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A new employee orientation program is designed to help familiarize new hires with the way the company operates and the people they will be working with. During the new employee orientation, the company human resources department has several important tasks it is trying to complete with new employees. Paperwork. Throughout the interview and hiring process, the human resources group is responsible for a significant amount of paperwork on each employee. Forms that deal with tax information, personal contact phone numbers and names, payroll information and benefits applications are all part of the new- employee orientation process. Chapter 4 – Employee Orientation & Training. It is very important to have an orientation and training program for. New employees should always be given a.It is the time that the human resources group uses to make sure that all of the information regarding each new employee is correct so that the employees can begin work immediately. Second Thoughts. A comprehensive recruiting and interview process can sometimes miscalculate the intentions of each candidate.
During the new hire orientation, the human resources group will have time to learn whether employees may be having second thoughts about working for the company. Sometimes, a candidate feels he is a good match for the company, and the company feels the same way, until the orientation begins. Assimilate Employees. Being the new employee at a company can be stressful at any level of employment. The new employee orientation program is used by the human resources group to help assimilate new employees into the company and make the new employees feel welcome. Making new employees feel welcome by answering their questions, showing them how to complete company forms and introducing new employees to their new co- workers helps to soften the stress involved in starting a new job. This involves comprehensive training sessions during orientation on company policies and procedures, as well as the human resources group acting as liaison between new employees and their new departments. Corporate Vision. A company needs to have every employee working with the same corporate vision and goals in order to be successful. During new employee orientation, the human resources group spends time explaining the corporate vision to new employees, and explains how the employees are part of making that vision a reality. It helps to make new employees feel like part of the company's future. It also helps the human resources group to preserve the corporate culture as new employees become part of the team. About the Author. George N. Root III began writing professionally in 1. His publishing credits include a weekly column in the. Onboarding - Wikipedia, the free encyclopedia. A model of onboarding (adapted from Bauer & Erdogan, 2. Onboarding, also known as organizational socialization, refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders. Research has demonstrated that these socialization techniques lead to positive outcomes for new employees such as higher job satisfaction, better job performance, greater organizational commitment, and reduction in occupational stress and intent to quit. In the United States, for example, up to 2. Researchers have separated these factors into three broad categories: new employee characteristics, new employee behaviors, and organizational efforts. New employee behaviors refer to the specific actions carried out by newcomers as they take an active role in the socialization process. Finally, organizational efforts help facilitate the process of acclimating a new worker to an establishment through activities such as orientation or mentoring programs. New employee characteristics. This type of personality predisposes some workers to engage in behaviors such as information seeking that accelerate the socialization process, thus helping them to adapt more efficiently and become high- functioning organizational members. Specifically, new employees who are proactive or particularly open to experience are more likely to seek out information, feedback, acceptance, and relationships with co- workers. They also exhibit higher levels of adjustment and tend to frame events more positively. This is because seasoned employees can draw from past experiences to help them adjust to their new work settings and therefore may be less affected by specific socialization efforts because they have (a) a better understanding of their own needs and requirements at work (2. Newcomers can also quicken the speed of their adjustment by demonstrating behaviors that assist them in clarifying expectations, learning organizational values and norms, and gaining social acceptance. Miller and Jablin (1. These include referent information, understanding what is required to function on the job (role clarity); appraisal information, understanding how effectively the newcomer is able to function in relation to job role requirements (self- efficacy); and finally, relational information, information about the quality of relationships with current organizational employees (social acceptance). By actively seeking information, employees can effectively reduce uncertainties about their new jobs and organizations and make sense of their new working environments. Specifically, feedback seeking refers to new employee efforts to gauge how to behave in their new organization. A new employee may ask co- workers or superiors for feedback on how well he or she is performing certain job tasks or whether certain behaviors are appropriate in the social and political context of the organization. In seeking constructive criticism about their actions, new employees learn what kinds of behaviors are expected, accepted, or frowned upon within the company or work group, and when they incorporate this feedback and adjust their behavior accordingly, they begin to blend seamlessly into the organization. This can be achieved informally through simply talking to their new peers during a coffee break or through more formal means such as taking part in pre- arranged company events. Research has shown relationship building to be a key part of the onboarding