makes a formal commitment to join an organization. The last stage in this process is called change and acquisition. This stage occurs when new employees accept the norms and values of the group, master the tasks they must perform.
Feldman’s Model of Organizational Socialization
People Processing Tactics and Strategies . Even if the effort is not deliberate or part of a planned program, all organizations influence the adjustment of new members. Van Maanen calls these actions people processing strategies, and suggests seven pairs of tactics organizations may use when processing or socializing newcomers. For example, is socialization formal or informal? Is it done individually or in groups? Is the initial time period fixed (as in a probationary period), or is it variable?
Newcomers as Proactive Information Seekers A third perspective on organizational socialization emerged in the 1990s. Newcomers often actively seek out the information they need, both to master their environments and fill in gaps left by supervisors, co-workers, and other sources. This perspective explicitly recognizes that socialization is a two-way street, and it is not necessarily something that organizations do to people.
What Do Newcomers Need? . Insiders typically have a clear idea of their role in an organization, the group and organization’s norms and values, the KSAOs and experience that permits them to perform their work effectively, and they have adjusted to their roles.
THE REALISTIC JOB PREVIEW A realistic job preview (RJP) involves providing recruits with complete information about a job and an organization. While an RJP may seem like common sense, it actually stands in contrast to the traditional approach to recruiting.
Realistic Job Preview Effects .1 Vaccination Against Unrealistically High Expectation 2. Self-Selection 3. Coping Effect 4. Personal Commitment
hrd presentation employee onboarding.pptx
How Realistic Job Previews Are Used The first step in developing an RJP is to assess the need for one. Interviews, questionnaires, and organizational records can be used to assess the satisfaction, commitment, and turnover of new employees in an organization.
Issues considered when determining RJP content: 1. Descriptive or Judgmental Content 2. Extensive or Intensive Content 3. Degree of Content Negativity 4. Message Source
Are Realistic Job Previews Effective? RJPs reduce inflated expectations and have a beneficial effect on turnover, satisfaction, and commitment. The average reduction of turnover has been between 5 and 10 percent. Although much research has been done, many of the studies have design flaws. Thus, while it appears that RJPs are effective, better-designed studies that examine both underlying theory and practical issues will be of great benefit
Employee Orientation Programs Employee orientation programs are designed to introduce new employees to a job, supervisor, co-workers, and organization. Orientation programs typically begin after a newcomer has agreed to join an organization, frequently on the individual’s first day at work.
Objectives of orientation programs •Reduce a newcomer’s stress and anxiety • Reduce start-up costs • Reduce turnover • Reduce the time it takes for newcomers to reach proficiency • Assist newcomers in learning an organization’s values, culture, and expectations • Assist newcomers in acquiring appropriate role behaviours • Help newcomers adjust to a work group and its norms • Encourage the development of positive attitudes
Assessment and the Determination of Orientation Program Content This means that organization representatives will do a careful assessment of exactly what content should be provided in orientation, as well as the best means for providing that content. This should then be followed with a systematic evaluation effort, to determine how successful an orientation program is.
Orientation Roles One of the most important elements of an effective orientation experience is frequent interaction between newcomers and their supervisors, co-workers, and other organization members. Arnon Reichers suggests that these interactions are the primary vehicle through which socialization occurs, because it is these insiders who can provide newcomers with much of the information they need to make sense of an organization
The Supervisors A supervisor plays a pivotal role in the orientation process, serving as both an information source and a guide for the new employee.
Co-workers Co-workers are in a particularly good position to help newcomers learn the norms of a work group and organization. Co-workers can also relieve newcomers’ anxiety by discouraging hazing activities
Problems with Orientation Programs. Too much emphasis on paperwork • Information overload • Information irrelevance • Scare tactics • Too much selling of the organization • Emphasis on formal, one-way communication
Designing and Implementing an Employee Orientation Program 1. Set objectives 2. Form a steering committee 3. Research orientation as a concept. 4. Interview recently hired employees, supervisors, and corporate officers 5. Survey the orientation practices of top companies 6. Survey existing organizational orientation programs and materials 7. Select content and delivery method 8. Pilot and revise materials 9. Produce and package print and audiovisual materials 10. Train supervisors and install the system
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hrd presentation employee onboarding.pptx

  • 1. On-boarding: Employee Socialization and Orientation. Group 1 Rida Amber Zainab Ahmad Maryam Asim Faria Zulfiqar Sabahat Farhat
  • 2. Introduction The process of adjusting to a new organization is called organizational socialization. Increasingly, the term “on-boarding” is increasingly used, to signify everything from recruitment to orientation, to the effective settling in of the employee into his or her job. Socialization is a complex, lengthy process. It may take new employees weeks or months to understand what is expected from them on the job and how to behave in order to be accepted by other organization members.
  • 3. SOCIALIZATION: THE PROCESS OF BECOMING AN INSIDER Organizational socialization is defined as “the process by which an individual acquires the social knowledge and skills necessary to assume an organizational role.The net result of this process is that someone who is considered by organization members to be an outsider is transformed into a productive and accepted insider
  • 4. Some Fundamental Concepts of Socialization Organizational Roles; A role is a set of behaviours expected of individuals who hold a given position in a group. . Edgar Schein describes three dimensions of organizational roles. These are: 1. Inclusionary—a social dimension (e.g., outsider, probationary status, permanent status) 2. Functional—a task dimension (e.g., sales, engineering, plant operations) 3. Hierarchical—a rank dimension (e.g., line employee, supervisor, middle manager, officer)
  • 5. Group Norms. • Norms are the rules of conduct (typically unwritten) that are established by group members to influence or control behaviour within a group. Group norms are an important part of the socialization process because they indicate the behaviours that insiders agree are appropriate. Expectations: Expectations are also central to organizational socialization. An expectation is a belief about the likelihood that something will occur. Expectations can encompass behaviours, feelings, policies, and attitudes.
