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Introduction
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Organizational Socialisation
is the process by which a new member learns and adapts to
the value of system, the norms, and the required behavior
pattern of an organisation, society or a group.
Socialisation is the
process of "learning of ropes", the process of
being indoctrinated and trained, the process of being taught
what is important in an organisation or some unit thereof.
It occurs in school. It occurs again and perhaps most dramatically,
when the graduate enters an organisation on his first job.
It occurs again when he switches within the organisation
from one department to the another or from one rank level
to another. It occurs all over again if he leaves one organisation
and enters another.
Socialisation dose not
include all the learning, but only include learning of norms
values and behavior pattern that from an organisations point
of view expected from an employee. This learning is defined
as the price of membership.
Such a value system,
norms and behavior pattern could include
- The basic goal of an organisation.
- The preferred means by which
these goals should be attained.
- The basic responsibilities of
the member In the role granted to him by the organisation.
- The behavior patterns required
for effective performance in the role.
- A set of rules or principles that pertain
to the maintenance of the identity and integrity of
the organisation.
Socialization
Socialisation as a process is also
found in colleges in the form of ragging, in schools in the
form of rules, regulations and the models to emulate and in
the society by confirm to the constitution of the land and
the customs. Upending experiences are deliberately planned
or accidentally created circumstances that dramatically and
unequivocally upset or disconfirm some of the major assumptions
new employees hold about themselves, their companies or jobs.
Socialisation can
take place in various ways, for example;
To provide assignment
so easy or trivial that they carry the clear that the new
employee is not worthy of being given anything important
to do. The assignment could be so tough that the failure
is a certainty, thus proving that the new employee is not
smart.
An interesting example would be of a company in which the
manager would ask the new employees to examine and diagnose
a particular circuit, which violated a number of text book
principle but actually worked very well. The baffled new
employee would check and re-check the circuit and pronounce
the circuit as faulty. At this point the manger would confidently
show the new employees that the circuit works
The speed and effectiveness
of the Socialisation determine employee loyalty, commitment,
productivity and turnover. The basic stability and effectiveness
of the organisation therefore depends on their ability to
socialize the new members.
The success of socialisation
would depends on two factors,
- Initial Motivation- If the initial
motivation of the individual is high then he will tolerate
all kinds of uncomfortable Socialisation experiences.
- Interest generated- The degree to which
the organisation can hold the new member captive during
the period of Socialisation.
To invest much time
and effort in the new member and thereby build up expectations
of being repaid by loyalty, hard work, and rapid learning.
To make a series of small behavioral commitment he can justify,
that only through the acceptance and incorporation of company
value.
In some instances socialisation
is considered a negative process questions are raised as
to if the company is on the ethical path to change the very
behavior and values of an individual without his consent.
The fact remains that Socialisation serves a very definite
function in an organisation that of standardisation. As
we see later on in this paper socialisation uniforms process
and removes ambiguity. For example if an employee knows
that promotion will be performance based he will spend more
time in producing rather than politicking.
The information on how
to conform to the accepted norms can be given through,
Official literature,
Examples set by key models,
Instructions given by trainers, coach or boss,
Example of seniors who have been in the organisation for
much longer periods
Rewards or punishments given to the new employee for his
efforts, and
Experimenting with new values and behavior.
How do organizations
socialize
To facilitate the understanding
process of Socialisation in as usually carried out in companies
the process can be broken down into 7 steps. Each step is
explained with suitable examples.
Step One: Careful selection
of entry level candidates
Trained recruiters use standardised
procedures & seek specific traits that tie to success
in the business. It is at this point that a well-informed
applicant would deselect himself if he feels that the organisation
does not fit with his personal styles and values.
Entry into an organisation
includes the period of preparation and training on the part
of the individual, the recruitment & selection process
that occurs prior to accepting a job, the actual hiring
decision and the initial job placement.
The kind of education
that an individual opts for goes a long way to the deselecting
process. In the sense that if an individual opts for engineering
after his 12th then he has effectively deselected
himself from being a doctor, an accountant or a lawyer.
This is deselecting at a very basic level.
In order to find the
right job, it is necessary for a person to develop a realistic
appraisal of his talents, needs and values. This self-concept
also needs to be continuously reappraised because a persons
map is always changing.
