It is possible, though difficult to prove, that the most important training opportunity occurs when employees start with the firm. At this time managers have the chance to set the tone for new employees through orientation , the process of informing new employees about what is expected of them in the job and helping them cope with the stresses of transition. Orientation is an important aspect of the socialization stage of the staffing process as briefly discussed in Chapter 5 .

Although many people use the terms orientation and socialization synonymously, we define socialization as a long-term process with several phases that helps employees acclimate themselves to the new organization, understand its culture and the company’s expectations, and settle into the job. We view orientation as a short-term program that informs employees about their new position and the company. Many companies refer to this orientation process as onboarding.

The socialization process is often informal and, unfortunately, informal can mean poorly planned and haphazard. A thorough and systematic approach to socializing new employees is necessary if they are to become effective workers. The first step should be an orientation program that helps new employees understand the company’s mission and reporting relationships and how things work and why.

Socialization can be divided into three phases: (1) anticipatory, (2) encounter, and (3) settling in.57 At the anticipatory stage, applicants generally have a variety of expectations about the organization and job based on accounts provided by newspapers and other media, word of mouth, public relations, and so on. A number of these expectations may be unrealistic and, if unmet, can lead to dissatisfaction, poor performance, and high turnover.

A realistic job preview (RJP) is probably the best method of creating appropriate expectations about the job.58 As its name indicates, an RJP presents realistic information about the demands of the job, the organization’s expectations of the job holder, and the work environment. This presentation may be made either to applicants or to newly selected employees before they start work. For example, a person applying for a job selling life insurance should be told up front about the potentially negative parts of the job, such as the uncertain commission-based income and the need to try to sell insurance to personal acquaintances. Of course, the positive parts of the job, such as personal autonomy and high income potential, should also be mentioned. Studies have found RJPs to have beneficial effects on important organizational outcomes such as performance and turnover.59

In the encounter phase, the new hire has started work and is facing the reality of the job. Even if an RJP was provided, new hires need information about policies and procedures, reporting relationships, rules, and so on. This type of information is helpful even for new employees who have had substantial experience elsewhere because the organization or work unit often does things somewhat differently than what these employees are used to. In addition, providing systematic information about the organization and job can be a very positive signal to new workers that they are valued members of the organization.

During the settling-in phase, new workers begin to feel like part of the organization. If the settling in is successful, the worker will feel comfortable with the job and his or her role in the work unit. An employee mentoring program, in which an established worker serves as an adviser to the new employee, may help ensure that settling in is a success.60 (We talk about mentoring programs at length in Chapter 9.)