UNIT II HUMAN RESOURCE PLANNING 9

Importance of Human Resource Planning – Internal and External sources of Human Resources -

Recruitment - Selection – Socialization.

a. Importance of Human Resource Planning

Definition of Human Resource Planning

E.W. Vetter defines HR Planning as “A process by which an organization should
move from its current manpower position to the desired manpower position.
Through planning the management strives to have the right number, right kind of
people at the right place and at right time, doing things which results in both
organization and individual receiving maximum long run benefits.”

Robbins and Coulter says “HR Planning is the process by which manager ensures
that they have the right number and right kind of capable people in the right places
and at the right times.”

According to K Aswathappa, “HR Planning is the process of forecasting a firm’s

future demand for, and supply of, the right type of people in the right number.”

Importance of Human Resource Planning

Human Resource Planning is important in several aspects that revolve around
working toward organizational goals. It is the baseline for all functions related to
HR like recruitment, onboarding, reviewing, etc.

Its key important features include:

1. Increasing productivity

In HR planning, maximizing productivity is crucial. Efficient use of resources and

minimizing waste, achieved through staffing activities like training, performance
appraisal, and fair compensation, leads to higher productivity.

HR planning ensures employees are skilled, motivated, and properly rewarded,

enhancing overall efficiency and productivity in the organization.

2. Implementing managerial activities

The success of managerial tasks like planning, organizing, directing, and

controlling relies heavily on having the right people (human resources) in place.
Human resources play a crucial role in making sure these managerial activities
work effectively.
So, HRP, which is about having the right staff in the right positions, is essential for
all managerial functions to succeed. In simpler terms, having the right people is
vital for any business to run smoothly.

3. Motivating employees

HR Planning goes beyond just placing the right people in the right roles. It also
involves motivating employees through programs like incentives. These incentives
are crucial because they encourage active participation and help in retaining
employees within the organization.

So, within the scope of HR planning, designing effective incentive plans becomes
extremely important. It ensures not only hiring suitable individuals but also
keeping them engaged and motivated to contribute their best to the organization.

4. Improving employee relations

Strong human relations are vital for a company’s stability. This strength is
achieved through effective control, clear communication, and strong leadership.
Human resources planning plays a key role in this.

By focusing on training and developing the workforce, HR Planning ensures that

employees are skilled and cooperative. This in turn fosters better human relations
within the organization. Essentially, HR planning helps create a positive work
environment where employees understand their roles, communicate well, and
cooperate effectively.

5. Coping with change

Human resource planning is important for organizations to cope with changes in

the external environment. It enables the development and implementation of
strategies to enhance employee and organizational performance.

6. Evaluating demand and supply of resources

Human resource planning ensures there is the right number of employees (demand)
to meet the company’s needs without overstaffing or understaffing. It’s like finding
the perfect balance, ensuring there are enough people to get the job done efficiently
without unnecessary costs or gaps.
7. Increasing quality of hire

Human resource planning impacts the quality of applicants an organization attracts.

Companies practicing HR planning know what qualities they need in applicants,
making their hiring decisions more precise and effective. This results in attracting
candidates who are better suited for the organization’s needs.

8. Growing a competitive advantage

As discussed, organizations that invest in human resource planning can identify

and nurture the best talents. By having the right people with the right skills in the
right places, a company gains a competitive edge.

They can adapt to changes faster, innovate more effectively, and deliver superior
products or services. In essence, human resource planning helps companies stay
ahead of the competition by ensuring they have the right team to tackle challenges
and seize opportunities.

b.Internal and External sources of Human Resources

Internal Sources
1. Present Employees:
Promotions and transfers from among the present employees can be a good source
of recruitment. Promotion implies upgrading of an employee to a higher position
carrying higher status, pay and responsibilities. Promotion from among the present
employees is advantageous because the employees promoted are well acquainted
with the organisational culture, they get motivated, and it is cheaper also.

Promotion from among present employees also reduces the requirement for job
training. However, the disadvantage lies in limiting the choice to a few people and
denying hiring of outsiders who may be better qualified and skilled. Furthermore,
promotion from among present employees also results in inbreeding which creates
frustration among those not promoted.
Transfer refers to shifting an employee from one job to another without any change
in the position/post, status and responsibilities. The need for transfer is felt to
provide employees a broader and varied base which is considered necessary for
promotions. Job rotation, involves transfer of employees from one job to another
on the lateral basis.