process, leading to outcomes such as greater job satisfaction and better job performance. Organizations differ in the variety of socialization activities they offer in order to integrate productive new workers. Possible activities include their socialization tactics, formal orientation programs, recruitment strategies, and mentorship opportunities. Socialization tactics. Some organizations favor a more systematic approach to socialization, while others follow a more . Schein have identified at least six major tactical dimensions that characterize and represent all of the ways in which organizations may differ in their approaches to socialization. Collective versus Individual socialization. Collective socialization refers to the process of taking a group of recruits who are facing a given boundary passage and putting them through the same set of experiences together. Examples of this include: basic training/boot camp for a military organization, pledging for fraternities/sororities, education in graduate schools, and so forth. Socialization in the Individual mode allows newcomers to accumulate unique experiences separate from other newcomers. Examples of this process include: Apprenticeship programs, specific internships, . Informal socialization. Formal socialization refers to those tactics in which newcomers are more or less segregated from others and trained on the job. These processes can be witnessed with such socialization programs as police academies, internships, and apprenticeships. Informal socialization processes, on the other hand, involve little separation between newcomers and the existing employees, nor is there any effort made to distinguish the newcomer. Informal tactics provides a non- interventional environment for recruits to learn their new roles via trial and error. Examples of informal socialization include on- the- job training assignments, apprenticeship programs with no clearly defined role, and more generally, any situation in which a newcomer is placed into a work group with no recruit role. Random socialization. Sequential socialization refers to the degree to which an organization or occupation specifies discrete and identifiable steps for the newcomers to know what phases they need to go through. Random socialization occurs when the sequences of steps leading to the targeted role are unknown, and the entire progression is quite ambiguous. In other words, while there are numerous steps or stages leading to specific organizational roles, there is necessarily no specific order in which the steps should be taken. Variable socialization. This dimension refers to the extent to which the steps have a timetable developed by the organization and communicated to the recruit in order to convey when the socialization process is complete. Fixed socialization provides a recruit with the exact knowledge of the time it will take complete a given passage. For instance, some management trainees can be put on . Variable socialization processes gives a newcomer no specific timetable, but a few clues as to when to expect a given boundary passage. This type of socialization is commonly associated upwardly mobile careers within business organizations because of several uncontrolled factors such as the state of the economy or turnover rates which determine whether any given newcomer will be promoted to a higher level or not. Disjunctive socialization. A serial socialization process refers to experienced members of the organization grooming the newcomers who are about to occupy similar positions within the organization. These experience members essentially serve as role models for the inexperienced newcomers. A prime example of serial socialization would be a rookie police officer getting assigned patrol duties with an experienced veteran who has been in law enforcement for a lengthy period of time. Disjunctive socialization, in contrast, refers to when newcomers are not following the guidelines of their predecessors, and there are no role models to inform new recruits on how to fulfill their duties. Divestiture socialization. This tactic refers to the degree to which a socialization process either affirms or disaffirms the identity of the newly entering recruit. Investiture socialization processes sanction and document for newcomers the viability and efficacy of the personal characteristics that they bring to the organization. When organizations use this socialization process it prefers that the recruit remains the exact way that he or she naturally behaves and the organization merely makes use of the skills, values, and attitudes that the recruit is believed to have in their possession. Divestiture socialization, on the other hand, is a process that organizations use to reject and remove the certain personal characteristics of a recruit. Many occupations and organizations require newcomers to sever previous ties, and forget old habits in order to create a new self- image based upon new assumptions. Companies that use institutionalized socialization tactics implement structured step- by- step programs, enter into an orchestrated orientation as a group, and receive help from an assigned role model or mentor. Examples of organizations using institutionalized tactics include the military, in which new recruits undergo extensive training and socialization activities through a participative cohort, as well as incoming freshmen at universities, who may attend orientation weekends before beginning classes. On the opposite end of the spectrum, other organizations use individualized socialization tactics in which the new employee immediately starts working on his or her new position and figures out company norms, values, and expectations along the way. In this orientation system, individuals must play a more proactive role in seeking out information and initiating work relationships. Formal orientation programs may consist of lectures, videotapes, and written material, while other organizations may rely on more usual approaches. More recent approaches such as computer- based orientations and Internets have been used by organizations to standardize training programs across branch locations. A review of the literature indicates that