Date & Time: Oct. 25th from 7:30-9:00 am Meeting. Location: Northern Trust Bank, 181 W. Madison, 7th floor, Chicago, IL
RSVP REQUIRED for building access.
Please RSVP to firstname.lastname@example.org before noon on Tuesday before the meeting. Security staff in the main lobby will confirm your registration and ask to see a photo ID on the morning of the program.
“Approximately 89% of managers believe that employees leave their jobs for more money. However, in reality, approximately 88% of employees said they left their jobs for reasons other than money.”(1)
Clearly, there is a significant gulf between management perception and reality.
Socialization is the process of acclimating employees, integrating them into the company’s culture, and allowing them to become a part of the group. Organizational socialization has a pervasive impact on new-employee adjustment, employee success, and employment longevity. (3)
Even if employees are experienced professionals, if they are not acclimated socially, the probability of them reaching full productivity within their organization declines dramatically.(2)
Most employees perform functionally after their first three months. However, if they do not develop personal connections, learn the ropes, and begin to understand “how things are done here,”” their ability to continue to grow within the organization will become severely impaired.(4)
It’s not enough for employees to know the organization’s mission and vision. If employees are going to be properly engaged and become acclimated to the organization’s culture, they must be socialized … they MUST BE ONBOARDED.
This session will answer the following questions:
- Why do employees leave?
- What is the purpose and impact of employee socialization?
- Who should be onboarded?
- What is the difference between New Hire Orientation and Onboarding?
- How do you onboard employees?
- William, R. (2003). Organizational entry: Onboarding, orientation and socialization. Mellon learning curve research study. New York: Mellon Corporation. In 2002, the United States Department of Labor.
- Anderson, N., Cunningham-Snell, N. & Haigh, J. (1996). Induction training as socialization: Current practice and attitudes to evaluation in British organizations. International Journal of Selection and Assessment, 4 (4), 169-183.
- Buckingham, M. & Coffman, C. (1999). First break all the rules: What the world’s greatest managers do differently.New York, NY: Simon & Schuster.
- Chang, K., Ehrlich, K. & Miller, D. (2004, November). Getting on board: A social network analysis of the transformation of new hires into fullâ€time employees. Paper presented at the conference on Computer-Supported Cooperative Work (CSCW), Chicago, IL.
Chicago OD Network PDN:
Gia Suggs, EdD, MPH, MA Dr. Gia Suggs is an Organization Development Consultant. She manages a private practice and is on faculty at Olivet Nazarene University and the University of Illinois at Chicago. Through her private practice, Dr. Gia Consulting, her clients benefit significantly from her 20 years of experience as an organization development professional, adult learner expert, and skilled instructional designer. She has developed, designed and delivered over 1,000 business learning courses across multiple industries, including several fortune 500 companies.
Of all her roles, Dr. Gia is most proud of being the GiGi to two beautiful young girls and quite the handsome little boy. She is also a loyal and dedicated fan of the Beloved Chicago Bears! You can connect with Dr. Gia at www.DrGiasBlog.com or email her at Info@DrGia.Com
Hayward Suggs MBA. MS, MHRM Hayward Suggs is an independent consultant specializing in organizational, individual, and team performance through his private practice, Commonquest Consulting. Having served as part of the C-suite across multiple organizations, Mr. Suggs is now leveraging his executive experience as an organization development professional focusing on people skills, performance management, workplace professionalism, and leadership behaviors. With more than twenty years of consultation experience, his work includes published evidence informed/based large system design interventions, organization turnarounds, and workplace talent development. He serves as a consultant to other consultants. Haywardâ€™s peers and colleagues recognize him as an exceptional trainer, having trained thousands of individuals over the past decade on a multitude of workforce topics.
Hayward has coached and/or trained over 500 trainers, coaches, mentors, speakers and consultants. Many of whom seek him out to improve their training, business presentation skills, and public speaking skills. Mr. Suggs successfully competed in the Toastmasters International Speech Contest where he finished in the top 1% of a field of 30,000 competitors from across the globe.