2. Literature Review
2.1. The Importance of Organizational Socialization
Organizational socialization refers to the process by which new employees acquire the values, skills, behaviors, and knowledge necessary to perform their job roles
| [3] | Van Maanen, J., & Schein, E. H. Toward a theory of organizational socialization. Research in Organizational Behavior, 1979, 1: 209-264. https://doi.org/10.1037/0003-066X.45.2.109 |
| [6] | Bauer, T. N., Bodner, T., Erdogan, B., Truxillo, D. M., & Tucker, J. S. Newcomer adjustment during organizational socialization: A meta-analytic review of antecedents, outcomes, and methods. Journal of Applied Psychology, 2007: 92(3), 707. https://doi.org/10.1037/0021-9010.92.3.707 |
[3, 6]
. When new employees enter an organization, they often experience reality shock and face problems such as uncertainty in the organizational environment, team adaptation, and misaligned expectations
| [7] | Lu, S. C., Tjosvold, D. Socialization tactics: antecedents for goal interdependence and newcomer adjustment and retention. Journal of Vocational Behavior. 2013, 83(3): 245-254. https://doi.org/10.1016/j.jvb.2013.05.002 |
[7]
. The discrepancy between new employees' psychological expectations and the actual situation, along with the absence of clear rules for interacting with organizational members
, leads to anxiety and adjustment difficulties. Without structured guidance, this can weaken their sense of identification with the team and their work role, potentially hindering their performance and retention; this also serves as a significant motive for initiating organizational socialization mechanisms.
Accordingly, organizations should implement socialization strategies and mechanisms at the early stage of new employees' entry into the organization to help them rapidly improve their ability to navigate their environment through the instillation of values, role clarification, and relationship building
| [9] | Fang, R., McAllister, D. J., & Duffy, M. K. Down but not out: Newcomers can compensate for low vertical access with strong horizontal ties and favorable core self-evaluations. Personnel Psychology, 2017. 70(3): 517-555. https://doi.org/10.1111/peps.12177 |
[9]
. Empirical studies have demonstrated that systematic organizational socialization enhances role clarity, social acceptance, job performance, and willingness to stay among new professional workers
| [5] | Jones, G. R. Socialization tactics, self-efficacy, and newcomers’ adjustments to organizations. Academy of Management Journal, 1986, 29(2): 262-279. https://doi.org/10.2307/256188 |
| [10] | Saks, A. M., & Gruman, J. A. Getting newcomers engaged: the role of socialization tactics. Journal of Managerial Psychology, 2011 26: 383-402. https://doi.org/10.1016/j.hrmr.2010.09.004 |
[5, 10]
. At the same time, when employees feel supported by the various socialization strategies employed by the organization, it leads to a stronger connection with the organization
| [11] | Zhang Y, Yongzhou LI, Zhou Y, Zou Q. The mechanism of newcomer organizational socialization process from perspective of relationship resource. Advances in Psychological Science. 2018, 26(4): 584-598. https://doi.org/10.3724/SP.J.1042.2018.00584 |
[11]
and a better alignment between their values and the organization's values
| [12] | Liao, G., Zhou, J., & Yin, J. Effect of organizational socialization of new employees on team innovation performance: A cross-level model. Psychology Research and Behavior Management, 2022, 15, Article 1017-1031. https://doi.org/10.2147/PRBM.S359773 |
[12]
, which boosts job satisfaction and commitment and greatly helps in enhancing innovative performance. In other words, employees' perception and experience of the social learning process profoundly affect their subsequent work attitudes and behaviors
| [13] | Morrison, E. W. Newcomers’ relationships: The role of social network ties during socialization. Academy of Management Journal, 2002, 45(6): 1149-1160. https://doi.org/10.2307/3069430 |
[13]
.
2.2. Socialization Stage
The socialization developmental model refers to the process and duration during which new employees become members of an organization through transformation and development as they internalize the socialization process
| [14] | Bauer, T. N., Morrison, E. W., & Callister, R. R. (1998). Organizational Socialization: A Review and Directions for Future Research. In G. R. Ferris (Ed.), Research in Personnel and Human Resource Management, Samford, CT: JAI Press; 1998, pp. 149-214. |
[14]
. Although scholars have proposed different names for the stages of socialization, the underlying structure of the stage model is consistently similar. It can be broadly categorized into three stages: anticipatory socialization, the encounter stage, and adjustment phase. Theoretically, the three stages of socialization occur sequentially. However, there is fluidity and overlap between the encounter stage and the adjustment phase, and each stage of socialization affects the next stage
.
