Question

Once the hiring is done and the employee is ready to start working is when socialization occurs. What happens during this stage? As a manager, how can you ensure this goes smoothly? What topics can we relate back to from our discussions and how could you, as a manager, use this newfound knowledge here?

Answer 1

It is the process of incorporating new employees into the organization and its culture socialization. Strategies used in this process include formal meetings, video tutorials, publications, or computer-based icons to guide newcomers to their new work and organization. Research shows that these technological innovations lead to positive outcomes for new employees, such as higher job satisfaction, better job performance, stronger organizational commitment, and reduced professional stress and job abandonment intentions. These results are especially important for an organization that wants to maintain a competitive advantage in a mobile and increasingly globalized workforce. In the United States, for example, up to 25% of workers are new to the organization involved in the on-board operation. The term induction is used interchangeably in regions such as Australia, New Zealand, Canada and parts of Europe. This is perceived in some parts of the world as training.
Riding is a multifunctional operation that is influenced by a number of factors, both for new entrants and for organizations. Researchers have divided these factors into three broad categories: personality, personality, new personnel, and organizational efforts. The new character of the employee is different from the arrival staff, which varies from personal characteristics to previous work experience. Employee new attitudes refer to specific activities performed by new entrants because they play an active role in the process of socialism. Finally, organizational efforts facilitate the process of attracting new employees to the enterprise through activities such as mentoring or mentoring programs.
Searching for feedback is similar to finding information, but it focuses on the specific behavior of the new employee, not on general information about the job or company. In particular, the search for feedback refers to the efforts of new employees to evaluate how they behave in their new unit. The new employee may ask a colleague or supervisor for advice on how well he or she is performing his or her job duties or whether specific behaviors are appropriate in the organization's social and political context. Seek constructive criticism of their actions New employees learn about behaviors that are expected to be accepted or observed in the company or team, and when they enter this feedback and modify their behavior accordingly Begin to integrate smoothly into the organization. Connections vary in different cultural contexts, so people with higher levels of self-affirmation and low-energy cultures seek more feedback than newcomers to cultures where low self-esteem and power distance.

Also called networking, communication involves the efforts of employees to develop the company with colleagues and even managers. This can be achieved informally by simply talking to their new friends during a coffee break or by formal means such as attending a pre-arranged company event. Research shows that relationship building is an integral part of the onboarding process that results in results such as greater job satisfaction and better work performance as well as stress reduction.