  • 6. Content of Socialization: Organizational socialization can be viewed as a learning process in that newcomers must learn a wide variety of information Cynthia Fisher divides the content of socialization into five categories of learning: 1. Preliminary learning —including the discovery that learning will be necessary, what to learn, and whom to learn from 2. Learning about the organization—including its goals, values, and policies 3. Learning to function in the work group—including the values, norms, roles, and friendships within it 4. Learning how to perform the job—including the necessary skills and knowledge for a particular job 5. Personal learning—learning from experience with the job and organization, including self-identity, expectations, self-image, and motivation
  • 7. VARIOUS PERSPECTIVES ON THE SOCIALIZATION PROCESS Stage Models of Socialization The first stage, anticipatory socialization, begins before the individual joins the organization. The encounter stage of the socialization process begins when a recruit makes a formal commitment to join an organization. The last stage in this process is called change and acquisition. This stage occurs when new employees accept the norms and values of the group, master the tasks they must perform.
  • 8. Feldman’s Model of Organizational Socialization
  • 9. People Processing Tactics and Strategies . Even if the effort is not deliberate or part of a planned program, all organizations influence the adjustment of new members. Van Maanen calls these actions people processing strategies, and suggests seven pairs of tactics organizations may use when processing or socializing newcomers. For example, is socialization formal or informal? Is it done individually or in groups? Is the initial time period fixed (as in a probationary period), or is it variable?
  • 10. Newcomers as Proactive Information Seekers A third perspective on organizational socialization emerged in the 1990s. Newcomers often actively seek out the information they need, both to master their environments and fill in gaps left by supervisors, co-workers, and other sources. This perspective explicitly recognizes that socialization is a two-way street, and it is not necessarily something that organizations do to people.
  • 11. What Do Newcomers Need? . Insiders typically have a clear idea of their role in an organization, the group and organization’s norms and values, the KSAOs and experience that permits them to perform their work effectively, and they have adjusted to their roles.
  • 12. THE REALISTIC JOB PREVIEW A realistic job preview (RJP) involves providing recruits with complete information about a job and an organization. While an RJP may seem like common sense, it actually stands in contrast to the traditional approach to recruiting.
  • 13. Realistic Job Preview Effects .1 Vaccination Against Unrealistically High Expectation 2. Self-Selection 3. Coping Effect 4. Personal Commitment
  • 15. How Realistic Job Previews Are Used The first step in developing an RJP is to assess the need for one. Interviews, questionnaires, and organizational records can be used to assess the satisfaction, commitment, and turnover of new employees in an organization.
  • 16. Issues considered when determining RJP content: 1. Descriptive or Judgmental Content 2. Extensive or Intensive Content 3. Degree of Content Negativity 4. Message Source
  • 17. Are Realistic Job Previews Effective? RJPs reduce inflated expectations and have a beneficial effect on turnover, satisfaction, and commitment. The average reduction of turnover has been between 5 and 10 percent. Although much research has been done, many of the studies have design flaws. Thus, while it appears that RJPs are effective, better-designed studies that examine both underlying theory and practical issues will be of great benefit
  • 18. Employee Orientation Programs Employee orientation programs are designed to introduce new employees to a job, supervisor, co-workers, and organization. Orientation programs typically begin after a newcomer has agreed to join an organization, frequently on the individual’s first day at work.
  • 19. Objectives of orientation programs •Reduce a newcomer’s stress and anxiety • Reduce start-up costs • Reduce turnover • Reduce the time it takes for newcomers to reach proficiency • Assist newcomers in learning an organization’s values, culture, and expectations • Assist newcomers in acquiring appropriate role behaviours • Help newcomers adjust to a work group and its norms • Encourage the development of positive attitudes
  • 20. Assessment and the Determination of Orientation Program Content This means that organization representatives will do a careful assessment of exactly what content should be provided in orientation, as well as the best means for providing that content. This should then be followed with a systematic evaluation effort, to determine how successful an orientation program is.
  • 21. Orientation Roles One of the most important elements of an effective orientation experience is frequent interaction between newcomers and their supervisors, co-workers, and other organization members. Arnon Reichers suggests that these interactions are the primary vehicle through which socialization occurs, because it is these insiders who can provide newcomers with much of the information they need to make sense of an organization
  • 22. The Supervisors A supervisor plays a pivotal role in the orientation process, serving as both an information source and a guide for the new employee.
  • 23. Co-workers Co-workers are in a particularly good position to help newcomers learn the norms of a work group and organization. Co-workers can also relieve newcomers’ anxiety by discouraging hazing activities
  • 24. Problems with Orientation Programs. Too much emphasis on paperwork • Information overload • Information irrelevance • Scare tactics • Too much selling of the organization • Emphasis on formal, one-way communication
  • 25. Designing and Implementing an Employee Orientation Program 1. Set objectives 2. Form a steering committee 3. Research orientation as a concept. 4. Interview recently hired employees, supervisors, and corporate officers 5. Survey the orientation practices of top companies 6. Survey existing organizational orientation programs and materials 7. Select content and delivery method 8. Pilot and revise materials 9. Produce and package print and audiovisual materials 10. Train supervisors and install the system