The document discusses organizational entry and socialization, noting that it is the process by which new employees learn and adapt to an organization's norms and expectations in order to quickly reach maximum productivity, and that effective onboarding programs can lead to reduced turnover and increased employee engagement through establishing a good first impression, providing training and support, and clearly communicating expectations. It provides best practices for onboarding such as implementing the basics before the first day, making the first day special, using orientation programs, and monitoring the program over time.

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dr.mmbagali@gmail.com

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Answer these questions….
> How was your feeling during their first day at
CIT-MBA?
> What was your first impressions of your
faculty?
> What challenges and opportunities you first
faced in the first week?
> What is the likelihood that with all this, you
felt like leaving the CIT-MBA?

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welcome
a big word where everyone love it !!!!!!!!!

4. Organizational Entry and Socialization
Induction

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• Synonyms: Assimilation, transition, orientation, alignment, induction,
integration and onboarding.
• It is the process through which new employees learn and adapt to
the norms and expectations of the organization to quickly reach
maximum productivity.
• It is to know- what is what; and what is where; and what is why.
• Employee orientation programs ought to be less about the
company and more about the employee,
introducing
Induction

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The first few minutes of new employee orientation, if done right,
can lead to happier and more productive workers and, ultimately,
increased customer satisfaction.
Pivotal stage of the employee/employer relationship

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• Impression…..
• First impression….is best impression, need not be
always lasting
• Engagement will be high
• Motivation will be High
• Chances of being with organisation may increase
• “psychological contract”

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Statistics
• As many as 4 percent of new employees leave their new jobs after a
disastrous first day.
• A significant percentage of new employees quit their jobs within the first 6
months.
• Half of all new hires in leadership positions last three or less years.
• New employees decide within the first 30 days whether they feel welcome
in the organization.
• 1 in 25 people leave a new job just because of a poor (or nonexistent)
onboarding program.
• 64 percent of new executives hired from the outside will fail at their new job.
• Most people don't feel pride/ proud/ engaged if they don't know what the
organisation is, and values are ……….

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• Areas of Socialisation
• Culture
• Nature
• Job ways
• Leadership - People
• Value; Mission; Vision; Philosophy
• Working ways
• Code of conduct….basic
• Legal and policy-related rules
• Rules and Regulations
• Standard operating procedures
• Expectations
• ……..

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Training and roundtable discussions.
Meetings with key insiders.
On-the-job learning
Individual mentoring and HR support.
Field and product experiences such as site visits
A Range of Approaches

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Benefits and Barriers
• Benefits of effective OES:
> Reduced time to contribution/competence.
> Improved employee productivity and performance.
> Stronger bonds among colleagues.
> Enhanced job satisfaction and loyalty.
> Improved employee engagement and retention.
> Enhanced employer brand/ Image
• Barriers to OES:
> Cost.
> Time.
> Resources.
> Multidimensions
Organizational Entry and Socialization

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Role of the HR Professional in OES
• Develop new employees to become productive
members of the organization.
• Take ownership of orientation and onboarding
processes.
• View OES as a business imperative.
• Partner and coach hiring and supervising managers on
OES and their role in the process.
• Provide a roadmap for new employees.
• Set up networks for new employees.
• Serve as an internal coach/facilitator.
• Provide tools, training and feedback from selection
through transition.
Organizational Entry and Socialization

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Best Practices for Onboarding
✔ Implement the basics prior to the first day on the job.
✔ Make the first day on the job special.
✔ Use formal orientation programs.
✔ Develop a written onboarding plan.
✔ Make onboarding participatory.
✔ Be sure your program is consistently implemented.
✔ Ensure that the program is monitored over time.
✔ Use technology to facilitate the process.
✔Use milestones, such as 30, 60, 90 and 120 days on the job—
and up to one year post-organizational entry—
to check in on employee progress.
✔ Engage stakeholders in planning.
✔Include key stakeholder meetings as part of the program.
✔ Be crystal clear with new employees in terms of:
• Objectives.
• Timelines.
• Roles.
• Responsibilities

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