The Transition from Applicant to New Employee - Essay Example

 Explain the importance, from both an employee and organisational perspective, of managing effectively the transition from applicant to new employee. Discuss the various interventions available to organisations for the induction and socialisation of new employees. Introduction The corporate sector has developed over time to now become a fast paced, demanding and diversified experience. To meet the challenge of the ever growing need of human resource within organisations for progressive development, huge budgets are spent on recruiting and training new employees (Roberts, 2000). Similarly, to meet the criteria of organizations, people now spend more time and money on developing and diversifying their skills to be able to adapt to the rapid growing needs of every organization. It is imperative for both the employer and the employee to adjust in the shortest period of time and still be productive over expectations. Both the employee and employer struggle in the initial period of the recruitment process to make the transition as smooth as possible and shorten the learning curve (McKenna and Beech, 2002). Organizations start this process as soon as they get an application against a vacancy. The interview process and the orientation for the new employee become the foundations of a lasting relationship (Roberts, 2000). Successful organizations foster a learning environment in which employees get to build their skills and eventually become more productive with time. The employee entering the organization relies on the existing culture and workforce for guidance and deliverance. Employees adopt the values of the culture prevailing in the organization and will easily adapt to the new environment if they feel comfortable to it. Employees will also be more receptive of information if they feel attached to the work they are put to do (McKenna and Beech, 2002). From the Employees Perspective Millions of students graduate every year form colleges and universities around the globe. Many of them could be in search of their first real job. The past twenty years of their life they have been cradled with support from friends, family, counsellors, instructors and the corporations that hold yearly seminars. After graduating from college, they may find themselves completely alone, standing in front of a tall building, thinking of which door is the entrance and which door is the exit. Confidence matters a lot as they go in for an entry test or start the interview process (Roberts, 2000). Even for those who have had work experience in the past, walking in to a new environment does raise a lot of questions in their minds for which human resources managers need answers. These questions can be as simple as who will be the person sitting next to me? Will my supervisor be tolerant? Where do I get lunch? What happens if I have an emergency? These and a hundred other questions can run through the employee’s mind when going in for their job (Pilbeam and Corbridge, 2006). The answers to most of them do not come directly from the person conducting the interview but are usually found in an informal process through other employees. They can also be found in the way current employees are communicating among themselves, the way mangers lead conversations in the boardroom and other pieces of information (McKenna and Beech, 2002). In fact, these are less complicated that other management problems which a new employee can face. The orientation period is critical for a new recruit. To know exactly what his/her responsibilities are and who going to judge their work is just the basic information required by an employee in terms of management (McKenna and Beech, 2002). Additionally information such as which team members rely directly on the work done by the employee and who is the decision maker within the company become questions which can be answered further down the road. Apart from the preceding questions that can be made into answers forming a standard employee handbook, it is also important to know where and when employees go for lunch and other breaks. An employee handbook may not contain such answers but they can become important questions on the first day on the job alone (Pilbeam and Corbridge, 2006). These are the building blocks on which comfort is dispensed to the new employee to involve him/her more in the workforce. New employees have to be oriented properly and thoroughly on every aspect of the company and their expectations before they are actually assigned to their tasks (McKenna and Beech, 2002). Of course the employees can also help themselves by being proactive and engaged from the very first day on the job. What Can Employees Do? The employee’s needs for answers to the questions that are not found in the orientation handbook are often solved by instincts to develop social circles and bonds of trust within the organization. However, before that takes place, employees should spend their orientation period listening and absorbing the policies of the company and discussing them with colleagues to clear any confusion. It has to be understood that companies are based on policies and their vision is a translation to the procedures that come form those policies. Although, at first a policy may seem wrong, but with a broader perspective it may be seen as a contributing force towards an organizational goal. After understanding all policies and procedures, it is always good to sit with the team members and talk about individual routines, personal portfolios and the way to keep up with the team leader or upper management (McKenna and Beech, 2002). It is important to meet the basic expectations of the employer and to complete tasks within the given framework since this would achieve a smoother and faster integration into the