2. Former Employees:
Former employees are another source of applicants for vacancies to be filled up in
the organisation. Retired or retrenched employees may be interested to come back
to the company to work on a part-time basis. Similarly, some former employees
who left the organisation for any reason may again be interested to come back to
work. This source has the advantage of hiring people whose performance is already
known to the organisation.

3. Employee Referrals:
This is yet another internal source of recruitment. The existing employees refer
their family members, friends and relatives to the company as potential candidates
for the vacancies to be filled up in the organisation.

This source serves as one of the most effective methods of recruiting people in the
organisation because employees refer to those potential candidates who meet the
company requirements known to them from their own experience. The referred
individuals are expected to be similar in type in terms of race and sex, for example,
to those who are already working in the organisation.

4. Previous Applicants:
This is considered as internal source in the sense that applications from the
potential candidates are already lying with the organisation. Sometimes, the
organisations contact through mail or messenger these applicants to fill up the
vacancies particularly for unskilled or semi- skilled jobs.

Evaluation of Internal Source:

Let us try to evaluate the internal source of recruitment. Obviously, it can be done
in terms of its advantages and disadvantages. The same are spelled out as follows:

Advantages:
The advantages of the internal source of recruitment include the following:

1. Familiarity with own employees:

The organisation has more knowledge and familiarity with the strengths and
weaknesses of its own employees than of strange and unknown outsiders.

2. Better use of the talent:

The policy of internal recruitment also provides an opportunity to the organisation
to make a better use of the talents internally available and to develop them further
and further.

3. Economical Recruitment:
In case of internal recruitment, the organisation does not need to spend much
money, time and effort to locate and attract the potential candidates. Thus, internal
recruitment proves to be economical, or say, inexpensive.

4. Improves Morale:
This method makes employees sure that they would be preferred over the outsiders
as and when vacancies will be filled up in their organisation.

5. A Motivator:
The promotion through internal recruitment serves as a source of motivation for
employees to improve their career and income. The employees feel that
organisation is a place where they can build up their life-long career. Besides,
internal recruitment also serves as a means of attracting and retaining competent
employees in the organisation.

Disadvantages:
The main drawbacks associated with internal recruitment are as follows:
1. Limited Choice:
Internal recruitment limits its choice to the talent available within the organisation.
Thus, it denies the tapping of talent available in the vast labour market outside the
organisation. Moreover, internal recruitment serves as a means for “inbreeding”,
which is never j healthy for the future of the organisation.

2. Discourages Competition:
In this system, the internal candidates are protected from competition by not giving
opportunity to otherwise competent candidates from outside the organisation. This,
in turn, develops a tendency among the employees to take promotion without
showing extra performance.

3. Stagnation of Skills:
With the feeling that internal candidates will surely get promoted, their skill in the
long run may become stagnant or obsolete. If so, the productivity and efficiency of
the organisation, in turn, decreases.

4. Creates Conflicts:
Conflicts and controversies surface among the internal candidates, whether or not
they deserve promotion.
B. External Sources:
External sources of recruitment lie outside the organisation. These outnumber
internal sources.

The main ones are listed as follows:

1. Employment Exchanges:
The National Commission on Labour (1969) observed in its report that in the pre-
Independence era, the main source of labour was rural areas surrounding the
industries. Immediately after Independence, National Employment Service was
established to bring employers and job seekers together.

In response to it, the compulsory Notification of Vacancies Act of 1959

(commonly called Employment Exchange Act) was instituted which became
operative in 1960. Under Section 4 of the Act, it is obligatory for all industrial
establishments having 25 workers or more, to notify the nearest employment
exchange of vacancies (with certain exceptions) in them, before they are filled.

The main functions of these employment exchanges with their branches in most
cities are registration of job seekers and their placement in the notified vacancies.
It is obligatory for the employer to inform the outcome of selection within 15 days
to the employment exchange.

Employment exchanges are particularly useful in recruiting blue-collar, white-

collar and technical workers. A study conducted by Gopalji on 31 organisations
throughout the country also revealed that recruitment through employment
exchanges was most preferred for clerical personnel i.e., white-collar jobs.