orientation programs are successful in communicating the company's goals, history, and power structure. Recruiting events allow employees to gather initial information about an organization's expectations and company culture. BCom Program Overview ? Committed to your academic and personal success, our instructors bring business to life through lectures, case studies and noteworthy guest speakers. A UBC Bachelor of Commerce (BCom) will give you the broad range of business basics and the management skills you need to thrive in any career. With our diverse array of course offerings, you’ll have a chance to develop your critical thinking, creative problem solving, communication, organization and leadership. In each year of study of our general program you will take a combination of core courses and electives to build competencies in each area of business. Year 1 – Building a foundation Course No. Course Name. Credits. Join us for a provocative UBC Dialogues program where experts will examine the challenges and opportunities facing less developed countries in the years ahead. As an industry, we need to do a better job of recognizing our colleagues who tirelessly. UBC’s International Service Learning (ISL) program allows you to contribute towards important projects led by community partners around the world. By taking part in our program, you connect your academic studies with real. The UBC Thunderbird sports teams were nearly called the Seagulls? Back in 1933, when UBC’s teams still had no name, the student paper, the Ubyssey, ran a name-the-team contest and the winner, as voted on by the students, was. COMM 1. 01. 1 Business Fundamentals 3 COMM 2. Introduction to Quantitative Decision Making 3 COMM 2. Application of Statistics in Business 3 COMM 2. Management and Organizational Behaviour. ECON 1. 01. Principles of Microeconomics. ECON 1. 02. Principles of Macroeconomics. MATH 1. 04/1. 84. Differential Calculus with Applications to Commerce and Social Sciences. ENGL 1. 12. 4Strategies for University Writing. Electives. Non- Commerce electives. Total Credits. 30/3. If you are transferring to Year 2 or 3 of the BCom program, you are not required to take COMM 1. In lieu of these credits, you will take 3 credits of Commerce or non- Commerce electives at any level. If you are transferring to Year 2 of the BCom program, you will take COMM 2. Your future starts now. Make the most of your time at UBC and get a head start on your career.Acceptable equivalents to Math 1. MATH 1. 00 or 1. 80, 1. You must attain a minimum of 6. About the U-Pass BC U-Pass BC provides unlimited bus, SeaBus, SkyTrain, and Canada Line transit services within Metro Vancouver, as well as discounts on West Coast Express. All eligible students at UBC’s Vancouver campus. UBC named one of Canada’s Best Diversity Employers 2016. UBC has been recognized as one of Canada’s Best Diversity Employers in 2016. C' in your first year English course. Year 2 – Learning the fundamentals of business Course No. Course Name. Credits. COMM 2. 02. 1 Career Fundamentals. COMM 2. 03. 2 Managing the Employment Relationship 3. COMM 2. 04. 3 Logistics and Operations Management 3. COMM 2. 05. 4Introduction to Management Information Systems 3. COMM 2. 93. Financial Accounting. COMM 2. 94. Managerial Accounting. COMM 2. 95. 5Managerial Economics. COMM 2. 96. Introduction to Marketing. COMM 2. 98. Introduction to Finance. Electives. Non- Commerce electives (direct entry students only)6. Total Credits. 31. If you are transferring to Year 3 of the BCom program, you will take COMM 2. Formerly numbered COMM 3. Formerly numbered COMM 3. Formerly numbered COMM 3. You may take ECON 3. ECON 3. 03 (both must be completed) instead of COMM 2. Three of the 6 credits will apply to your non- Commerce electives requirement. Year 3 – Specializing and building business knowledge Course No. Course Name. Credits. COMM 3. 90. 1Business Writing. COMM 3. 93. Commercial Law. COMM 3. 94. Government and Business. COMM 3. 95. 2 Business Communications 3. Option Core. Required courses for specialization. Electives. Elective requirements 1. Total Credits. 30. You must attain a minimum of 6. C' in your Business Writing course. Year 4 – Integrating knowledge & launching a career Course No. Course Name. Credits. One of COMM 4. M COMM 4. COMM 4. 92 COMM 4. COMM 4. 98. Strategy and Integrated Decision Making Strategic Management. Management Simulation New Enterprise Development International Business. Option Core. Required courses for specialization. Electives. Elective requirements 1. Total Credits. 30. Specialized BCom degree programs. In addition to our general program, we offer two unique niche program options: The Bachelor of Commerce, Combined Major in Business and Computer Science is an ideal launch pad if you're interested in computer science and want to pursue a career in business and information technology. To apply, select the Combined Major in Business and Computer Science program on your application to UBC. Learn more about the Combined Major program. The Dual Commerce and Arts Degree Program with Sciences Po allows you to earn two degrees, a Bachelor of Commerce (BCom) from UBC and a Bachelor of Arts (BA) from Sciences Po, in just four years. To apply, complete the Dual Degree program supplemental application form after completing the UBC online application. Learn more about the Dual Degree program. Countless opportunities to enhance your studies. At UBC, there many rewarding activities to cultivate your personal and professional growth outside the classroom. Join a club, organize a conference, conduct research with a faculty member, study abroad, be a mentor – the possibilities are endless! Learn more about involvement and leadership opportunities. Admission to the UBC BCom program. The UBC BCom offers you the flexibility to start Year 1 of the program directly from high school or transfer to Year 2 or 3 after completing some post- secondary studies. Learn more about Admission Requirements. Your cycles will appear on the chart, a dark BOLD. Red/blue lines indicate. Transition (critical) days occur whenever a cycle crosses the dark HORIZON line that runs from left. 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