1. Socializing, Orienting, and Developing Employees
By Daniel Damaris NS

2. Introduction
When we talk about socializing, orienting, training, and developing employees, we refer to a process of helping new employees adapt to their organizations and work responsibilities
These programs are designed to help employees fully understand what working is about in the organization and help them become fully productive as soon as possible

3. Introduction (cont.)
When employees better understand and accept behaviors the organization views as desirable, the likelihood increases that each employee will attain his or her goals and become a happy, well-adjusted employee

4. Socialization (Onboarding)
A process of adaptation that takes place as individuals attempt to learn the values and norms of work roles
If you were to observe new hires at Sun Microsystems today, however, you might see them playing a video game called Rise of the Shadow Specters

5. Socialization (Onboarding) (cont.)
These new employees may appear to be goofing off, but they’re actually learning about the core businesses, mission, and values of Sun Microsystems
The goal is to improve employee retention and productivity as well as help strengthen the employment brand and help with recruiting

6. Rise of the Shadow Specters

7. Assumptions of Employee Socialization
Socialization Strongly Influences Employee Performance and Organizational Stability
New Members Suffer from Anxiety
Socialization Does Not Occur in a Vacuum
Individuals Adjust to New Situations in Remarkably Similar Ways

8. Assumptions of Employee Socialization (cont.)
Socialization Strongly Influences Employee Performance and Organizational Stability
Your work performance depends to a considerable degree on knowing what you should or should not do. Understanding the right way to do a job indicates proper socialization

9. Assumptions of Employee Socialization (cont.)
Organizational Stability Also Increases through Socialization
When, over many years, jobs are filled and vacated with a minimum of disruption, the organization will be more stable.
Its objectives and culture transfer more smoothly as longtime employees help teach and reinforce the culture to new employees.

10. Assumptions of Employee Socialization (cont.)
New Members Suffer from Anxiety
Stress is high because the new member feels a lack of identification—if not with the work itself, certainly with a new supervisor, new co-workers, a new work location, and new rules and regulations

11. Assumptions of Employee Socialization (cont.)
New Members Suffer from Anxiety (cont.)
Loneliness and a feeling of isolation are not unusual for new employees
They need need special attention to put them at ease
The new employees is usually anxious about the new role but motivated to learn the ropes and rapidly become an accepted member of the organization

12. Assumptions of Employee Socialization (cont.)
Socialization Does Not Occur in a Vacuum
Socialization is influenced by both subtle and not so subtle statements and behaviors offered by colleagues, management, employees, clients, and other people with whom new members come in contact
Employers need to make sure the new employee’s experience is consistent with the culture or “employment brand” that was promoted in the recruiting process

13. Assumptions of Employee Socialization (cont.)
Individuals Adjust to New Situations in Remarkably Similar Ways
Anxiety is high at entry and the new member usually wants to reduce that anxiety quickly. Information obtained during recruitment and selection is always incomplete and can be distorted

14. Assumptions of Employee Socialization (cont.)
Individuals Adjust to New Situations in Remarkably Similar Ways (cont.)
New employees, therefore, must clarify their understanding of their role once they are on the job.
Adjustments take time—every new member goes through a settling-in period that tends to follow a relatively standard pattern

15. Socialization Process
Pre-Arrival Stage
Encounter Stage
Metamorphosis Stage

16. Socialization Process (cont.)
Pre-Arrival Stage
This socialization process stage recognizes that individuals arrive in an organization with a set of organizational values, attitudes, and expectations
Encounter Stage
The socialization stage where individuals confront the possible dichotomy between their organizational expectations and reality

17. Socialization Process (cont.)
Metamorphosis Stage
The socialization stage during which the new employee must work out inconsistencies discovered during the encounter stage
Metamorphosis is complete — as is socialization — when new members become comfortable with the organization and their work teams

18. Socialization Model

19. Aspect in Orientation:
Activities that introduce new employees to the organization and their work units
Aspect in Orientation:
Learning the Organizational Culture
The CEO’s Role in Orientation
HRM’s Role in Orientation

20. Learning the Organizational Culture
Organization Culture
The system of sharing meaning within the organization that determines how employees act
An employee who has been properly socialized to the organization’s culture knows what acceptable behavior is and what it is not

21. The CEO’s Role in Orientation
The CEO’s first responsibility is to welcome new employees aboard and talk to them about what a good job choice they made
The CEO is in a position to inspire new employees by talking about what it is like to work for the organization
When a CEO is present, the company shows that it truly cares for its employees

22. HRM’s Role in Orientation
HRM provides the packages a few weeks before new hires start work, they have ample time to make a proper choice—quite possibly one affected by a working spouse’s options
This package generally focuses on important decisions a new employee must make—choice of health insurance, setting up direct deposit of paychecks, and tax-withholding information

23. HRM’s Role in Orientation (cont.)
HRM must spend some orientation time addressing what assistance it can offer to employees in the future
HRM provides an array of services such as career guidance, benefit administration, or employee training