The concept of
"anticipatory socialisation" is well
worth looking into at this point. This when an individual
prepares himself for his early career by developing what he
considers to be the attitudes and values necessary for succeeding
in his chosen occupation. A businessman would be committed
to a profit motive, a social worker
to a service motive and so on. It would be therefore better
for an individual with a Holland score of artistic to go in
for an organisation, which holds premium on creativity such
as Advertising agencies. It is when an organisation or an
individual makes a misinformed choice and is not able to fit
in the culture and the process of the organisation do problems
like turnover frustration etc. arise
From the organisations
point of view this step would be a failure if any of the
following occurs:
- A high-potential recruit does not accept
a job offer.
- A high-potential recruit joins the
organisation but leaves soon after because of disillusionment
or disappointment.
- A high-potential recruit joins the
organisation but loses motivation & becomes a marginal
performer.
- A seemingly high-potential recruit
joins the organisation but turns out to have low talent,
low motivation or values incompatible with those of the
organisation.
In order to avoid these
kind of failures, an organisation should have self-insight.
Which would mean that the recruiters should have a very
clear idea of what jobs need to be filled, what the characteristics
of those jobs are, how those jobs would change over time.
In short the selection process should be designed in the
same way as the organisation works. If it is then, in screening
interviews there is a greater possibility of accurately
describing to the recruits what they will be doing both
in the short & in the long run.
The recruitment/selection
system must be able to diagnose long range growth potential
in a person as well as short range potential. Its selection
procedure should be congruent with the requirements and
the organisations value system.
This selection process
is one of the primary bases on which a candidate forms his
impression of the company. The organisation should therefore
be careful not to project something that they are not, because
this could cause a candidate to deselect himself. This would
be a loss to the organisation esp. if the candidate is a
high-potential performer.
Finally, organisations
must make more of an effort to integrate the recruitment/selection
activities with those of job placement and early supervision.
Because, lack of congruence at this interface, would run
the risk of producing early disillusionment & turnover.
Involving line mangers,
the new recruits’ immediate boss, in the process, can
do this. If the number of people to be recruited is too
high to involve all the line managers, then there should
be frequent contact between the recruiters and the line
managers.
P&G has a lengthy
form that all aspirants have to fill. Based on this form
they shortlist people. The shortlist candidates then have
to go through 3~4 sessions of interviews, which are mostly
"Behavioral Event Interviews". Suppose
an MBA student has done his summer project at P&G, then
after he has completed his summers, his guide, other people
in the department and the VP sit together and discuss whether
the concerned person would fit into the organisation or
not. The emphasis is not on the persons’ work but on
whether he will fit in. P&G focus a lot on minute details
and this is evident in its application form. We have live
examples of students in XL who have not applied to P&G
because their form was very long & meticulous, this
is a good example of deselecting.
Until now HLL used to
have two Group Discussions. One would be case based and
the second would involve a 1 minute presentation by each
shortlist candidate followed by a GD on the same topic.
This would culminate in a 30-min interview. People who have
done their summers at HLL would all be called to a major
city for a long drawn interview, where there would be atleast
2 directors on the panel. The questions asked are mainly
theoretical or academic. This year HLL has introduced the
component of the written test which checks for theoretical
knowledge as well as application skills. The questions span
all areas of management.
Step 2: Humility -Inducing experiences:
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Consider this- A management graduate from XLRI joins
ICI and on landing there declares-"I would like
to formulate the new IR policy of ICI" This happens
most of the time. Management graduates with their new
found knowledge think that they can change an organisation
overnight. Considering the ground realities their ideas
being implemented is hardly practical.
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A new trainee has much to learn not only will his idea
be thrown out of the window if he is not accepted in
the organisation but also has the new trainee learn
how the organisation operates such as the political
wheeling dealing, the power-centre how to sell his idea
to a group etc. To learn all this way adopted by the
organisation is to make a trainee on jobs, which they
would perceive as unimportant. This has repercussion
as the new inductee learning the ropes of the organisation,
getting a feel that they for the organization and not
the organisation for them.
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Step
3: In the trenches training
Companies would ideally
want that a MT should be able to put his theory into practice
for the benefit of the organization. But for this the MT
has to know the ground realities. To get the trainee in
place most of the companies follow a rigorous one to two
year training probation period. This would ideally consist
of short stints in all the functional areas and a longer
stint in the MT's specialization area.
For example as Pepsi's
probation period for their marketing department trainees
consists of the trainees not sitting and formulating strategy
for a product but going with the delivery trucks to the
vendors and taking stock of the situation. Going to small
vendors such as paanshops in small town and cities and convincing
them to keep Pepsi at an observable position in the shop
for the ease of the consumers.