2.2.1. Anticipatory Socialization
Anticipatory socialization refers to the process by which an individual cognitively constructs and psychologically prepares for their organizational role and responsibilities before formally joining the organization
. Garavan and Morley (1997) emphasized that anticipatory socialization encompasses both the recruitment and selection phases
| [16] | Garavan, T. N. and Morley, M. The socialization of high-potential graduates into the organization, initial expectations, experiences and outcomes. Journal of Managerial Psychology, 1997, 12(2): 118-137. https://doi.org/10.1108/02683949710164208 |
[16]
. During this period, organizations communicate information regarding job responsibilities, qualifications, and core values through various communication channels to attract candidates who align with organizational needs. Subsequently, they evaluate and select individuals whose competencies and cultural fit match with the organization's requirements.
However, candidates also proactively gather information about the organization's structure, job characteristics, and corporate culture to form initial judgments and expectations about their future work environment
| [17] | Bauer, T. N., Erdogan, B., Ellis, A. M., Truxillo, D. M., Brady, G. M., & Bodner, T. New Horizons for Newcomer Organizational Socialization: A Review, Meta-Analysis, and Future Research Directions. Journal of Management, 2024, 51(1): 344-382. https://doi.org/10.1177/01492063241277168 |
[17]
. Studies indicate that when companies utilize realistic job previews during the recruitment phase to provide candidates with both positive and negative information about the job and its work environment, it enables applicants to make informed decisions about whether to join the organization. This approach helps mitigate reality shock after employment and enhances candidates' trust and acceptance of the organization
.
In summary, anticipatory socialization serves as a critical stage for candidates to establish an initial cognitive and emotional connection with the organization. Beyond screening candidates for cultural and competency fit, this phase is pivotal in establishing an initial psychological contract and building the foundation for trust. Through the mutual exchange of authentic information between the organization and the candidate, value alignment and expectation calibration are facilitated, thereby laying the groundwork for the seamless integration of new employees into the organization and their role identification and socialization process.
2.2.2. Encounter Stage
The encounter stage denotes a critical juncture in learning job roles and skills when new employees initially join an organization
| [19] | Miller, V. D., & Jablin, F. M. Information seeking during organizational entry. Academy of Management Review, 1991, 16(1): 92-120. https://doi.org/10.2307/258608 |
[19]
. During this stage, new employees must undergo a process of resocialization to integrate into the new work environment and team. At this time, if the expectations formed during anticipatory socialization are overly elevated or the experience falls significantly below expectations, it may lead to reality shock and uncertainty, resulting in absenteeism and an inclination to resign
| [20] | van der Baan Niels Andreas, Meinke, G., Virolainen, M. H., Beausaert, S., & Gast, I. Retention of newcomers and factors influencing turnover intentions and behaviour: A review of the literature. Education and Training, 2025, 67(1), 107-136. https://doi.org/10.1108/ET-06-2023-0240 |
[20]
. To alleviate anxiety and stress and to reconcile the gap between expectations and reality, sensemaking becomes the primary psychological mechanism through which new employees adjust to workplace events.
However, such a gap is not entirely detrimental; a moderate level of reality shock can prompt new employees to recognize the necessity of adopting behaviors expected by the workgroup, thereby motivating them to engage in active learning and relationship development, which in turn accelerates their adaptation. As a result, when new employees don't receive clear guidance or receive mixed signals, they actively seek guidance and feedback from their supervisors and coworkers to reduce confusion, adjust their understanding, revise their earlier expectations
| [22] | Louis, M. R. Surprise and sense making: What newcomers experience in entering unfamiliar organizationa Louis, M. R. l setting. Administrative Science Quarterly, 1980, 25: 226-251. https://doi.org/10.2307/2392453 |
| [23] | Rousseau, D. M. Schema, promise and mutuality: The building blocks of the psychological contract. Journal of Occupational and Organizational Psychology, 2001, 74(4), 511-541. https://doi.org/10.1348/096317901167505 |
[22, 23]
, and update their predictions about what will happen next. Research has also demonstrated that emotional support and practical advice provided by supervisors and peers can substantially reduce new employees' stress levels while enhancing their satisfaction and performance
| [24] | Cranmer, G. A. An application of socialization resources theory: Collegiate student-athletes’ team socialization as a function of their social exchanges with coaches and teammates. Communication and Sport, 2018, 6(3): 349-367. https://doi.org/10.1177/2167479517714458 |
| [25] | Ghosh, R., Reio, T. G., Jr., & Bang, H. Reducing turnover intent: Supervisor and co-worker incivility and socialization-related learning. Human Resource Development International, 2013, 16(2), 169-185. https://doi.org/10.1080/13678868.2012.756199 |
| [26] | Hobfoll, S. E. Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 1989, 44(3): 513- 524. https://doi.org/10.1037/0003-066X.44.3.513 |
[24-26]
.
