The onboarding process is critical in any organization. A new employee’s productivity is related to his initial socialization process in the organization. My experience as a new employee was both motivating and demotivating. Undertaking a managerial position comes with a lot of expectations. When these expectations are failed to be met, you become a consumer of the organization’s resources. A new employee can be a consumer for a long period if crucial information about the company is not disclosed. In an onboarding process, it is important to be open about the organization’s state. There is little to no use of a socialization process if as a new manager you are not told of the organization’s state (Silver & Dowell, 2010)
Taking up the managerial position in a different organization was a challenge. It was a plus for the organization to take me through my roles, assign me an experienced employee who made me understand some of the organization’s culture and guiding me on how to access the organization’s computerized system. However, the organization was not honest about some of their damages. It took a lot of effort and time to learn and resolve the problems affecting the organization. I had to re-strategize on a more convenient way to work towards the set objectives. It took a long period to increase the company’s productivity.
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In a general perspective, talent is developed. People are not born talented. It takes time which involves practice and determination to be skilled in a given area (Meyers, Van & Dries, 2013). When an organization wants to recruit a new employee, it is important for it to focus on the specific talents that they require in an employee. This will ensure that their goal and objectives are easily met. Therefore, the selection is more convenient as opposed to training and development. Without previous skills in a given area, training an employee could be effortless. Training and development are not only expensive but also time-consuming. It does not also guarantee that the employee will deliver as per the efforts put in ( Gopinath, & Natarajan, 2014 ).
References
Gopinath, R., & Natarajan, S.N.S. (2014). Recruitment and Selection, Training and Development and Its Impact towards Job Satisfaction in BSNL, Thanjavur SSA-A Study.
Meyers, M. C., van, W. M., & Dries, N. (2013). Talent-Innate or acquired? Theoretical considerations and their implications for talent management. Human Resource Management Review, 23, 4, 305-321.
Silzer, R. F., & Dowell, B. E. (Eds.). (2010). Strategy-driven talent management: A leadership imperative. San Francisco, CA: Jossey-Bass.