Step
4: Adherence to values
The
new trainees have to perhaps go through a lot disillusionment
, personal sacrifices( missed occasions with family and
friends over the week end) and adjusting to the vagaries
of the organization by changing the labile self. This is
compensated to a certain extent when the organization gives
something in return.
A quid pro quo of sorts. For example the employees of Delta
airlines accept the fact that during hard times the company
will stand by them even if the industry is laying of their
employees, the employees of Sony, Mitsubishi accepts the
fact that for his dedication he has got life long employment.
This gives a sense of security to the MTs in a New World.
And even they then try to give their best to the organization.
Step
5: Rewards & Control Systems
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Rewards
and control systems are meticulously refined to reinforce
behavior that is deemed pivotal to succession the market
place. The employees who don’t adhere to the Cultural
and Behavioral Norms of the Organisation, due to the
dissonance between the Values of the Individual and
the Values of the organisation; are given a clear warning
to either shape up or ship out. |
The IBM way of a Penalty
Box, is a very apt example. In India, the PSU’s
have a habit of shunting away their "mis-fits"
to assignments and other jobs which take them away form
the organisation’s mainstream. These are the Siberian
Postings in the companies.
Step
6/7: Reinforcing Folklore, Consistent role models
Folklore is used as
a reinforcer to make the employees behave in a certain way
that helps the organisation. This creates a culture in the
organisation.
Take the example of
3M. The culture of 3M articulates thus—
Our corporate culture
encourages a lively exchange of concepts and information
across different areas and functions. You're expected
to be creative. To share your knowledge, freely and often.
And to demonstrate a ready willingness to solve problems,
act on your initiative and motivate others.
In 3M the legend of
Founder member like Francis G. Okie still lives on. His
ideas like using sand paper instead of razor to rub a man's
face smooth is taken as an example of thinking wild. Or
if we take the story of how the scotch tape was invented
to service only one customer and for which alternate uses
were found and which finally grown into a $750 Million business.
The story is reinforced in 3M to force its employees to
think creatively. Folklore reinforces the culture of an
organisation. It is often seen that the culture of the organisation
is influenced to a great extent by the personality of its
founders. Nearer home could take the example of the TATA
empire which is influenced by J R D Tata’s (not its
founder) personality of being a highly ethical and caring
organisation or the case of Reliance which carries Dihrubahi’s
mark. OF being aggressive and a workaholic organisation
in the competitive world. Legends and folklore in the organisation
reinforce the culture in the minds of the new recruit as
he acclimates to the culture.
Why
do companies socialize:
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Why do
the companies go to such extents of molding their employees
in a mould and run the risk of making them robots, killing
creativity, risk making them into administrators rather
than entrepreneurs. There is a good reason for this.
The reason being that Socialisation creates order and
consistency. To control and bring about order to the
organisation there are two ways either we have formal
controls such as rules for every move an individual
makes Or we impose informal controls which can be imposed
through organisational culture which is build through
ages and is passed on to the next generation through
Socialisation. |
Companies, which have
a strong culture and socialise effectively eliminate a lot
of ambiguity and free up time for the executives to do more
of productive work. For example in 3M it is assumed that
you will not be punished for your failures if you are trying
out a new idea or a concept so one can go ahead and take
risks. You can afford to have a Nelson’s eye to the
boss. Because the organisation reinforces that culture.
On the other hand you try something like this in a PSU the
employee will be shown the door.
But companies should
realise the fact that Socialisation should only be carried
to a particular extent after Socialisation will be counterproductive.
Negative
Effects of Socialization
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The new inductee’s
stable and labile self are the two things that
are likely to get affected by the induction program.
On can imagine The Labile self as a flexible covering
and the Stable self as the strong core, around
which the covering exists. |
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Normal
Induction of the company can be described as a mesh.
The individual’s flexible covering has to be
adjusted to the shape of the meshed holes yet the
holes must be significantly larger that the stronger
core inside the flexible layer. This is the process
of induction happening correctly. At some times
the Induction process may not be as self-controlled
and can be compared to forceful pressing of the
labile self into the shape as desired by the company.
But shaping as to not touch the strong inner Rewards
and control systems are meticulously refined to
reinforce behavior that is deemed pivotal to succession
the market place. The employees who don’t adhere
to the Cultural and Behavioral Norms of the Organisation,
due to the dissonance between the Values of the
Individual and the Values of the organisation; are
given a clear warning to either shape up or ship
out.
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Problems start occurring
when the company’s induction program puts so much of
pressure on the self that not only does the Labile (Flexible)
gets distorted, but the stable self is also pressed and
tried to put into shape.
