Definition of socialization, its benefits to new employees and organizations
Socialization is a critical aspect that defines performance in various organizations. This is apparent since it is a credible process by which employees acquires essential skills, norms, values and learn new behaviors including cultural practices that enable them to operate as team players (Wanberg, 2012).
Effective socialization structures have been benefiting employees immensely in most institutions, including Bandersman’s corporation. In particular, it enables employees to relate well with others, build strong team players, and change their attitude towards embracing other people’s ideals.
Similarly, it enables employees to get used to the norms, shared values that the organization operates under and embrace cultural practices that are set by the management. For instance, effective socialization structures have enabled employees of institutions that operate in the tourism sector in the US to understand the needs of customers and what is expected of them (Wanberg, 2012). Variably, effective socialization has been of great benefit to most organizations such as Bandersman’s corporation.
Firstly, it increases performance levels in institutions since it enables employees to be more productive. It fosters expansion and growth in terms of productivity, product portfolio, and infrastructural capacity. It also fosters innovation, creativity, and teamwork that is imperative for development. For instance, socialization processes have enabled most companies in the US to deliver customized services to their customers.
Definition of career, the contrast between employee development with career development and their similarities
As defined, a career is an element that describes an individual’s journey in life in various aspects that include education, training, and work experience. The aspect that is developed and nurtured through learning and training is essential since it enables employees to perform better (Sims, 2007). Thus, the reason why institutions are keen on subjecting employees to career development programs and learning processes.
Notably, career and employee development contrast each other to some extent. Their contrasting nature is evident since career development is geared more towards improving employee’s performance through training and systematic education. It focuses on enhancing individual’s knowledge power to enable one to become more innovative and creative.
On the other hand, employee development is a process that ensures the holistic advancement of an employee. The process focuses on enhancing individual’s knowledge power, the transformation of attitude, character, and adherence to best practices (Sims, 2007). The aspect’s main aim is to develop a holistic person with quality values and incentives that can promote service delivery. Despite their contrasting nature, the two aspects hold some ideal similarities since they aim at enhancing the productivity of individuals in institutions.
Overview and explanation of the step (selecting) and training of employees
According to Kroth & Christensen (2009), training employees on diverse aspects that include production techniques is paramount, especially in the current competitive world. The training process must go through relevant steps if best results are to be attained. For instance, trainers must ensure that all the steps are followed by the preamble stages.
This explains why Bannerman’s Island Company that seeks to train its employees on the role of HRM planning and its relevance in steering strategic planning should adhere to laid down procedures. Firstly, the company should execute a feasibility study and identify the technology gap that exists within its operating units.
Secondly, the company should identify potential personnel that should undergo training. This should be followed by a systematic selection of employees and the execution of their induction on HRM planning issues (Kroth & Christensen, 2009). Formal training and learning should then follow to equip the employees with requisite knowledge on HRM planning and how it can be executed.
References
Kroth, S. & Christensen, K. (2009). Career development basics. Alexandria, Va: ASTD Press.
Sims, R. (2007). Human resource management: Contemporary issues, challenges and opportunities. Greenwich, Conn: Information Age Publ.
Wanberg, R. (2012). The Oxford handbook of organizational socialization. New York: Oxford University Press.