24. The Employee Handbook
A booklet describing important aspects of employment an employee needs to know
They can help new employees understand the elements of organizational culture, which will, hopefully, build loyalty and commitment
Handbooks are tools to educate, inform, and guide employees in the organization

25. Employee Training
A learning experience: it seeks a relatively permanent change in employees that improves job performance
Thus, training involves changing skills, knowledge, attitudes, or behavior
Present-oriented training that focuses on individuals’ current jobs

26. The ADDIE Five-Steps Training Process
Analyze the training need
Design the overall training program
Develop the course
Implementing training
Evaluate the training effectiveness

27. Determining Training Needs

28. Training Methods

29. Training Methods (cont.)

30. Making the Learning Meaningful
At the start of training, provide a bird’s eye view of the material that you are going to present. E.g. show why it’s important and provide on overview
Use a variety of familiar examples
Organize the information so you can present it logically and in meaningful units

31. Making the Learning Meaningful
Use terms and concepts that are already familiar to trainees
Use as many visual aids as possible
Again, create a perceived training need in trainee’s minds. E.g. before the training, managers need to sit down and talk with trainee about why they are enrolled in the class, what they are expected to learn, and how they can use it on the job

32. Making Skill Transfer Obvious and Easy
Maximize the similarity between the training and the work situation
Provide adequate practice
Identify each feature of the machine and step in the process
Direct the trainee’s attention to important aspect of the job.

33. Making Skill Transfer Obvious and Easy (cont.)
Provide “heads-up” information. E.g. supervisor often face stressful conditions. You can reduce the negative impact of such events by letting supervisory trainees know they might occur
Trainees learn best at their own pace. If possible, let them pace themselves

34. Employee Development
Future-oriented training that focuses on employee personal growth
It focuses on individuals’ current jobs, enhancing those specific skills and abilities needed to immediately perform their jobs

35. Employee Development Method
Job Rotation
Assistant to Positions
Committee Assignment
Lecture Courses and Seminar
Simulation
Adventure Training

36. Organization Development (OD)
The part of HRM that addresses system-wide change in the organization
OD has taken on a renewed importance today.
Change Agent
Individual responsible for fostering the change effort and assisting employees in adapting to changes

37. Organization Development (OD) (cont.)
Change usually affects four areas of an organization:
Its systems
Its technology
Its processes
Its people

38. Depth and Approach of Intended Change

39. The Metaphors of the Change Process
The Calm Water Metaphor (Lewin’s Change Process)
The organization operates in a stable environment. When change is necessary, the order of things is unfrozen, changed, and refrozen in a way that will restore order

40. The Metaphors of the Change Process (cont.)
The Lewin’s Change Process (cont.)

41. The Metaphors of the Change Process (cont.)
The Lewin’s Change Process (cont.)

42. The Metaphors of the Change Process
The White Water Rapid Metaphor
This metaphor takes into consideration the fact that environments are both uncertain and dynamic
Just as white-water rafters deal with continuously changing water currents, organizational members facing rapid and uncertain change must adjust quickly and react properly to unexpected events

43. The Underlying Values from OD
OD Methods
OD Techniques
The Underlying Values from OD
Sensitivity Training
Survey Feedback
Process Consultation
Team-Building
Inter-Group Development
Appreciative Inquiry
Respect for People
Trust and Support
Power Equalization
Confrontation
Participation

44. Example of OD Interventions

45. A Learning Organization
Describes a significant organizational mindset or philosophy
A learning organization has the capacity to continuously adapt and change because all members take an active role in identifying and resolving work-related issues
Employees are free to work together and collaborate in doing the organization’s work the best way they can and to learn from each other

46. A Learning Organization (cont.)
The learning organization environment is conducive to open communication and extensive information sharing
Empowered employees and teams have little need for “bosses” to direct and control them
Leaders should support and encourage the collaborative environment critical to learning

47. A Learning Organization (cont.)
Single-Loop Learning:
When they detect errors, their correction process relies on past routines and present policies
Double-Loop Learning:
They correct errors by modifying objectives, policies, and standard routines
It provides opportunities for radically different solutions to problems and dramatic jumps in improvement

48. Kirkpatrick’s Model Training Evaluation
Level one measures the reactions of the participants toward the training and answers questions about whether the participants liked the training; felt they achieved their learning goals; how much they liked the trainers; and any suggestions they have for improving the training

49. Kirkpatrick’s Model (cont.)
Training Evaluation
Kirkpatrick’s Model (cont.)
Level two measures how much the participants learned
Level three measures whether the training actually changes the employee’s behavior when he or she returns to the job
Level four measures whether the training benefited the employer or not. By determining ROI or evaluating a behavior against another standard, such as a benchmark

50. Performance-Based Evaluation Measures
Post-Training Performance Method
Evaluating training programs based on how well employees can perform their jobs after training
Pre–Post-Training Performance Method
Evaluating training programs based on the difference in performance before and after training

51. Performance-Based Evaluation Measures (cont.)
Pre–Post-Training Performance with Control Group Method
Evaluating training by comparing pre- and post-training results with individuals

52. Thank You !
Bye….Bye….!!!