This kind of induction
program kills the individuality of the person. This can
be very dangerous for the organisation as the personal creative
talent dies out. More personality and mis-fit problems are
seen to arise form this effectively.
The
Future
We believe that
a company should have a strong culture and also must be reflected
throughout its ranks. These cultures should also help the
company to remain flexible and keep up with today’s rapidly
changing business environment. This can only be done if the
culture promotes creativity and innovation, full and duplex,
yet informal communication throughout the organisation, enough
autonomy to the employees and other such things.
In line with what we
were saying: these are some of the Induction Practices of
some new and progressive MNC’s, in India for entry
level inductees. These companies are trying hard to build
cultures that promote openness and innovation. The data
has been made available through Eicher Consultancy Services,
who have developed and implemented these strategies, hence
the client names are not disclosed.
Treasure Hunt:
Here the inductee
team is broken up into small groups of five ~ six inductees.
They are put at different parts of the city (in this case
Mumbai), and like a treasure hunt, they are left with a
set of clues to try and reach the "treasure".
Each group has a co-ordinator, who is a employee, he/she
sticks along and travels with the group as a city guide.
The set of exiting clues sends them to the corners of the
city (they are given enough mobility), and also tests their
ability to "think on their feet", besides providing
them with lots of fun and excitement.
The hunt "successfully"
ends at the company HQ building where they are welcomed
and then introduced around. The team members have already
learnt enough about each other and the company during the
Hunt as the clues also keeps informing them about the company’s
who’s who and other information.
This organisation is
a very young firm and even most of the senior executives
would fall in the 30~35 age group.
With the Boss: at his
home
This is a company, which
is a basically deals with Corporate Finance Management.
During the induction of their new Treasury Officers; one
weekend is left free for this special program.
Here their immediate
boss (Sr. Treasury Officer) invites the team of the new
junior traders the weekend to his home. Where the new team
of four ~ five inductees spend the entire weekend with him
and his family, talking, going-out and doing a host of other
activities with the boss and his family.
This leads to a very
different way of "learning the ropes", and a very
unique and "close" way of socialising.
The Lonavla Retreat
Here
the company is a fast up-coming FMCG, based in Pune. The
new inductees are taken to Lonavla a hill station very close
on the Mumbai – Pune Highway. The company has its training
division based at a farmhouse near Lonavla.
A weeklong induction
program, covers the company specific information and a host
of aptitude assessments. Some days are spent with their
immediate bosses for half-day hikes, and over night adventure
camps.
These
activities are basically directed towards the building of
camaraderie between the boss and his future team. The week
at Lonavna (generally in the rains) is enjoyed buy employees
and inductees alike.
The Boss-a-Day Experience
This
company deals with Financial and Business Consulting. Here
the inductees are previously given six months of lecture-room
induction ad training. But after that the difference is
seen in the way the conclusion of the induction is done.
This company deals with
Financial and Business Consulting. Here the inductees are
previously given six months of lecture-room induction ad
training. But after that the difference is seen in the way
the conclusion of the induction is done.
In the last
week, the inductees are assigned to the various Consultants
and Sr. Consultants and they are made to take over the superior’s
role. They do all the activities their boss does in those
days. And it’s really serious, they are to make independent
decisions. The Boss stays with them but he can only suggest
if the inductee asks for advice, or is stuck up with some
contact.
This is done
pretty seriously in the organisation and at the end of a
week a rigorous review is done jointly between the inductee
and his/her boss.
The Mud Fights of this
Company
This
is an upcoming IT Company in the Western region of the Country.
They have an equity partnership with a world-wide IT Company
based in Germany.This is an upcoming IT Company in the Western
region of the Country. They have an equity partnership with
a world-wide IT Company based in Germany.
Here the inductees,
during their initial days of the 24-week induction process,
have a mud and water fight. The company books an amusement
park space for a day. The inductees and their immediate
intended superiors engage in battle. The different groups
protect their space in the park using water pistols, water
balloons and mud balls as the only weapons. There is an
actual "war – planning" that goes on before
the fights take place.
The fight works
out very messy and loud, but the results of the socialisation
are very easily tackled.
Bibliography
- H. Schein Edgar pg.83 Sloan mgmt review,
Organisation socialisation and the profession of management.
- H. Schein Edgar The individual , the
organisation, and the career : A conceptual scheme.
- Richard Pascale "The paradox of
corporate culture ": reconciling ourselves to socialisation.
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