Meeting Staff Socialization
and Educational Needs
for Team Building
Socialization is the process by which a person acquires the technical skills of his or
her society, the knowledge of the kinds of behavior that are understood and acceptable
in that society, and the attitudes and values that make conformity with social rules
personally meaningful, even gratifying .
Socialization has also been called enculturation.
Socialization differs from orientation in that it involves little structured
information. Rather, socialization is a sharing of the values and attitudes of the
organization by the use of role models, myths, and legends.During the socialization
phase of indoctrination, the leader introduces employees to unit values and
culture and uses the socialization process to mold a fit between new staff members
and the unit. Socialization into the organization is critical for the novice professional,
and adequate socialization of all employees, has been shown to reduce attrition
and increase satisfaction.
During this phase of indoctrination, employees are instilled with high
morale and enthusiasm for the organization, which is primarily a leadership role.
The unit leader–manager bears the greatest responsibility for meeting staff
socialization needs. Once staff are selected, inducted, and oriented, the manager
must see that they are appropriately socialized in order to build a cohesive and
effective team. Orientation alone is usually inadequate to ensure that new employees
are properly socialized into the organization.
The leader–manager also has a responsibility for training and maintaining a
competent staff, but this responsibility is shared with other members of the
organization. Because new equipment, procedures, and knowledge are constantly
being introduced, the leader must develop skills in assessing staff learning needs.
Educational needs of staff are partially dependent on the staffing mix and position
responsibilities that were developed during the organizing and planning phases of
management. For example, the more experienced and educated the staff, the less
educational and training needs they will have.
This chapter examines the responsibilities of the manager in socializing, educating,
and training employees. The delineation between education and training is made as
well as the differences between role models, preceptors, and mentors. The needs of
the adult learner are explored and the concept of coaching as a staff development
tool is introduced. Finally, the need to build a cohesive team from a culturally
diverse workforce, through appropriate socialization and education strategies, is
explored. The leadership roles and management functions in using socialization
and education inherent for team building.
Leadership Roles
1. Clarifies department norms and values to all new employees.
2. Infuses a team spirit among employees.
3. Serves as a role model to all employees and a mentor to select employees.
4. Encourages mentorship between senior staff and junior employees.
5. Observes carefully for signs of knowledge or skill deficit in new employees
and intervenes appropriately.
6. Assists employees in developing personal strategies to cope with role
transition.
7. Applies adult learning principles when helping employees learn new skills
or information.
8. Coaches employees spontaneously regarding knowledge and skill deficits.
9. Is sensitive to the unique socialization and education needs of a culturally
and ethnically diverse staff.
10. Continually assesses the learning deficits of the staff and creatively
minimizes these deficits.
Management Functions
1. Is aware of and clarifies organizational and unit goals for all employees.
2. Clarifies role expectations for all employees.
3. Uses positive and negative sanctions appropriately to socialize new
employees.
4. Carefully selects preceptors and encourages role modeling of the senior
staff.
5. Provides methods of meeting the special orientation needs of new
graduates, international nurses, and experienced nurses changing roles.
6. Works with the education department to delineate shared and individual
responsibility for staff development.
7. Ensures that there are adequate resources for staff development and
makes appropriate
decisions regarding resource allocation during periods of fiscal restraint.
8. Assumes responsibility for quality and fiscal control of staff development
activities.
9. Ensures that all staff are competent for roles assigned.
10. Provides input in formulating staff development policies.