2. Employment Agencies:
In addition to the government agencies, there are a number of private employment
agencies who register candidates for employment and furnish a list of suitable
candidates from their data bank as and when sought by the prospective employers.
ABC Consultants, Datamatics, Ferguson Associates, S B Billimoria, etc. are the
popular private employment agencies in our country.

Generally, these agencies select personnel for supervisory and higher levels. The
main function of these agencies is to invite applications and short list the suitable
candidates for the organisation. Of course, the final decision on selection is taken
by the representatives of the organisation. At best, the representatives of the
employment agencies may also sit on the panel for final selection of the
candidates.

The employer organisations derive several advantages through this source. For
example, this method proves cheaper than the one organisations recruiting
themselves. The time saved in this method can be better utilized elsewhere by the
organisation.

As the organisational identity remains unknown to the job seekers, it, thus, avoids
receiving letters and attempts to influence. However, there is always a risk of
loosing out in screening process done by the agencies, some applicants whom the
representatives of the organisation would have liked to meet and select.

3. Advertisement:
Advertisement is perhaps the most widely used method for generating many
applications. This is because its reach is very high. This method of recruitment can
be used for jobs like clerical, technical and managerial. The higher the position in
the organisation, the more specialized the skills or the shorter the supply of that
resource in the labour market, the more widely dispersed the advertisements is
likely to be. For example, the search for a top executive might include advertise-
ments in a national daily like ‘The Hindu’.

Some employers / companies advertise their posts by giving a post box number or
the name of some recruiting agency This is done to particularly keep own identity
secret to avoid unnecessary correspondence with the applicants. However, the
disadvantage of this blind ad, i.e., post box number is that the potential job seekers
are hesitant to apply without knowing the image of the organisation, on the one
hand, and the bad image/reputation that blind ads have received because of
organisations that place such advertisements without positions lying vacant just to
know the supply of labour/workers in the labour market, on the other.

While preparing advertisement, lot of care has to be taken to make it clear and to
the point. It must ensure that some self-selection among applicants takes place and
only qualified applicants respond to the advertisement. For this, advertisement
copy should be prepared by using a four-point guide called AIDA. The letters in
the acronym denote that advertisement should attract Attention, gain Interest,
arouse a Desire and result in Action.

However, not many organisations mention complete details about job positions in
their advertisements. What happens is that ambiguously worded and broad-based
advertisements may generate a lot of irrelevant applications which would, by
necessity, increase the cost of processing them. Here, the findings of a study of 496
recruitment advertisements published in The Hindu during 1981 seem worth
mentioning. It was found that 33.6% of public sector advertisements and 20.7% of
private sector advertisements provided necessary information about job
possibilities, tasks and reporting relationships.
As far as compensation was concerned, more of the public sector organisations
provided information about pay packets rather than the private sector organisations
(71.2% as against 29.4%). Another interesting feature showed that all public sector
organisations provided information on minimum qualifications while only 18.3%
of private sector organisations offered this information. Finally, only 5.6% of the
public and 1.1% of the private organisations provided information on selection
process.

4. Professional Associations:
Very often, recruitment for certain professional and technical positions is made
through professional associations also called ‘ headhunters’. Institute of Engineers,
Indian Medical Association, All Indian Management Association, etc., provide
placement services for their members. For this, the professional associations
prepare either list of job seekers or publish or sponsor journals or magazines
containing advertisements for their members.

The professional associations are particularly useful for attracting highly skilled
and professional personnel. However, in India, this is not a very common practice
and those few that provide such kind of service have not been able to generating a
large number of applications.

5. Campus Recruitment:
This is another source of recruitment. Though campus recruitment is a common
phenomenon particularly in the American organisations, it has made its mark
rather recently Of late, some organisations such as HLL, HCL. L &T, Citi Bank,
ANZ Grindlays, Motorola, Reliance etc., in India have started visiting educational
and training institutes/campuses for recruitment purposes.
Examples of such campuses are the Indian Institutes of Management, Indian
Institutes of Technology and the University Departments of Business Management.
For this purpose, many institutes have regular placement cells/offices to serve as
liaison between the employers and the students. Tezpur Central University has, for
example, one Deputy Director (Training and Placement) for the purposes of
campus recruitment and placement.

