On-Boarding, Socialization, Retention and Down-Sizing
On-Boarding, Socialization, Retention and Down-Sizing
Chern’s has recently hired two new sales associates and have a need for an on-boarding and socialization strategy. Because organizations invest money in hiring new employees, the company has a need to get new hires off to a good start but need help doing so. Because turn-over’s occurs early, organizations can increase their retention rates by helping new hires adjust to their company and jobs. Out-boarding is the process of completing new hires employment paperwork, and providing them with all essential elements for their jobs.
Companies also have the need to socialize their employees through planned and unplanned processes, formal and informal activities and experiences through which individuals acquire the attitudes, behavior, and knowledge needed to successfully participate as members in an organization and learn the organizations culture. On-Boarding and Socialization Strategies In order to incorporate Chern’s new hires into its organization several strategic programs, on-boarding and socialization have been recommended.
Both of these programs are beneficial for Chern’s and its employees. This recommendation will help Chern’s employee’s transition into the company. The following strategies were recommended for Chern’s new hires; Orientation– will involve employees learning about the company, its culture, values, goals, history, mission statement, business, chain of commend and products. Orientation will encompass the company’s policy and procedures as well as the process of filling out the proper paperwork required to work at Chern’s.
Through the orientation process employees will receive the tools they need to perform their duties, such as uniforms if required, keys, identification cards, computers, an e-mail address, business cards, telephone number and a work space (office or cubicle). Orientation will provide employees with their benefits information (booklet), 401 k plan, and IIP and retirement plan. Orientation will also include learning how to use the company’s intranet where they can find information about the company (financial facts), products and number of stores and their locations.
The orientation process will allow the new hires to meet their co-workers, supervisors and managers. Through orientation employees can understand their roles, and their expectations. Orientation will accelerate the new hires learning process of Chern’s organization. Socialization—will give the new hires the planned, unplanned, formal, and informal activities and experiences to acquire the behavior, attitude and knowledge needed to participate as a member of the organization and learn the firm’s culture.
Socialization programs that are recommended for its new hire’s are: A Staggered Program— This concept allows new hires to encompass information about Chern’s through a staggered approach, learning in increments instead of obtaining information all at once causing an overload. By learning in increments new hires will retain that information. Socialization activities can be performed through steps allowing new hires to interact with co-workers, supervisors, managers, and HR personal who are familiar with the company.
Socialization can be in person as well as via online and classroom settings. Individual Programs— gives new hires the flexibility of socializing in a one-on one setting with a mentor or an apprenticeship. By using a mentor or apprenticeship each new hire can learn what is required, their expectations, and job performance rapidly. They experience on the job training through hands on experience and tend to socialize and learn more easily.
Formal Socialization Programs—- will give new hires the opportunity to socialize with other entities outside of the company, an example would be a seminar where they can interact with other individuals on a professional level and learn new and innovating techniques, procedures and designed activities and materials. This process increase employees job satisfaction and reduce turnover. This gives new hires a chance to be proactive, ask questions, build relationships with others in the rganization and seek feedback while increasing job satisfaction and commitment. Sequential programs—allow new hires to follows a range of steps such as step 1—learning about the company. Step 2 –learn policy and procedures. Step 3—learn about the job and its requirements and. Step 4 perform well a so on. Each step leads to opportunities and possible promotions. Fixed Socialization Programs gives new hires information about their probationary status (how long) and their performance status with their job.
Serial Socialization— incorporate new hires with mentors, these mentors guide the new hires through the steps needed to become successful on the job and serve as role models to the new hires. Each new hire will be expected to follow in their mentors footsteps. Investiture Programs—- will give each new hire the chance to reaffirm their confidence in them selves and their job performances. This process allows supervisors, managers and in some cases senior management to evaluate the knowledge, skills, and characteristics of the new hires.
Investitures programs also evaluates what new hires can do in terms of helping the company move forward and make money from their new innovating ideals (Phillips & Gully, 2009). By making these recommendation Chern’s will continue to give its customers the service that lies at the heart of the company. Chern’s strategy can empower its new hires to excel in the company, while upholding its reputation for customer service, quality and selection.
These recommendations will continue to give Chern’s a core value that is essential to its branding and culture, while contributing to its customers and building a long term relationship through shared value and customer care. Retention Plan A retention plan for Chern’s top performers is to create an environment, work style and management team that promotes, teamwork, cooperation and retention, which leads to successful delivery of products, customer services and values. Ultimately enriching the company, customers and workers.
In order to retain its top performers Chern’s can initiate plans to keep top performers happy by offering great rewards that will be hard to resist. Generally the reason people stay with a company is often the same reason they became attractive in the first place. Implementing the following retention plan will keep Chern’s top performers with the company and reduce a need to hire new people. • provide initiatives to establish and maintain the company’s goals. • establish open communication between management, customers and staff. develop a working environment that encourages professional growth. • match employees with challenging assignments that will lead to professional and career growth. • create a climate of respect, fairness and trust with supervisors and customers. • give employees work flexibility so that they can balance their work and life demands.
• provide competitive wages and benefits that are fair, introduce fitness and child care centers. • give top performers bonuses when goals are meet, such as monetary, vacations or extra sick days. create a strong corporate culture for employees that they find attractive such as a mission Statement that appeals to customers and workers. This can help retain employees with the same or similar values. • providing employees with support can also help retain employees, by monitoring their work load, managers can determine if they have the necessary tools to perform their jobs. Using these strategies will institute to recruit, retain and develop top performers.
University/College: University of Arkansas System
Type of paper: Thesis/Dissertation Chapter
Date: 21 October 2016
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