HR Development and Management Critical Thinking - Research Paper Example

? Human Resource Development and Management Critical Thinking Mod 4 Introduction In the present day context, organizational management concerns have emerged as quite complex and challenging in the real life scenario with the rising number of influencing factors and also with the continuous inclusion of various theoretical dimensions. One of such concerns can be identified with due consideration to the recruitment and training process (Harzing & Ruysseveldt, 2003). Employees today have been considered as vital components of organizational processes to confirm continuously improving productivity and sustainable growth. Hence, the significance of recruitment along with adequate training in order to enhance the skills of potential employees can be regarded as a vital concern for modern day organizations. It is in this context that hiring new employees and boarding them within the set of organizational dimensions is regarded as a crucial and most challenging function of HR managers (Martin, 2008). Therefore, in order to develop the entire process as a systematic and an effective one, various theories and programs have been evolving within the managerial periphery. Two such programs are identified as the New Employee Orientation (NEO) and On-boarding. Based on this context, the discussion in this paper will emphasize on defining the two programs, i.e. NEO and On-boarding in the current day context. Consequently, the paper will intend to identify the reasons owing to which organizations tend to utilize these programs addressing the effectiveness and ineffectiveness of the practices aimed at the orientation and the socialization of new employees within an organizational setting. Moreover, the discussion will also depict the outcomes to be generated from the implementation of the NEO and On-boarding programs by today’s modern day organizations. Defining New Employee Orientation (NEO) and On-boarding The term ‘New Employee Orientation (NEO)’ can be defined as a traditional method to involve new recruits within the already set organizational environment. Contextually, employee orientation is considered as a systematic procedure in order to introduce new recruits with well defined job responsibilities as well as organizational work environments. Theoretically, orientation program delivers a scope for new recruits in order to accustomed with new organizational operational activities, different level of job responsibilities and individual work anticipation. Superior orientation program offers several benefits for new employees as well as managers through which they can adopt and comprehend smooth transition as well as operational function towards the new workplaces (Chen, 2010). On-boarding is regarded as a mechanism by which newly recruit employees attain essential knowledge, skills, capabilities and unique behaviours in order to become effectual organizational members. This particular mechanism is utilized as a systematic procedure that comprises formal conventions, video conferences, lectures and ‘computer-based’ orientation programs in order to provide necessary knowledge to the new employees regarding job description and organizational work procedures (The Inside Coach, 2013). Reasons behind Utilizing NEO and On-Boarding Programs Organizations must utilize the programs such as NEO and On-boarding for the purpose of making the new employees more productive as well as raising their operational standards. On-boarding program plays an imperative role within an organization in order to enhance the productivity of an operating industry. Conversely, NEO acts majorly in the development of the performance of the employee by a significant level (Xin Chen Southern Illinois University Carbondale, 2010). In relation to determine the reasons behind utilizing NEO and On-boarding programs, it can be stated that the organizations need active cooperation with its different team members in order to guide the newly recruited employees. It has been apparently observed that effective on-boarding impose optimistic impact upon developing the performance of an organization (David, n.d.). One of the decisive reasons behind the implementation of NEO and On-boarding programs is that these programs supports the organisations in accomplishing their predetermined business targets in terms of progressing the operational performances of their employees (Mike, n.d). What are effective, and ineffective, practices for orienting and socializing new employees? What are the intended outcomes of NEO and On-boarding programs? Socialization programs or practices intend to deliver several advantages especially to the new recruits and the organizations as a whole. In this similar context, socialization programs facilitate broad orientation that helps the new recruits to familiarize with the organizational work culture and different operational activities (Ladenson, Mayers, & Hyslop, 2011). One of the effective practices for orientation and socialization of new recruits is the occurrence of anticipation of socialization that happens through the interaction with the business managers as well as the recruiters of an organization. The other effective practice for orientation and socialization of new recruits is delivering effective training programs to them. In this context, the business managers influence the new hires by delivering suitable knowledge concerning their job roles as well as responsibilities. It can be stated t he organizations can develop effective communication with the new recruits as well as can evaluate their performances with the formation of training programs (SHRM, 2013). The various ineffective practices for orientation and socialization of new employees are establishment of ineffective training programs, inappropriate deliverance of knowledge base regarding job roles as well as responsibilities and failure to establish effective communication with the new recruits (SHRM, 2013). In today’s business scenario, hiring procedures is viewed to be one of the difficult tasks for the business managers of an organization. This process can be quite time consuming that might create adverse impact upon the organizational performance. NEO programs assist the organizations to recognize potential work force through which they can attain sustainable competitive position within complex business scenario (Chen, 2010). NEO programs can provide significant benefits to the organizations by delivering the opportunity to understand the behavioural attitudes of the new employees within the workplace. This program is also referred to on-going learning procedure through which newcomers can understand their job responsibilities and different level of operational activities (Chen, 2010). On-board training program is quite essential for new recruits as it supports them to gain comprehensive knowledge about job description, management of employees and developing efficient communication system amid the workforce. This training program certainly assist the new recruits to set a basic foundation about different job practices that are directly associated with the success of attaining the organizational goals (The Inside Coach, 2013). What approaches can be used to develop and implement NEO and On-boarding programs? In order to develop as well as implement NEO and On-boarding programs, several approaches can be used. The four distinct levels that comprise four C’s such as Connection, Culture, Compliance and Clarification can be regarded as major approaches towards developing as well as implementing On-boarding programs (Bauer, 2013). The four ‘C’s have been described hereunder. Compliance: It refers to primary training program where managers provide education to the new employees regarding company’s HR policies rules and regulations. Clarification: It ensures that new employee can adopt and easily comprehend their new job roles and responsibilities. Culture: It is considered as broad category that can provide knowledge to the new recruits about organizational work environment and norms in both formal as well as informal way. Connection: Through this level, an organization can develop superior interpersonal relationships as well as establish effective communication between new and existing employees (Bauer, 2013). Apart from the aforementioned four C’s, there also exist three other different approaches that can be used to develop and implement on-boarding programs. Firstly, the approach of passive on-boarding training program assists an organization to develop a task checklist in order to provide step-wise training sessions to the new recruits. This particular approach is generally regarded as functional process in which the new recruits can obtain appropriate knowledge about their respective job roles. The second approach i.e. high-potential on-boarding training program supports an organization to deliver appropriate education particularly to the new recruits through which they can easily adopt and understand the prevailing working environment. Finally, the third approach i.e. proactive on-boarding training program aids the organizations in recognizing the potentials or the performances as well as the operational standards of the new recruits (Bauer, 2013). An employee orientation program should be comprehensive as well as well-planned through which an organization can enhance employees’ development program. There are three basic approaches that can be used in order to develop as well as to implement NEO programs in an effective manner. The three approaches include department orientation, general orientation and specific job orientation. In this connection, the approach of general orientation comprises organizations’ mission, vision, objectives goals, values and culture. On the other hand, departmental orientation consists of organizational structure, individual departmental job task, goals and objectives. Finally, the approach of specific job orientation comprises the determination of employees’ position within an organization (Chen, 2010). What are potential barriers to effective design and successful implementation; and how can the barriers be overcome? Majority of the organizations face various challenges or barriers during the implementation of on-boarding training programs. These challenges encompass unsuitable incorporation between new and existing employees, inappropriate execution of on-boarding procedures and deliverance of immaterial knowledge about the working procedures (Aberdeen Group, 2006). In order to overcome the aforementioned barriers or challenges, the organizations can develop on-boarding training program map through which they can identify the employees who possess positive behavioural attitudes towards the new workplace. Furthermore, organizations can utilize certain effective tools and technologies in order to construct superior communication network between new recruits and existing employees (Aberdeen Group, 2006). From the perspective of NEO, organizations often face potential barriers that ultimately hamper their existing work culture by a greater extent. While designing as well as implementing NEO based programs, it has been viewed that the managers of different organizations often fails to evaluate the future performance of the new recruits that ultimately results in affecting their productivity at large (Chen, 2010). In order to overcome the aforesaid barriers, the organizations can offer effective training programs where the new recruits can obtain inclusive knowledge regarding the identity of existing employees and every level of operational activities. Moreover, organizations can also deliver frequent training sessions where new recruits can share their skills, experiences and knowledge bases through which they can predict their future performance and enhance productivity (Chen, 2010). Conclusion After acquiring a brief idea about NEO and On-boarding training programs, it can be stated that these significant programs helps to increase the productivity of an organization by a considerable level. In order to increase the productivity, the organizations need to provide better training to its employees. There exist various approaches that can be employed in order to develop as well as to implement NEO and on-boarding programs. There are certain potential barriers that can be identified towards effectual design and flourishing implementation of on-boarding as well as NEO programs. The barriers include unsuitable use of on-boarding procedures, inappropriate incorporation between the new and existing employees and ineffective evaluation of the performance of the employees among others. However, these barriers can be overcome by introducing as well as developing effective training programs and utilizing effective tools for evaluating the performances of the new employees. Thus, it can be concluded that the programs i.e. NEO and on-boarding plays a decisive part in human resource development as well as in critical thinking of the organizations. References Aberdeen Group. (2006). Onboarding benchmark report: technology drivers help improve the new hire experience. Retrieved from http://www.hreonline.com/pdfs/10022007Extra_AberdeenReport.pdf Bauer, T. N. (2013). Onboarding new employees: maximizing success. Retrieved from https://www.shrm.org/about/foundation/products/Documents/Onboarding%20EPG-%20FINAL.pdf Chen, X. (2010). Suggestions on effective corporate new employee orientation program for human resource specialists. Online Journal of Workforce Education and Development IV (3), pp. 1-11. David, L. (n.d.). Successful Onboarding: How to Get Your New Employees Started Off Right. HumanNature@Work, pp. 1-24. Harzing, A. W. & Ruysseveldt, V. J. (2003). International Human Resource Management. Business & Economics. Judith, B. (n.d.). Employee Orientation: Keeping New Employees on Board. International Public Management for Human Resource, pp. 1-4. Martin, J. (2008). Human Resource Management. Business & Economics. Mike, E. (n.d.). Employee Orientation: Keeping New Employees on BoardEmployee Orientation: Keeping New Employees on Board New Employee Orientation: It’s an Opportunity. Retrieved from http://www.radford.edu/content/dam/colleges/cobe/SBDC/Documents/22ageorgiasbdcarticle.pdf Ladenson, S., Mayers, D. & Hyslop, C. (2011). Socializing new hires. 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