organisation. New employees should never hesitate to say “I am confused” or to ask questions which may seem stupid. Questions that may seem stupid can have answers that save employees from making mistakes that can lead to disasters. First impressions are lasting impressions therefore It is important for the employee to put his/her best foot forward as it takes time to lose the status of being an ‘outsider’ and become a part of the inner circle. However, by following a few, sometimes forgotten techniques, the transition period can end quicker and with much more ease for the employee and the employer as well. Employees need to remain positive which means they have to show their enthusiasm for wok. As a part of their attitude, this approach will let their colleagues and managers see it as a sign of confidence. Dressing to the part will also allow the new employee to look and feel as a part of the workplace and give a professional feel to everyone else. Another positive trait will be visible if the new employee acts as a good listener since it helps to absorb information faster. This is because Employers look for people who take initiative and appreciate performance of work that is not handed out directly to an employee. It does not hurt to take up tasks which the individual does not yet know how to execute, but can learn within a given timeframe (Beardwell et. al., 2004). Gathering up work for a day to fill those eight hours is a good start but only if the new employee can be disciplined enough to ensure to come to office on time and leave only when the tasks are complete. For the orientation or training period it is obvious that it will take time to get things done and employers feel more comfortable with employees who take responsibility in completing their work before going home. Associated with all the tasks picked up or assigned to the employee is the level of appreciation shown to all the colleagues who have been helpful in any way. Everyone wants to know that the work they are doing is being appreciated and new employees must thank their colleagues for the learning opportunities that are provided. To keep their presence positive in the workplace, employees need to avoid rumours and gossip even if they take place with the closest of co-workers. Keeping in mind that rumours and gossip are a part of every workplace, new employees should not believe everything they hear. They should make their own judgments based on interactions with people (Beardwell et. al., 2004). New employees need to consistently develop better ways to organize and time themselves on their tasks and schedules (Pilbeam and Corbridge, 2006). Deadlines should always be met and commitments should always be honoured. Using and getting acquainted to computer systems, sticky notes, check-lists, and having all weekly goals and timelines in front will help in the transition period to be more comfortable for the new employee. Overall, new employees should just make the most of their time spent in the orientation period. As a newcomer there are bound to be mistakes but they should not be afraid to make them as long as they can pick up the pieces and make good at the end. From the Employers Perspective As it is important for the new employee to settle down in his/her new workplace as soon as possible, employers also have the same goal on their minds. The employer goes through a lot more applications and choices than the applicant and has to pick the most suitable candidate that not just fits the skills criteria but the current work environment as well (Taylor, 2005). The interview process is often focused in judging the applicant from all aspects of personality and matching their ability to adapt to the culture of the organization. An employer may have some tricky questions about the applicant and will try to judge their personality even before they come in for an interview (Roberts, 2000). Effectively orienting new employees to the department and to their position is critical in founding successful and productive professional relationships. The employee’s first interactions with the employer should be a guide for him/her to follow. Employers should create a positive impression on the employee and the first few weeks should be planned and properly implemented. Giving attention and helping the employee build focus on the given tasks can be considered a mandatory exercise for the employer (McKenna and Beech, 2002). An effective orientation will foster an understanding of the organization’s culture, its values and its diversity. It will also help the employees make a successful adjustment to the job by understanding their role and see how they fit in the organization as a whole (Pilbeam and Corbridge, 2006). This should also include a career track which is properly laid down for them in relation to promotions, bonuses and how they can climb the corporate ladder to take an upper management position in the future. The employee should not be made to feel alone and solely responsible for the tasks. Team efforts and group assignments should be encouraged even in the orientation to shorten the learning curve. New employee orientation starts before the employee actually comes to work. All team members already in the department should be notified about the responsibilities and tasks of the employee and everyone should be prepared to provide a positive atmosphere on the first day. Employees work place/desk should be marked out, cleaned, organized and all equipment be available for use and get oriented to. It will help the employee feel associated and welcomed in the new workplace (Armstrong and Baron, 2000). What the Employer Can Do? A company policy handbook should be always available at the employee’s desk relating to all policies and benefits and a staff member should be designated to act as a buddy for the first