Socialization, Orientation

And Placement
Socialization

 Defined: a process in which an individual

acquires the attitudes, behaviors and
knowledge needed to successfully
participate as an organizational member
 Anticipatory socialization
 Encounter
 Settling in
 SOCIALIZATION
 A process of systematically changing
the expectations, behavior, and
attitudes of a new employee in a
manner considered desirable by the
organization.
 It begins with the initial Employee
Orientation and continues during later
training and development activities as
well as day-to-day supervisor-
subordinate relations.
Orientation

 Introduction of a new employee to his/her

job and the organization.
 A program designed to help employees fit
smoothly into an organization; also called
socialization.
 Orientation or socialization is designed to
provide new employees with the information
needed to function comfortably and
effectively in the organization.
 Orientation
A planned welcome to the organization that usually is
shared by the human resources (or training) department
and the new employee’s supervisor.
 On-going process
 Begins with the hiring decision and continues well into
the first full year
 New Employee Orientation is an umbrella program for
other programs that include performance reviews and
training
 Information is given closest to time when it is needed
 Benefits of program are clear and visible to both the
organization and the new employee.

Fast Fact: New employees decide during the first week on a new job whether
or not they will stay.
Purpose of Orientation
 Introduce employee to the work
environment
 Gain feeling of belonging
 Create a positive impression
 Prevent uncomfortable feelings of
isolation and frustration
 Make new employees feel part of a group
Purpose

 Reduce start up costs

 Reduce anxiety
 Reduce employee turnover
 Save time for the supervisor
 Develop realistic job expectations, positive attitudes
and job satisfaction

Fast Fact: On average, the time for external new hires to achieve full
productivity ranges from eight weeks for clerical jobs to 20 weeks
for professionals to more than 26 weeks for executives.
 Orientation (continued)
 It conveys three types of information:
1. General information about daily work
routine.
2. Review of organization’s history
,purpose operations, and products or
services and contribution of
employee’s job to the organization’s
needs.
3. Presentation of organization’s policies,
work rules and employee benefit.
 Types of Orientation

 Two types of orientation:

1. Work unit orientation:
Familiarizes employee with goals of work
unit, contribution to the unit’s goals,
introduction to co-workers.
2. Organization orientation:
Informs employee about the organization’s
objectives, history ,philosophy procedures
and rules, human resource policies and
benefits. Tour of organization’s work facilities.
Orientation Structure

 Initial “integration”
 Basic orientation from Human Resources
 Structured orientation/training process withi
department
 Orientation interview follow-up 30 to 90 day
after hire
Results of Positive, Effective
Orientation
 Excited employee, who quickly becomes
well adjusted to the organizational
culture
 Employee who understands the
University goals and how he/she fits into
them
 More productive employee
 Employees have positive impression
Conclusion

 Orientation must be planned, structured, and

all-inclusive to be effective
 Effective orientation programs establish an ROI
that includes reduced turn-over rates and
increased employee satisfaction
 Requires investing time
 Investing time at the new hire stage offers the
reward of having productive, dedicated employees
 Investing time at termination/hiring stage only costs
time and lost productivity
 Placement
 Placement
 Fitting a person to the right job.
 Person-job fit
 Matching the knowledge, skills and abilities
(KSAs) of people to the characteristics of
jobs (tasks, duties and responsibilities).
 Benefits of person-job fit
 Higher employee performance
 Lower turnover and absenteeism

KSAs = TDRs = Job Success?

Model of Employee Placement
Assessment-classification