Employee Development

1
Employee Development

• Socialization and Skills Training

2
Socialization of New Employees

• What are the processes and stages of
  socialization?
• Methods of socialization
• Realistic Job Preview (RJP)
• Socialization Programs
• Corporate Boot Camps

3
What is the process of socialization?

• Acquiring the knowledge and skills as well as
  social norms necessary to effectively carry out
  organizational roles
• Process of learning new expectations and
  unlearning previous ways and methods of doing
  things upon crossing organizational boundaries
  (internal and external)

4
Your Socialization Experiences

• What kind of socialization experiences have you
  had?
• Have you ever helped socialize a new employee?
• What problems, if any, did you face in either of
  the above experiences?

5
Fundamental Concepts of Socialization

• Roles
• Set of behaviors expected of individuals who hold
  certain positions
• Issues role overload, ambiguity, conflict, role
  orientation (e.g., custodial vs. innovative)
• Norms
• Unwritten rules of conduct
• Pivotal, relevant, and peripheral
• Values
• Important guiding beliefs

6
What do we learn in socialization processes?

• Learning what to learn (preliminary learning)
• Learning about the organization
• Learning how to function in the work group
• Learning how to perform the job
• Learning about oneself
• (self image and identity)

7
What are the outcomes of socialization?

• Successful socialization
• Job satisfaction, job involvement, organizational
  commitment, self confidence, intrinsic
  motivation, internalize values of organization,
  long tenure, acceptance by and bonding with
  others, better job performance, career development

8
What are the outcomes of socialization?

• Unsuccessful socialization
• Role problems, stress, dissatisfaction with job
  and organization, failure to internalize
  organizational values, failure to be accepted by
  others, unmet expectations, lack of commitment,
  performance problems, and turnover

9
Stages of Socialization Process

• Anticipatory Stage
• Impressions before one joins develop
  expectations and determine fit
• Encounter Stage
• Crossing the boundary initial learning of
  roles, tasks, and group norms
• Change and Acquisition Stage
• Acceptance of norms and values, task mastery,
  resolution of role problems

10
Other Issues in Socialization

• Different people processing strategies will have
  different outcomes (custodial vs. innovation
  orientation)
• New employees are not passive in this processing
  often they will seek out information they need
  from different sources
• Newcomers need help in interpreting
  organizational events, forming accurate
  expectations, and developing coping strategies

11
Selection/Assimilation Process Map
2 weeks prior
First day/week
Upon Acceptance/Pass
1 week prior
First Quarter
Conducts Interview Interview Kit

• Site Orientation
• Welcome
• Benefits Overview
• Policies/Processes
• Payroll Verification
• Sign-offs
• Security
• Ethics
• Safety
• Site Tour
• Local Information

• Company/Business Orientation
• Yesterday
• Today
• Tomorrow
• Org Structure
• Business Product/Strategy
• Six Sigma Overview
• Diversity/Harassment
• HR Processes

Extends Offer Offer Kit
E-Mails Manager Manager Kit CC to
Facil/ITS/Security/HRA
Manager Prepares for New Employee Manager Kit
ACCEPT
Welcome Letter/Call with Sponsor Info

• Department Orientation
• Sponsor Lunch
• Department Intro
• Work Area
• Time Recording
• Expense Recording
• Manager Meeting
• Technology Overview

Schedule Medical Exam Request Reference Check
1 day
First Year
Medical Appointment
2 days
ENGAGEMENT HR Enters New Employee in to PeopleSoft
New Hire File to HRA Engagement Kit File Started
Benefits Enrollment Form Enroll by Phone
Engagement Paperwork Submitted to HRA
PASS
14 days after start
Compiles/Orders Welcome Kit
Contact New Employee Welcome Kit
Stafffing
HR Admin
Hiring Mgr/HR
New Hire
12
Method of Socialization RJP

• Providing recruits with accurate and complete
  information about the job and organization
  (anticipatory socialization)
• Results vaccination against unrealistically
  high expectations, self-selection can take place,
  coping strategies can be developed, and stronger
  personal commitment can be formed

13
Use of RJPs

• Assess need for one (exit interviews)
• High turnover, high replacement costs, reasons
  for turnover, unrealistic expectations among
  applicants
• Media to use
• Printed materials, videotapes, discussions with
  recruiters, informational interviews, tours,
  co-op experiences, internships

14
Use of RJPs

• Content Issues
• Type of information presented
• Timing
• Early as possible considering expense
• Effectiveness
• Can reduce inflated expectations, reduces
  turnover (5 to 10), and show where changes on
  job needs to be made

15
Method of Socialization Employee Orientation
Program

• Programs designed to introduce new employees to
  the job, supervisor, coworkers, and organization
• Focus of encounter stage of socialization process
• Between 80 and 92 of companies conduct some type
  of orientation program

16
Content of Orientation Programs

• Company information
• Job-specific information
• Job expectations rules, working conditions,
  relationships with coworkers and outsiders
  (customers/suppliers)
• Compensation and benefits policies
• Workflow and coordination with other groups
• Physical layout of workplace

17
Who should be involved in the program?

• HR people (general company information and
  employee policies)
• Supervisor (job requirements and expectations)
• Coworkers (group norms and expectations and job
  knowledge)
• New employee as active learner