The method of campus recruitment offers certain advantages to the employer

organisations. First, the most of the candidates are available at one place; Second,
the interviews are arranged at short notice; third, the teaching faculty is also met;
and Fourth, it gives them opportunity to sell the organisation to a large student
body who would be graduating subsequently. However, the disadvantages of this
type of recruitment are that organisations have to limit their selection to only
“entry” positions and they interview the candidates who have similar education and
experience, if at all.

6. Deputation:
Another source of recruitment is deputation, i.e., sending an employee to another
organisation for a short duration of two to three years. This method of recruitment
is practiced, in a pretty manner, in the Government Departments and public sector
organisations. Deputation is useful because it provides ready expertise and the
organisation does not have to incur the initial cost of induction and training.

However, the disadvantage associated with deputation is that the deputation period
of two/three years is not long enough for the deputed employee to prove his/her
mettle, on the one hand, and develop commitment with the organisation to become
part of it, on the other.
7. Word-of-Mouth:
Some organisations in India also practice the ‘word-of-mouth’ method of
recruitment. In this method, the word is passed around the possible vacancies or
openings in the organisation. Another form of word-of-mouth method of
recruitment is “employee-pinching” i.e., the employees working in another
organisation are offered an attractive offer by the rival organisations. This method
is economic, both in terms of time and money.

Some organisations maintain a file of the applications and bio-data sent by job-
seekers. These files serve as very handy as and when there is vacancy in the
organisation. The advantage of this method is no cost involved in recruitment.
However, the drawbacks of this method of recruitment are non-availability of the
candidate when needed and the choice of candidates is restricted to a too small
number.

8. Raiding or Poaching:
Raiding or poaching is another method of recruitment whereby the rival firms by
offering better terms and conditions, try to attract qualified employees to join them.
This raiding is a common feature in the Indian organisations.

For example, several executives of HMT left to join Titan Watch Company, so also
exodus of pilots from the Indian Airlines to join private air taxi operators.
Whatever may be the means used to raid rival firms for potential candidates, it is
often seen as an unethical practice and not openly talked about. In fact, raiding has
become a challenge for the human resource manager. Besides these, walk-ins,
contractors, radio and television, acquisitions and mergers, etc., are some other
sources of recruitment used by organisations.
Evaluation of External Sources:
Like internal sources of recruitment, external sources are mixed of advantages and
disadvantages.

The following are the main advantages:

1. Open Process:
Being a more open process, it is likely to attract large number of applicants/
applications. This, in turn, widens its options of selection.

2. Availability of Talented Candidates:

With large pool of applicants, it becomes possible for the organisation to have
talented candidates from outside. Thus, it introduces new blood in the organisation.

3. Opportunity to select the best candidates:

With large pool of applicants, the selection process becomes more competitive.
This increases prospects for selecting the best candidates.

4. Provides healthy competition:

As the external members are supposed to be more trained and efficient. With such
a background, they work with positive attitude and greater vigour. This helps
create healthy competition and conducive work environment in the organisation.

However, the external sources of recruitment suffer from certain disadvantages

too:

These are:
1. Expensive and Time Consuming:
This method of recruitment is both expensive and time consuming. There is no
guarantee that organisation wall get good and suitable candidates.
2. Unfamiliarity with the Organisation:
As candidates come from outside the organisation, they are not familiar with the
tasks, job nature and the internal scenario of the organisation.

3. Discourages the Existing Employees:

Existing employees are not sure to get promotion. This discourages them to work
hard. This, in turn, boils down to decreasing productivity of the organisation.

Now the question arises is: Where from can an organisation recruit potential job
seekers? Table 6.1 offers some guidance. The source that is used should reflect the
local labour market, the type or level of position, and the size of the organisation.

c.Recruitment

What is recruitment?

Recruitment refers to the process of identifying, attracting, interviewing, selecting,

hiring and onboarding employees. In other words, it involves everything from the

identification of a staffing need to filling it.

Depending on the size of an organization, recruitment is the responsibility of a

range of workers. Larger organizations may have entire teams of recruiters, while

others only a single recruiter. In small outfits, the hiring manager may be

responsible for recruiting. In addition, many organizations outsource recruiting to

outside firms. Companies almost always recruit candidates for new positions via

advertisements, job boards, social media sites, and others. Many companies utilize

recruiting software to more effectively and efficiently source top candidates.

