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They will be trained in what the employee needs to know right away. So whether this is certain functional skills or for a low-level retail job it is more likely to learn about the organizational culture, that manager will be able to convey only the needed information during this initial encounter phase.
An important component during the encounter phase is to have a series of seminars over the first few weeks -- perhaps with multiple new employees -- where the employees can receive supplemental training that reinforces what they are learning from their supervisors and from the first trainer. It is also important to have a mentor at this stage. I find that the mentor can be somebody who is in the same position, but who has been around a while and is a good representative. The role of the mentor is just to help the new recruit learn more about the culture, but also to listen to questions, comments and concerns. The mentor is likely to receive more honest feedback from a new recruit than a manager would, so this is an opportunity to identify and deal with adjustment issues in a non-judgmental way.
Change & Acquisition
This final phase is the change and acquisition phase, where employees are able to handle the important tasks of the job and to adapt to the group's norms of behavior. The organization should...
For a simple job with no technical skills, this can be within a month of starting. Some people will fit right in, others will not. The main thing the organization can do is have a review program where the supervisor must specifically evaluate the new recruit for adjustment. If there are issues, the supervisor would then be responsible for the training that will speed up the adjustment process. There should also be an opportunity for the employee to raise issues as well at this stage, because it is important that everybody agrees the adjustment process is working. This is not the point to fire anybody unless they look like they'll never adjust -- most issues can easily be worked at once they are identified. So this review process should be fairly formalized with best practices that have been determined by managers over the course of a number of new employees.
By employing these different tactics, the company can have a more organized and therefore more effective onboarding program for new employees, to ensure that they move through Feldman's three stages of socialization relatively painlessly, for both them and for the organization.
References
Feldman, D. (1981). The multiple socialization of organization members. The Academy of Management Review. Vol. 6 (2) 309-318.
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