18
Socialization Program Design

• Set objectives of your program
• Form a committee to steer efforts research
  programs in other companies, interview recent
  hires and supervisors, and develop content
• Pilot and revise materials
• Train supervisors and install system
• Evaluate over time

19
Program Elements

• Avoid information overload spread out the
  program over time
• Program should present both technical and social
  information
• Allow two-way interaction during program
• The first day is crucial make it a good one,
  not just filling out paperwork

20
Program Elements

• Make supervisors ultimately responsible for
  orienting new employees
• Provide assistance in housing and community
  integration
• Gradual introduction to coworkers
• NO SCARE TACTICS!!
• Allow new employees time before increasing
  performance demands
• Continuous improvement through evaluation

21
For A Different Perspective Corporate Boot Camps

• Compressed action learning Knowledge transfer
  to new hires in short period of time
• Purpose build preparedness for challenging work
  and bonding with co-workers
• Examples
• GEs Corporate Entry Leadership Conference
• Trilogy University

22
Trilogy University

• Run twice a year (170-200 hires in the summer
  60 in winter)
• Last 12 weeks
• Process develops skills, relationships, and
  values
• Culmination in intense RD projects before they
  are deployed in organization

23
Trilogy University Month One

• Hires assigned to sections and tracks
• Tracks are focused on challenging skill
  assignments with constant evaluation
• Sections focus on developing unbreakable bonds
  with fellow TUers who will be dispersed
  throughout the organization after boot camp
• Values clarification through big talks with TU
  stars humility, teamwork, creativity,
  innovation, change, and risk taking.

24
Trilogy University Month Two

• Project month
• New employees must invent the companys future by
  coming up with frame-breaking new business idea
• Teams of 3-5 people come up with idea, create
  business model for it, build product, and develop
  marketing plan
• President makes decisions on each one only 15
  of projects survive

25
Trilogy University Month Three

• Graduation Projects assignments within
  Trilogy business units
• New hire, manager, and section leader meet to
  evaluate TUer on abilities, goals, and career
  objectives
• Manager sets 3-5 year goals for new hire and
  develops plan for job assignments and coaching
  opportunities for new hire in order to reach
  goals
• TUer who cannot find a manager to sponsor him/her
  must leave the company

26
What TU Produces for Trilogy

• Primary RD engine most new product ideas come
  from month two (25 million in revenue in seven
  years)
• Leadership development section leaders
• Opportunity to revisit and communicate strategic
  direction twice a year (TPOV update)
• Source of organizational renewal and
  transformation (virtuous teaching cycle)

27
Skills Training

• Basic Workplace Competencies
• Technical Skills Training
• Interpersonal Skills Training
• Continuing Education and Development for
  Professional Employees

28
Basic Workplace Competencies

• Upgrading reading, writing, and computational
  skills
• Why Important?
• Skills gap about 50
• of U.S. adults are functionally illiterate
• Racial minorities and non-English speaking
  immigrants will make up one-third of workforce
• Increased sophistication of jobs 85 of jobs
  require education beyond high school and 40 of
  applicants lack basic skills to do the jobs
  available

29
Basic Skills Programs

• Aptitude testing to determine current ability
• Small group instruction
• One-on-one tutoring
• Self-paced, interactive programs on computer
• External training (customized or not)
• Use of federal support Workforce Investment Act
  (1998)

30
Technical Skills TrainingApprenticeship Programs

• Partnerships between employers, unions,
  government, and educational institutions
• Requires both classroom and OJT
• Regulated by DOLs Bureau of Apprenticeship and
  Training
• School-to-Work Programs link apprenticeship
  opportunities to secondary schools

31
Technical Skills Training Computer Training

• High amount of company training (40) focused
  here
• Types introductory computer training and
  applications training
• Most effective methods behavioral modeling and
  trial and error learning (experimentation)

32
Technical Skills Training Job Skills and
Knowledge

• Training specific to a job, process, or piece of
  equipment (e.g., how to process requisition
  orders)
• May be entry-level or advanced or refresher
  courses
• Unions often get involved in developing and
  implementing these

33
Technical Skills Training Safety Training

• High amount in most companies due to OSHA
  requirements and costs associated with unsafe
  practices
• Focuses on safety equipment devices, handling
  toxic materials, safe work habits, prevention,
  and accident management
• Reduces safety costs, lowers
• insurance rates, avoids OSHA fines, and improves
  morale by making employees feel more safe

34
Technical Skills Training Quality Training

• TQM principles encourage continuous training and
  improvement
• Areas of quality training quality awareness,
  product quality, service quality, process
  quality, and customer quality
• ISO 9000 standards focus on the quality of
  processes used in creating products and services,
  including training processes

35
Interpersonal Skills Training

• Soft skills communication, problem-solving,
  conflict management, teamwork, etc.
• Areas of training
• Sales training (55-85 of companies)
• Customer service training
• Team building/training in both task and process
  skills (gt 80 companies)

36
Continuing Education and Development for
Professional Employees

• Credentialing for professionals licensing and
  certification
• Focus is to keep current in ones field
• Methods
• Colleges and universities (courses)
• Professional associations (conferences, meetings,
  and workshops)
• Company-sponsored continuing education (e.g.,
  corporate universities)