 Regardless, recruitment typically works in conjunction with, or as a part of Human

Resources.

What is recruiting in HRM?

Human Resource Management, otherwise known as HRM or HR for short, is the

function of people management within an organization. HR is responsible for

facilitating the overall goals of the organization through effective administration of

human capital — focusing on employees as the company's most important asset.

Recruitment is the first step in building an organization's human capital. At a high

level, the goals are to locate and hire the best candidates, on time, and on budget.

What does recruitment involve?

While the recruitment process is unique to each organization, there are 15 essential

steps of the hiring process. We’ve listed them here, but for a detailed exploration

of these steps, check out our page on Hiring Process Steps:

 Identify the hiring need

 Devise a recruitment plan

 Write a job description

 Advertise the position

 Recruit the position

 Review applications
 Phone Interview/Initial Screening

 Interviews

 Applicant Assessment

 Background Check

 Decision

 Reference Check

 Job offer

 Hiring

 Onboarding

Types of recruiting

There are several types of recruiting. Here’s an overview:

Internal Recruiting: internal recruiting involves filling vacancies with existing

employees from within an organization.

Retained Recruiting: When organization hire a recruiting firm, there are several

ways to do so; retained recruiting is a common one. When an organization retains a

recruiting firm to fill a vacancy, they pay an upfront fee to fill the position. The

firm is responsible for finding candidates until the position is filled. The

organization also agrees to work exclusively with the firm. Companies cannot, in

other words, hire multiple recruiting firms to fill the same position.
Contingency Recruiting: like retained recruiting, contingency recruiting requires an

outside firm. Unlike retained recruiting, there is no upfront fee with contingency.

Instead, the recruitment company receives payment only when the clients they

represent are hired by an organization.

Staffing Recruiting: staffing recruiters work for staffing agencies. Staffing

recruiting matches qualified applicants with qualified job openings. Moreover,

staffing agencies typically focus on short-term or temporary employment positions.

Outplacement Recruiting: outplacement is typically an employer-sponsored benefit

which helps former employees transition into new jobs. Outplacement recruiting is

designed to provide displaced employees with the resources to find new positions

or careers.

Reverse Recruiting: refers to the process whereby an employee is encouraged to

seek employment with a different organization that offers a better fit for their skill

set. We offer Reverse Recruiting Days to help workers with this process. At our

Reverse Recruiting Days we review resumes, conduct mock interviews, and offer

deep dives into specific job roles. Click here for more information.

Tips for effective recruiting

 Recruitment is a nuanced process that requires extensive research, thorough

procedures, and finesse in order to produce high-quality hires with regularity. With

that in mind, here are out top-three tips for effective recruitment:

 Look internally before externally: there’s a good chance the best candidate for your

position is already working for your organization. Internal candidates are already

familiar with and contributing to your corporate culture and goals. Given their past

success within your organization, it is reasonable to expect they will continue to

excel in a new position.

 Reach out to “passive” candidates: there is a good chance your ideal candidate is

not actively looking for a new job and will not respond to your job board ad. Why?

Because they’re likely already employed elsewhere. After all, why wouldn’t your

competitors also want to employ your ideal candidate? Therefore, effective

recruiting requires you to look outside of your applicant pool for top talent.

Encouraging your staff to attend industry conferences and participate in

professional organizations; developing relationships with local university business

schools (or other relevant departments); searching social media sites (i.e. LinkedIn)

for strong resumes from candidates who might not be actively looking for a new

job; and encouraging your employees to refer people they know or are connected

to are all important mechanisms through which to expand your recruitment

network.
 Hire the sure thing: according to two authors and experts, you should hire the

person who is already excelling doing the exact job in your industry. Past success,

in other words, is the best indicator of future success.

d.Selection

The selection process in HRM includes the relevant steps to hire the most relevant
candidate with right qualifications, skills, and attitudes to fill either a currently
open position or a position that is likely to open up in the particular organization.

