Symbolic Frame

1) Briefly restate your situation from Module 1 and your role.

I am a Talent Acquisition Coordinator for the Medical Industry. I process new hires from
Offer acceptance up until their first day of work. My job is to ensure that they are
qualified, hold the necessary documents, and meet educational requirements for the
position they have been hired for. On their first day of work, I ensure their I-9 verification
is completed, they receive their employee ID, and are able to register for parking. The
COVID pandemic has caused us to find way to complete the on-boarding process
remotely. The specific issue is how to verify that the Operations department receives the
correct employee photo and badge information for the new hire so that there are no
delays in them receiving an employee ID badge at the beginning on Orientation. The goal
is to have a positive and seamless new hire experience throughout the onboarding
process.

2) Describe how the symbols of the organization influenced the situation.

The symbolic frame is influential to the on-boarding process as it is a ceremony for the
new hire and a ritual for the organization. “Ceremonies serve four major role” (Bolman &
Deal, 2017). They “socialize” (Bolman & Deal, 2017) the new hire with others going
through the same experience. During Orientation the incoming staff are able to form
bonds and common ground with others coming into the organization. Ceremonies
“stabilize” (Bolman & Deal, 2017) their thoughts and align them with the mission, vision,
and values. They also “reassure” (Bolman & Deal, 2017) the candidate that they have
made the right decision in accepting the offer of employment. Finally, they “convey
messages to external constituencies” (Bolman & Deal, 2017) that these new hires have
been hand-picked and have met the initial requirement and enthusiasm needed to be a
part of the organization.

One of the rituals experience when joining an organization is to receive an employee ID

badge which solidifies the relationship and provides with access to the inside of the
organization. The concern we have when the final steps of the on-boarding process does
not go as planned is that it will begin to chip at the vision that we have set up throughout
the new hire experience. When one person is singled out, they can feel as if they were the
forgotten one out of the pack. It is awkward to be pulled to the side or out of the room to
complete necessary tasks that were promised prior to starting. “Plans become
advertisements” (Bolman & Deal, 2017) and “are symbols” (Bolman & Deal, 2017) as
well as “evidence to evaluate performance” (Bolman & Deal, 2017).

1
 3) Recommend how you would use organizational symbols for an alternative course of
action regarding your case.

I would have used the symbolic frame by reminding my team, the HR team, and the
Operations team that “events and actions have multiple interpretations” (Bolman & Deal,
2017). We often forget that “people experience situations differently” (Bolman & Deal,
2017). The ceremony presented in Orientation is the first hands-on encounter that the new
hire gets to have with the organization due to the COVID social-distancing regulations.
Currently the applications are virtual, interviews are virtual, collection of all
documentation is virtual, and all communications are virtual. Once they are on property
and able to put semi-faces with the names and voices that they have formed relationships
with over the last several weeks, they have gained trust in your word and expect for all
things to go as planned. These symbolic processes at a way for the new hire to “anchor
and find hope” (Bolman & Deal, 2017) with their decision.

During the on-boarding process a vision is sold that ties in the mission and values of the
organization. The vision provides “mental pictures…and core precepts to future events”
(Bolman & Deal, 2017). The ceremony and ritual of Orientation is similar to a theatre
production. The incoming candidate will begin judgement “by how ‘things’ appear and
how well ‘we’ follow the script” (Bolman & Deal, 2017). A well thought out procedure
requires work as well as coordinated work. The plan in place was set in motion by the
Director of Human Resources which was developed as a “reactive ‘and’ shortsighted”
place. By providing the reminder of the new hire experience as a result of the haste
decision and lack of communication between the three departments involved, I believe
that experience can be turned around positively and inject change into future processes
for the new hire experience.

4) Reflect on what you would do or not do differently given what you have learned
about this frame.

After learning the importance of the symbolic frame, I would have proposed a way to
gain access to all of the employee ID badges the Friday before each orientation. By
having the ability to complete a quality check, inventory, and assessment of each
employee ID badge, I can ensure that all new hires have the same experience. It would
give us time to request any new photos, correct any misinformation, and verify that all
new hires would be provided with the correct badge information. I also believe that it
would allow us to be prepared for the new hire the minute they arrive to the orientation
venue. I would have shared the different perspectives that one can feel on their first day
at a new place.

2
 Reference

Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership.
Hoboken: Jossey-Bass.