week. A list of people should be made who the new employee should meet and interview in the first week to get a broader understanding of the workplace and the people working there. All records should be updated such as attendance, parking, security/identification and others before the new employee comes in to work. A new employee can naturally be anxious and excited about starting a new job. Employers should try not to overwhelm the new employee with too much information on the first day. Orientation is a process and employers should understand that there must be plenty of time made available to give the necessary information to the employee (Beardwell et. al., 2004). Once the employee is in for the first day, a warm welcome from the department can reduce any nervousness the new employee might feel. Then plans for the day can be discussed leading to showing the employee around the office space. The first week for the employee is critical in giving a good impression about the company. Employers should ensure a proper walkthrough of the facilities to make the employee feel more comfortable (Armstrong and Baron, 2000). Once that comfort is developed, the employee should be given a brief on their general tasks and expectations of the employer. Although getting oriented to work is important for the employee to understand their role, it is necessary that during the first week colleagues are encouraged to interact with the new employee. Going to a nearby café during lunch break with the new employee will develop a more comfortable environment for him/her. Once the employee feels accepted, he/she will be more inclined to ask about work and policies (Beardwell et. al., 2004). The employee will also get a chance to know all of the team members in the department and get introduced to people from different departments as well. This exercise will quickly acquaint the employee and s/he might get the assigned tasks done quicker. In the continuation of the socialisation process, department and inter-departmental dinners after office hours may prove to be effective during the first week and lead to a quicker adjustment to the workplace. The new employee can personally interact with colleagues and get to know them better for future professional relationships. The employee should always be encouraged to talk to the colleagues or department heads (Pilbeam and Corbridge, 2006). These discussions may include guidance on finding a place to live, a tour of the city, knowledge about the right places to go to and even best deals in town. Getting involved in the life of the employee helps employers understand them better and motivate them in right ways. This also develops a strong bond between the employee and employer which results in employees being more loyal. Loyalty from employees has to be created over time that is spent on making them feel wanted and comfortable in the work environment. The more the employee feels associated with the work, the more loyal will s/he be to the organization. In other words, the better associated an employee is to the culture of the organization, the better he will work and will be more productive. Even things such as remembering the employee’s birthday, greeting cards for thanksgiving, Christmas bonuses and holiday celebrations in the office make the employee develop a strong bong with not just their department fellows but to the entire organization (Beardwell et. al., 2004). The reason behind it is that we as humans are used to relationships. We have the need to make friends and be friends with individuals. Organizations are made of human beings and successful organizations function under the principles of teaching and fostering as learning organisations. The relationship between the employee and employer is not just about how much work gets done but how much work gets done is dependent upon how good the relationships are between people and the organization as a whole. The employee and the employer both go through a continuous developmental cycle which starts when an application against a vacancy is submitted. Conclusions To develop a progressive professional relationship between an organization and its employee, it is vital that both follow a progressive approach in the initial period. The organization should use its diversified culture to accommodate and help the new employee through interactive training and socializing. The employee on the same note should be receptive and use every opportunity to decrease the learning curve. The organization’s values and culture along with the vision should be exposed on to the employee slowly to assimilate growth and productivity. The transition period has to be managed jointly by the organization and the employee to decrease the pressure of the demanding work load of the twenty first century. The fast paced work environment powered by computer systems makes it harder to interact with colleagues. E-mail is the key choice for communication and a message in the computer screen is now mostly the way of interaction between people. However, for the development of human resource both the organization and the employee have to struggle to get up form their chairs and walk over to the person next to them. Organizations should provide opportunities to employees to personally interact with each other and employees in return should take every opportunity to do the same. Word Count: 2,878 Works Cited Armstrong, M. and Baron, A. 2000, Performance Management, CIPD. Beardwell, I. et. al. 2004, Human Resource Management: a contemporary approach, FT Prentice Hall. McKenna, E. and Beech, N. 2002, Human Resource Management, FT Prentice Hall. Pilbeam, S. and Corbridge, M. 2006, People Resourcing: HRM in Practice, FT Prentice Hall. Roberts, G. 2000, Recruitment and Selection, CIPD. Taylor, S. 2005, People Resourcing, CIPD. Read More