5 Key Steps in Selection Process in HRM

The key steps in the selection process include the following:

1. Developing Selection Criteria
Criteria development is the first step of the recruitment process. It involves
defining the criteria used and how they will be scored during the selection. The
criteria are developed based on an analysis of the role and the job specifications.
This involves a discussion on the skills and competencies required for the role.
In addition, the criteria may include aspects such as personality, attitude, and
cultural fit. It is important to define the criteria before the resumes are reviewed to
ensure that the process of shortlisting individuals for interviews is objective and
fair.
2. Receipt of Applications and Resume Review
After the criteria for selection have been defined, the stage is set for reviewing
applications. The application process must include the filling of a
standardized application form by all interested candidates.
The process design should collect all required data regarding applicants’ bio-data,
educational qualifications, professional experience, etc.,. If the developed criteria
demand it, information such as the applicant’s interests and skills outside work
may also be collected to gain a broader view of the applicants.
A comprehensive application helps select between closely matched candidates.
The application/resume review could be done manually, or tech tools could be
deployed for the purpose. Tech tools search for specified application keywords and
prepare a preliminary shortlist for a detailed manual review.
The application screening committee includes relevant team leads, HR member(s),
subject matter experts, and anybody else who could help select the candidate who
best fits the defined criteria.

3. Conduct Interviews

Once the applications have been screened to create the interview shortlist, the next
step is the employment interview to test the candidates. The candidate shortlist
helps identify those that meet the minimum criteria for selection. Consequently, the
number of shortlisted candidates could be large.
To prune down this number, as an initial screening, many organizations conduct a
preliminary telephonic interview to further narrow the shortlist. The preliminary
interview often assesses the proficiency, skills, IQ, attitudes, etc., of the applicants
to screen out individuals who do not fit the criteria.
The individuals on the final shortlist are then interviewed. Depending on the role
and the type of industry, organizations might conduct other types of
interviews, such as behavioral interviews, case interviews, stress interviews, etc.,
to decide on their final selection. During the interview, organizations provide
candidates with a detailed brief on the company and the responsibilities of the role
that the person is expected to fill.
The interview is normally taken by a panel of interviewers carefully selected for
their professional knowledge and their judgment in making a fair and correct
choice of the best candidate for the organization.

4. Background Checks

The interview process narrows down the field to a final shortlist of two or three
candidates. These candidates undergo further checks such as medical
examinations, personality tests, credit report checks, interest tests,
criminal background checks, reference checks, work samples, etc., to decide on
the final selection to be made.
Although interviews are a good means of getting to know the candidate, reference
and background checks are required for reconfirmation. Reference checks also
verify the candidate’s professional skills and work ethic. For background checks,
typically, organizations contact previous employers or relevant educational
institutions in the case of fresh graduates.

5. Making the Offer

The final step in the selection process is making an offer of employment to

the selected candidate. The offer will outline details such as the role’s
responsibilities, the date of joining, salary, benefits, etc. Depending upon the
position, the appointment letter may specify a probation period with an assurance
of permanent absorption on satisfactory completion of the probation period.

Top 6 Metrics Important for Selection

Process
It is important to have metrics to assess the effectiveness of the organization’s
selection process. The top six metrics used in the selection process include
1. Time to Fill Position

This metric determines the time that elapses between a vacant position and filling
it. The time to fill varies depending on the position and the industry. For example,
it will typically take longer to fill a position in the healthcare industry compared to
the call center industry. A shorter time to fill indicates higher efficiency in the
organization and leads to lower costs to fill the position.
2. Interview to Hire Ratio

This metric helps reveal the effectiveness of the organization’s sourcing and
screening process. If, in an organization, the interview-to-hire ratio is high, it
means that the organization has high overall hiring efficiency.
3. Time per Process Step

This selection productivity metric assesses the time spent by the candidate in each
step of the selection process. Analyzing the time spent in each process step helps
identify and eliminate process bottlenecks. More time per process step usually also
increases the cost to fill.
4. Hire Quality

This metric is also known as the first-year quality. This is the percentage of
candidates selected from the shortlist plus the percentage of these that stay on with
the firm, divided by two. This metric measures the effectiveness of the selection
process in picking individuals with quality and loyalty.
5. Offer Acceptance Rate
This is the ratio of job offers to the number of offers accepted. This rate also varies
depending on the role and the industry. If your acceptance rate is low, it could
mean that the offer is not competitive enough or is too slow.

