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Discuss how a newly hired employee who goes through a similar poorly managed on- boarding process may react if they do not have the option of changing their job quickly. What consequences would this have for the company?- - Section Break(Next Page)-

Discuss how a newly hired employee who goes through a similar poorly managed on- boarding process may react if they do not have the option of changing their job quickly. What consequences would this have for the company?- - Section Break(Next Page)-

Ciccarelli: Psychology_5 (5th Edition)
Ciccarelli: Psychology_5 (5th Edition)
5th Edition
ISBN:9780134477961
Author:Saundra K. Ciccarelli, J. Noland White
Publisher:Saundra K. Ciccarelli, J. Noland White
Chapter1: The Science Of Psychology
Section: Chapter Questions
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Study case question 1. Organizational behaviour

Case Study 1: On-Boarding. or On-Leaving? Consider for a moment Rebecca, a quality assistant who was eagerly looking forward to her first day of work but by the end of her first week regretted having accepted her new job. When she arrived on the first day of work, two months after signing the contract, she discovered that nobody in the company had been informed of her arrival, and she had neither a desk nor a computer to use. The IT department told her that if they had been informed even one week before, everything could be have been prepared and ready on time. She remained at the desk of a sick colleague for more than a month. The troubles Rebecca faced did not end there, or after the first week. For instance, nobody tell her that the company had no internal cafeteria; seeing her lost in the company's hall on her first day, a compassionate colleague told her where to buy a sandwich. She met her boss on the first day for only 10 minutes because he had to run to "more important" meetings. It is well established that newcomers need to be socialized to the new tasks and environment, yet Rebecca's boss only gave her vague indications about what her new mission in the company would entail. Both the boss and the team badly managed the relational implications of the onboarding process. For examples, the company organizes weekly meetings on Thursday afternoon to communicate relevant updates from several departments. During this meeting, two directors introduced their recently hired members to the rest of the company, but her boss did not say a word about Rebecca! She felt humiliated and could not hide her frustration when she heard this story. Her colleagues also showed little inclination to welcome her and facilitate her integration. For example, they failed to provide her with information on the projects they were working on at the time, nor did they give her any information about her tasks and company's culture. Worse still, they said that things were poorly organized in the company and that she needed to quickly get used this way of working. Rebecca felt uneasy with her new job, and after a few months of wait-and-see, during chich her engagement dropped precipitously, she started to search for new job offers and opportunities. Although this story may seem exaggerated, the situation experienced by Rebecca is fairly common in companies that give little attention to the newcomers' on-boarding process. Research has demonstrated that a good start is essential to ensuring a high level of job satisfaction, avoiding a high rate of turnover, and enabling newcomers to reach their highest productivity quickly. Managing the on-boarding process is an investment that can produce long-term benefits via employee's satisfaction, engagement, and performance. Conversely, failing to manage the on-boarding process can reduce newcomers' satisfaction and increase their turnover. This can be very expensive; losing an employee can cost an organization between 100 percent and 300 percent of their replacement's salary and up to eight months as a new hire reaches high productivity levels. Therefore, managers at all organizational levels should be trained to welcome newcomers properly, planning everything in advance and reserving time in the agenda for meeting newcomers on Day 1. Showing care and attention toward newcomers and doing everything possible to ensure a good start can be critical to facilitating quick integration in the new company. Question 1. Discuss how a newly hired employee who goes through a similar poorly managed on- boarding process may react if they do not have the option of changing their job quickly. What consequences would this have for the company?- Section Break(Next Page)--
Transcribed Image Text:Case Study 1: On-Boarding. or On-Leaving? Consider for a moment Rebecca, a quality assistant who was eagerly looking forward to her first day of work but by the end of her first week regretted having accepted her new job. When she arrived on the first day of work, two months after signing the contract, she discovered that nobody in the company had been informed of her arrival, and she had neither a desk nor a computer to use. The IT department told her that if they had been informed even one week before, everything could be have been prepared and ready on time. She remained at the desk of a sick colleague for more than a month. The troubles Rebecca faced did not end there, or after the first week. For instance, nobody tell her that the company had no internal cafeteria; seeing her lost in the company's hall on her first day, a compassionate colleague told her where to buy a sandwich. She met her boss on the first day for only 10 minutes because he had to run to "more important" meetings. It is well established that newcomers need to be socialized to the new tasks and environment, yet Rebecca's boss only gave her vague indications about what her new mission in the company would entail. Both the boss and the team badly managed the relational implications of the onboarding process. For examples, the company organizes weekly meetings on Thursday afternoon to communicate relevant updates from several departments. During this meeting, two directors introduced their recently hired members to the rest of the company, but her boss did not say a word about Rebecca! She felt humiliated and could not hide her frustration when she heard this story. Her colleagues also showed little inclination to welcome her and facilitate her integration. For example, they failed to provide her with information on the projects they were working on at the time, nor did they give her any information about her tasks and company's culture. Worse still, they said that things were poorly organized in the company and that she needed to quickly get used this way of working. Rebecca felt uneasy with her new job, and after a few months of wait-and-see, during chich her engagement dropped precipitously, she started to search for new job offers and opportunities. Although this story may seem exaggerated, the situation experienced by Rebecca is fairly common in companies that give little attention to the newcomers' on-boarding process. Research has demonstrated that a good start is essential to ensuring a high level of job satisfaction, avoiding a high rate of turnover, and enabling newcomers to reach their highest productivity quickly. Managing the on-boarding process is an investment that can produce long-term benefits via employee's satisfaction, engagement, and performance. Conversely, failing to manage the on-boarding process can reduce newcomers' satisfaction and increase their turnover. This can be very expensive; losing an employee can cost an organization between 100 percent and 300 percent of their replacement's salary and up to eight months as a new hire reaches high productivity levels. Therefore, managers at all organizational levels should be trained to welcome newcomers properly, planning everything in advance and reserving time in the agenda for meeting newcomers on Day 1. Showing care and attention toward newcomers and doing everything possible to ensure a good start can be critical to facilitating quick integration in the new company. Question 1. Discuss how a newly hired employee who goes through a similar poorly managed on- boarding process may react if they do not have the option of changing their job quickly. What consequences would this have for the company?- Section Break(Next Page)--
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