hr knowledge: organizational entry and socialization - shrm india

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Staffing Dr. Frankie S. Jones 2008 Organizational Entry and Socialization

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Themes across definitions:Process.Learn.Produce.It is the process through which new employees learn and adapt to the norms and expectations of the organization to quickly reach maximum productivity.

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Page 1: HR Knowledge: Organizational Entry and Socialization - SHRM India

Staffing • Dr. Frankie S. Jones • 2008

Organizational

Entry and Socialization

Page 2: HR Knowledge: Organizational Entry and Socialization - SHRM India

For more on Indian HR industry, click here©SHRM 2007

2

An Introduction to Organizational Entry and Socialization

• By the end of this you will be able to:

> Define organizational entry and socialization (OES).> Explain the importance and benefit of socializing

employees into a new organization.

> Discuss the HR professional’s role in organizational entry and socialization.

> Critique the organizational entry experiences of two newly hired employees.

Organizational Entry and Socialization

For more on Indian HR industry, click here

Page 3: HR Knowledge: Organizational Entry and Socialization - SHRM India

For more on Indian HR industry, click here©SHRM 2007

3

What Is Organizational Entry and Socialization?

• Synonyms: Assimilation, transition, orientation, alignment, induction, integration and onboarding.

• Definitions vary.• Themes across definitions:

> Process.> Learn.> Produce.

• It is the process through which new employees learn and adapt to the norms and expectations of the organization to quickly reach maximum productivity.

Organizational Entry and Socialization

For more on Indian HR industry, click here

Page 4: HR Knowledge: Organizational Entry and Socialization - SHRM India

For more on Indian HR industry, click here©SHRM 2007

4

Statistics

• As many as 4 percent of new employees leave their new jobs after a disastrous first day.

• A significant percentage of new employees quit their jobs within the first 6 months.

• Half of all new hires in leadership positions last three or less years.

• New employees decide within the first 30 days whether they feel welcome in the organization.

• 1 in 25 people leave a new job just because of a poor (or nonexistent) onboarding program.

• 40 percent of senior managers hired from the outside fail within 18 months of hire

• 64 percent of new executives hired from the outside will fail at their new job.

Organizational Entry and Socialization

For more on Indian HR industry, click here

Page 5: HR Knowledge: Organizational Entry and Socialization - SHRM India

For more on Indian HR industry, click here©SHRM 2007

5

Benefits and Barriers

• Benefits of effective OES:> Reduced time to contribution/competence.> Improved employee productivity and performance.> Stronger bonds among colleagues.> Enhanced job satisfaction and loyalty.> Improved employee engagement and retention.> Enhanced employer brand.

• Barriers to OES:> Cost.> Time.> Resources.

Organizational Entry and Socialization

For more on Indian HR industry, click here

Page 6: HR Knowledge: Organizational Entry and Socialization - SHRM India

For more on Indian HR industry, click here©SHRM 2007

6

Role of the HR Professional in OES

• Develop new employees to become productive members of the organization.

• Take ownership of orientation and onboarding processes.

• View OES as a business imperative.• Partner and coach hiring and supervising managers on

OES and their role in the process.

• Provide a roadmap for new employees.• Set up networks for new employees.

• Serve as an internal coach/facilitator.• Provide tools, training and feedback from selection through

transition.

Organizational Entry and Socialization

For more on Indian HR industry, click here

Page 7: HR Knowledge: Organizational Entry and Socialization - SHRM India

For more on Indian HR industry, click here©SHRM 2007

7

OES Theory, Research and Practice

• By the end of this you will be able to:

> Explain the major theories, findings and practical implications of OES research.

> Evaluate the OES programs of well-known organizations.

> Describe the characteristics of effective OES programs.> Create an entry and socialization program for new

employees.

Organizational Entry and Socialization

For more on Indian HR industry, click here

Page 8: HR Knowledge: Organizational Entry and Socialization - SHRM India

For more on Indian HR industry, click here©SHRM 2007

8

OES Theory: Van Maanen and Schein (1979)

• Collective vs. individual

• Formal vs. informal

• Sequential vs. random

• Fixed vs. variable

• Serial vs. disjuncture

• Investiture vs. divestiture

Organizational Entry and Socialization

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Page 9: HR Knowledge: Organizational Entry and Socialization - SHRM India

For more on Indian HR industry, click here©SHRM 2007

9

OES Theory: Jones (1986)

• “Institutionalized” and “individualized” tactics.

• Regrouped and ranked Van Maanen and Schein’s tactics into three broad factors:> Social tactics (serial and investiture).> Content tactics (sequential and fixed).> Context tactics (collective and formal).

Organizational Entry and Socialization

For more on Indian HR industry, click here

Page 10: HR Knowledge: Organizational Entry and Socialization - SHRM India

For more on Indian HR industry, click here©SHRM 2007

10

OES Research, Findings, and Practical Implications

Organizational Entry and Socialization

Study Findings / Implications

College Graduates' Experiences and Attitudes during Organizational Entry .