6. Application Drop-off Rate

This metric determines the number of candidates who start the application process
and then abandon it midway. Improving this metric ensures a better candidate
experience and helps the organization access more talent.

e.Socialization

Socialization is a process through which new employees learn the attitudes, skills
and behaviors required to function effectively in their new work environment.

Stages in Socialization Process

There are three stages of socialization process which are as follow.

1. Pre-arrival Stage
This stage clearly acknowledges that every person arrives with the attitudes,
organizational values and expectations.

For example, in several jobs specifically managerial and high skill jobs, new
persons will have gone through a higher extent of prior socialization in school &
training.

However, pre-arrival socialization goes beyond the particular job. To inform

prospective employees about the organization as a whole, the selection process is
used in most organizations.

2. Encounter Stage
New members enter the encounter stage upon entry into the organization. Here the
persons face the dichotomy between their expectations about their coworkers, their
supervisors, their jobs and the organization in reality & general. However, all the
expectation differences cannot be solved by socialization.
 3. Metamorphosis Stage
In this final stage, the new member must struggle any issues observed during the
encounter stage. This may intend going through alteration.

Therefore, the last stage is known as metamorphosis. When the new members
become comfortable with their work teams & the organization, metamorphosis is
complete as is socialization process.

Norms of organization & coworkers are being internalized by new members in this
situation. These norms are understood & accept by them.

New members will consider accepted by their peers as valued & trusted persons.
They will understand not only their own duties but also the procedures, rules and
accepted practices as well. Finally they will understand how they should be
measured.

They have better understanding of the expectation associated with them along with
what forms good job. The employee productivity & employee commitment is
positively influenced in the metamorphosis stage along with no chances of
employee leaving the organization any time soon.

Purposes of Socialization

Socialization formats are unique to every business organization. However,

following are some of basic purposes of socialization.

1. The Employment Situation

From the business organization’s viewpoint, the fundamental aim is to have new
employee become productive as rapidly as possible. Therefore at an early point in
time, particular information about doing the job may be provided.

2. Business Organization’s Policies & Rules

Within organization, each job must be done viewing the constraints & guidelines
given by policies & rules. In order to permit smooth transition to workplace,
employees must have understanding of these.

3. Compensation & Benefits

In getting information about the reward system, employees will have a special
interest. Although this information is generally given during the selection &
recruitment process, a reexamine of the information is suitable during
socialization.

4. Corporate Culture
Corporate culture relates to everything from the manner employee talk to the
manner they dress.

5. Team Membership
Before a new employee is hired, the willingness and ability of that employee is
likely to ascertain. In socialization, the significance of getting worthy member of
the business organization team may be emphasized.

6. Employee Development
Employees should know properly what is required by the business organization for
progress in the job or through promotion.

7. Dealing with Change

In order to survive in their jobs, employees at all levels must learn to properly deal
with alteration. To continually develop and expand their skills is the best way
individuals can prepare for change.

Many People Socialize New Hires

The activities included in the introduction of a new employee to his or her work
unit and the organization is referring to a new employee socialization or
orientation.

Who is responsible for new employee orientation? This can be performed by

people in HRM, supervisor, CEO, peers or combination of any of these.

1. HRM Department
In order to socialize the newly hired employees with the working environment of
the business organization, HRM department can conduct the orientation.

HRM play the main role of coordination in the new employee orientation by
ensuring that suitable elements are in place.

Furthermore, HRM function as participant in the program. HRM should instruct

the new employee when to report to work as job offers are made & accepted.
HRM must be ready to manage some of the more routine requirements of the new
employees before the new employees formally arrive.

2. Supervisor
Employees of particular department can also be informed by their supervisor about
the procedures, rules, culture and policies of the organization.

Often in smaller organizations orientation may be consider as new employee

reports to the supervisor and the supervisor give the duty to some other old
employee to introduce new employee to his coworkers. The new employee is
moved to different departments and parts of the organization.

3. Peers
Orientation function can also be performed by peers and coworkers of new
employee in order to tell the requirements of the organization & expectations of the
employer and can answer the questions asked from the employee side.

4. Organizational Culture
The dos and don’ts of an organization can be express by its own organizational
culture. Every business organization has its own specific culture. This culture
contains longstanding and mostly unwritten regulations & rules.