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HRD Group Cappuccino

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Clemens Felicetti

on 29 October 2014

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Transcript of HRD Group Cappuccino

The realistic job preview
Employee Orientation Program
Problems with orientation programs/Criticism
Socialization and Orientation
of Employees

Provides recruits with

complete and accurate information
Given them the

whole truth

Address HRD’s initial step –

Anticipatory Socialization

Model of Realistic Job Preview Effects
Four Interrelated Mechanisms
1) Vaccination Against Unrealistically High Expectations
2) Self-Selection
Match their individual needs?
They have enough applicants
3) Coping Effect
Realistic expectations help to develop coping strategies for performing effectively
4) Personal Commitment
Encourages job satisfaction and long-term commitment

When to Use an RJP

Low unemployment rate
Selection ratio is low
the organization has many more job
applicants than positions available
Unavailable information

for recruits to develop realistic expectations
such as with entry level, complex, or “unique” jobs
Replacement costs are high

RJP Content
Descriptive or Judgmental Content
Descriptive content focuses on factual

Judgmental content communicates incumbents’


Extensive or Intensive Content
Extensive content contains

all pertinent information
Intensive content implies

selective information

that is presented more

briefly and forcefull

Degree of Content Negativity
Highly negative
Moderately negative
Somewhere in between

Message Source
Audiovisual medium to present the message
Actors, Job incumbents, supervisors or trainers

John Wanous’s point of view
Timing of RJP is Critical
As early as possible
Before job offer
Vaccination and self-selection
to communicate realistic information before hire
Save more

expensive processes for later
Self-screening will have reduced applicant pool

Are RJPs Effective?
The Realistic Job Preview
Evaluation Criteria for RJPs
The process by which an individual
acquires the social knowledge and skills necessary to assume an organizational

Important Issues For Socialization
How outsider transforms
into insider.
Role Communication
Individual’s role would be communicated
clearly and agreed upon by all concerned

Role Orientation
Getting employee familiar with formal
(job description) and informal (de facto) job requirements

Problems concerning the perception of Organizational Roles.
Role overload
Employee perceives the role as being more than he or she can reasonably do
Role conflict
Employee receives mixed messages about what is expected of him or her by others, such as a boss and coworkers
Role ambiguity
when the employee feels the role is unclear; this is often the result of assuming a newly created position

Norms are the rules of conduct (typically unwritten) that are established by group members to influence or control behavior within the group.

Indicate the behaviors that insiders agree are appropriate.

Group Norms
Type of behaviors
The group norms can be faced the following behavior:
behaviors essential to organizational membership
behaviors that are desirable but not essential
unimportant behaviors

"A belief about the probability something will occur.”

Newcomers have expectations:
about how they will be treated
what they will be asked to do
how they will feel in the new organization

Newcomers' expectations can affect their
Tendency to remain with the organization
3 Learning Objectives
To ensure that

new employees

make a
positive start

with the organization.

Crucial to the
and the
new employees

Two ways:
Organizational socialization processes
Orientation programs
Starting a new job can be
situated in an
unfamiliar work environment
surrounded by
people they don't know
Important for new employees to
establish relationships and learn new things
behaviors, facts, procedures, expectations, and values
New employees can also
expect surprises
not anticipating the emotional impact of
greater responsibility
underestimating the
difficulty of adjusting to a new work schedule
New employees may need to
“unlearn” things
that helped them succeed in previous settings

Preliminary Learning
Learning about the organization
Learning to function in the work group
how to perform
the job
Necessary skills and knowledge for a particular job
Personal learning
Learning from experience with the job and organization
Content of Socialization
Successful Socialization
Newcomer develops
knowledge of the organization
and work group
Attitudes that make performing
, fitting into, and remaining with the organization and work group possible
Behaviors that lead to
personal and organizational effectiveness

Unsuccessful Socialization
Results in
Unmet expectations
Lack of commitment
Stage Models of Socialization
Anticipatory Stage
before the individual joins
the organization
person forms an impression about what membership in an organization is like
Encounter Stage
when a recruit makes a formal commitment
to join the organization
enters the organization
gets a feeling how the company really is

New employees
accept the norms and values
of the group
master the tasks they must perform
resolve any role conflicts and overloads
Employees will
be satisfied
internally motivated
involved in the job
perform their jobs dependably
remain with the organization

Another Look at Stages
Getting in
Breaking in
Settling in
Feldman’s Model
People Processing Tactics and Strategies
processing strategies
The way organizations influence the adjustment of new members
Socialization tactics
impact newcomer attitudes and behavior
actively seek out the information
that they need
What Do Newcomers Need?
Accurate Expectations
Knowledge Base
Other Insiders
The process of
adjusting to a new organization
complex, lengthy
Weeks, maybe months
Allow new employees to understand
What is
from them on the job
How to
to be accepted by peers
Organizational Socialization
At Stake!
New employee’s
satisfaction, performance, and commitment to the organization
Work group’s
satisfaction and performance
Start-up costs invested
in the new employee
recruiting, selection, training, and the time until the employee is up to full speed
The likelihood the employee will
remain with the organization
Costs of replacing
the employee who leaves
Two Common Approaches
Used to benefit both the

and the
Employee Orientation Programs
Introduce new employees to Jobs
Encounter stage of socialization
One of the first and most
lasting impressions
new employees have of
their employers is how they
are greeted and treated on
their first day of work.