Holton 1995

HRD researchers should engage in "...developing performance-based intervention models, investigating socialization-related learning, developing instruments to diagnose adaptation problems, designing interventions to facilitate the process, testing alternative development strategies, evaluation intervention outcomes, and establishing the return on investment of interventions. Because socialization is a process, not a program, it will require the development of structured on-the-job development strategies as well as training interventions" (p. 75).

Unwrapping the Organizational Entry Process: Disentangling Multiple Antecedents and Their Pathways to Adjustment.

Kammeyer-Mueller and Wanberg 2003

Factors affecting socialization include pre-entry knowledge of the

job; proactive behavior to adjust; and socialization influences from

the organization, supervisors, and co-workers. Implications:•Provide pre-entry opportunities to learn about jobs, like internships or work samples.•Administer personality surveys to select people who are more proactive or identify those who are less proactive and may need more help.•Train supervisors and co-workers on how to socialize new employees.•Offer peer and supervisory mentoring programs.

Changes in Person – Organization fit: The Impact of Socialization Tactics on Perceived and Actual P – O Fit.

Cooper-Thomas, van Vianen, and Anderson 2004

"The results show that socialization tactics influence perceived fit, job satisfaction, and organizational commitment, but not actual fit" (p. 52).

For more on Indian HR industry, click here

Page 11: HR Knowledge: Organizational Entry and Socialization - SHRM India

For more on Indian HR industry, click here©SHRM 2007

11

OES Research, Findings, and Practical Implications

Organizational Entry and Socialization

Study Findings / Implications

Shaking Hands with a Computer: An Examination of Two Methods of Organizational Newcomer Orientation.

Wesson and Gogus 2005

"Consistent with hypotheses, the computer-based group had lower levels of socialization in the content areas of people, politics, and organizational goals and values and no significant differences on the dimensions of history, language, and performance proficiency" (p. 1024).

A New Look at the Role of Insiders in the Newcomer Socialization Process.

Slaughter and Zickar 2006

The negative aspects of newcomer socialization include stress, surprise,

anxiety, confusion and awkwardness.

Socialization Tactics and Newcomer Adjustment: A Meta-Analytic Review and Test of a Model.

Saks, Uggerslev, and Fassina 2007

"Based on the result of this study, the social tactics are the strongest

predictors of newcomer adjustment” (p. 438).

Implications:•Pair newcomers with an experienced mentor or buddy.•Affirm that the newcomer is a good fit for job.•Reduce uncertainty.•Improve fit perceptions.•Customize socialization tactics: provide a combination of structured and unstructured opportunities.

For more on Indian HR industry, click here

Page 12: HR Knowledge: Organizational Entry and Socialization - SHRM India

For more on Indian HR industry, click here©SHRM 2007

12

Best Practices of Capital One

• Address attrition after aggressive hiring period.

• New leader assimilation program:1. Getting the lay of the land.

2. Meeting the team.

3. Checking in.

• Lessons learned:> Hiring managers play a critical role.> Brand the program.> Get buy-in.

Organizational Entry and Socialization

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Page 13: HR Knowledge: Organizational Entry and Socialization - SHRM India

For more on Indian HR industry, click here©SHRM 2007

13

Best Practices of Sun Microsystems

• Goal of new-hire program: “Combine the best of Web 2.0 with the company’s do-it-yourself culture.”

• Five engaging components:> New-hire welcome.> Learn.> Participate.> Explore.> Play.

Organizational Entry and Socialization

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Page 14: HR Knowledge: Organizational Entry and Socialization - SHRM India

For more on Indian HR industry, click here©SHRM 2007

14

Best Practices of Electropar

• Sees induction as a process, not an isolated event.

• First-day experience:> Scheduled meetings with key colleagues and managers

for the next two weeks.> Workspace is completely equipped.> Downtime during the work day for reading, note-taking,

and getting acclimated to their responsibilities.> List of resources to go to for help.

• ROI> Increased profits.> Improved health and safety records.> Increased retention.

Organizational Entry and Socialization

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Page 15: HR Knowledge: Organizational Entry and Socialization - SHRM India

For more on Indian HR industry, click here©SHRM 2007

15

Best Practices of Randstad

• Revised program features:> Transformed the classroom-intensive 6-week

onboarding program into a 16-week blended learning curriculum that reduced classroom instruction and included much more self-guided e-learning and on-the-job activities.

> Manager-facilitated training (two-day course with employee's district managers).

> Job shadowing (experienced employees).> Manager coaching (formal and informal feedback

sessions).

• ROI: $4 million return on a program that cost $931,000.

Organizational Entry and Socialization

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Page 16: HR Knowledge: Organizational Entry and Socialization - SHRM India

For more on Indian HR industry, click here©SHRM 2007

16

Summary of Practice Literature

• Provide jump-start coaching.• Map out your new hire’s network.• Follow up.• Take advantage of technology.• Use social bonds to fuel collaboration.• OES is a process, not an event.

Organizational Entry and Socialization

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Page 17: HR Knowledge: Organizational Entry and Socialization - SHRM India

Thank You!

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