Goals of employee orientation
For employees:
- Reduce anxiety
- Learn the organization
- Encourage positive attitudes
For company:
- Reduce start-up cost
- Reduce turnover

Orientation Usage
For most companies:
Assessment and Determination of Orientation Program Content
A checklist of Orientation Topics
Where do I work?
What do I need?
How am I protected?
What does organization do?
What do I do?
How do things work

1. Where do I work?
Tour of the facilities & the
surrounding community
2. What do I need?
3. How am I protected?
Basic ergonomics & safety training
Safety & emergency contacts
4. What does organization do?
Company history
Organizational chart
Overview of the Industry
Schedule for first week
Job description
Job-specific information
- Schedule training
5. What do I do?
Review of:
Performance Appraisal
Benefit Packages
Career Development
Employee handbook
Policies & procedures
Code of ethics
Dress code
Extracurricular activities
6. How do things work?
Wide range of training methods & media
Problems with Orientation Programs
Too much emphasis on paperwork
Information overload & irrelevance
Scare tactics
Too much selling of the organization
Emphasis on formal, one-way communication
One-shot mentality
diagnosis or evaluation
Designing and Implementing Orientation Program
Set objectives
Form a steering committee
Research orientation
as a concept
recently hired employees, supervisors, and corporate officers
Survey the
orientation practices
of top companies
Survey existing company orientation programs and materials
content and delivery
Pilot and
Produce and package print and audio-visual materials
Train supervisors
and install the system
Common Design Elements
Run a
“need to know”
Effective orientation programs take place
over a period of days and weeks
Present a
healthy balance
of technical information about the job with the social aspects
Allow a lot of
two-way interaction
between managers and new employees.
The establishment of helpful, trusting
superior-subordinate relationships
The first day has a major impact on new employees
Common Design Elements
Well-run orientation programs assign the
responsibility for new recruits'
to their immediate supervisors
Helping them get settled in the community and in new housing assignments.
New employees should be

Allowed sufficient time to
get feet on the ground
before increasing demands on them

Well-run orientation programs
Focus is on
Decrease anxiety
, not increase it
Seek to
create positive attitudes
toward the company
helpful and supportive behavior on the part of colleagues
Not through high-toned speeches
Common Design Elements
Organizations should systematically
Diagnose the
of new recruits
Evaluate the
New topics and issues
can be added to orientation programs when needed
Summary/ Conclusion
Successful onboarding is a key part of management.
Important to provide the new employees with positive, memorable first impression.
Introduce them to the vision, mission and culture of the company.
Build awareness of the expectations.
Give resources for professional and personal development.
Outcomes of socialization
These outcomes are particularly important to an organization looking to retain a competitive advantage in an increasingly mobile and globalized workforce.

An on-going process of networking and relationship building is also a key part for a greater job satisfaction.

Thank you for your attention.
Have a nice Wednesday evening.

Orientation Roles: Supervisor
Pivotal role
Provides factual information
Clear and realistic performance expectations
Emphasize the employee’s
likelihood of

in the organization
Encourages newcomers’
by coworkers
-mentoring program
Developing their role
Providing training in job specifics
Buffering the newcomer from demends
Providing challenging initial assignments
Conducting evaluations
Diagnosing problems at work
Reallocate tasks / redesign work
How a supervisor be trained ?
At Corning…..
“Orientation is a two-week process and maybe a six-month process, depending on the organization and the job”
George Cadwell
Orientation Roles: Coworkers
Supporting role
Provide support, information and training
Help to learn norms of workplace
hazing activities
-practical jokes
Acting as “buddies”/mentors
Orientation Roles: HRD Staff
Designing and Overseeing role
Produces /obtains materials
-seminar leader guides
Conducts training sessions
Designing & conducting the evaluation study
Conducts parts of the orientation program
-employee rights
Ensure the program is current and effective
Encouraging role
Establishing a steering committee
Finding ways for key managers to stay involved
-meeting with newcomers
-conducting orientation sessions
Orientation Roles: Newcomer
lead role (being active learner)
seek out both information and relationships they feel will help them in adjusting
John McGillicuddy

Purpose of Orientation
Why Orientation and Socialization?
Full transcript