Moreover, adequate socialization necessitates the allocation of organizational resources, such as structured onboarding programs that include formal orientation initiatives, mentorship schemes, and AI-enhanced systems for newcomer integration. These tools are especially crucial during the early stages of socialization, as they provide immediate feedback, timely updates, and targeted learning opportunities, which can significantly reduce new employees' perceptions of job ambiguity and facilitate their rapid assimilation into the organization
| [27] | Smith-Miller, C. A., Jones, C., & Blakeney, T. Organizational socialization: Optimizing experienced nurses' onboarding. Nursing Management, 2023, 54(12): 30-36. https://doi.org/10.1097/01.NUMA.00006247-202312000-00003 |
| [28] | Yarbrough, J. W., & Ramos Salazar, L. Virtual onboarding and socialization, an exploration of employee discussions and experiences. Corporate Communications, 2023, 28(5), 707-723. https://doi.org/10.1108/CCIJ-12-2022-0158 |
[27, 28]
. Additionally, offering workplace tours, question-and-answer sessions, and schedules outlining role-specific milestones can further assist new employees in reducing anxiety and enhancing role clarity
| [29] | Cai, D., Liu, S., Liu, J., Yao, L., & Jia, X. Mentoring and newcomer well-being: A socialization resources perspective. Journal of Managerial Psychology, 2021, 36(3): 285-298. https://doi.org/10.1108/JMP-08-2019-0485 |
[29]
.
2.2.3. Adjustment Phase
The encounter stage aligns the new employee's values and behaviors with those of the workgroup. With a clear understanding of job responsibilities and performance standards, new employees become proficient in the skills required for the job, can solve tasks independently, confidently perform their new job roles, and emotionally identify with the team's goals. In other words, after experiencing an adjustment, new employees have transitioned from learners to contributors, with their role identity, skill proficiency, and organizational assimilation having matured. They have developed a higher emotional commitment to the organization and can demonstrate behaviors that assume their job roles in a safe atmosphere. Such an outcome not only symbolizes an essential accomplishment in organizational socialization but also serves as the starting point for human capital to formally generate value in return.
2.3. Strategies for Organizational Socialization
Van Maanen and Schein (1979) developed a strategy model of Organizational Socialization centered on three dimensions: context, content, and social
. They further identified six relative strategies (collective-individual, formal-informal, sequential-random, fixed-variable, serial-disjunctive, and investiture-divestiture). Jones (1986) provided an analytical perspective on institutional and individual socialization, which was helpful for subsequent quantitative research
| [5] | Jones, G. R. Socialization tactics, self-efficacy, and newcomers’ adjustments to organizations. Academy of Management Journal, 1986, 29(2): 262-279. https://doi.org/10.2307/256188 |
[5]
. Although Jones' scale has been widely adopted in quantitative studies, its application has primarily focused on traditional manufacturing or general-purpose functions, with limited exploration of its applicability for high-technology R&D contexts. Van Maanen and Schein (1979) also emphasized that their socialization model is based on empirical observations within organizations
, highlighting the adaptability and innovation required to align with situational needs
| [21] | Saks, A. M., Uggerslev, K. L. & Fassina, N. E. Socialization tactics and newcomer adjustment: A meta- analytic review and test of a model. Journal of Vocational Behavior, 2007, 70: 413-446. https://doi.org/10.1177/1059601114535469 |
[21]
. This argument underscores the theoretical support for flexibly adjusting socialization mechanisms in response to digital transformation.
R&D work is characterized by knowledge intensity, technological dynamism, and cross-functional collaboration, which collectively challenges the traditional socialization model centered on fixed nodes. First, the rapid pace of technology iteration in the digital economy shortens product life cycles, necessitating continuous updates to the knowledge structures of new R&D employees. Static training programs, such as those designed to complete onboarding within three months, are inadequate to meet the demands of rapid learning. Second, R&D tasks typically rely on tacit knowledge and contextualized judgments. Due to the lack of standardized processes, designers and engineers often must make complex decisions through experiential learning and mentorship from senior colleagues
| [30] | Ermolayev, V., Dengler, F., Fortuna, C., Štajner, T., Bösser, T., Melchior, E. M. Increasing Predictability and Sharing Tacit Knowledge in Electronic Design. In Warren, P., Davies, J., Simperl, E. Eds., Context and Semantics for Knowledge Management. Springer, Berlin, Heidelberg; 2011, pp. 189-212. https://doi.org/10.1007/978-3-642-19510-5_10 |
[30]
. This makes it difficult to convey tacit knowledge and experience through standardized manuals alone. Moreover, project teams often comprise members from various departments, including marketing, design, engineering, and manufacturing, resulting in a blurring of organizational boundaries. As a result, it is challenging to develop cross-disciplinary communication and collaboration skills if disjunctive socialization is still used, and newcomers are left to figure out their roles independently. Finally, while virtual simulation and innovative collaboration tools reduce the costs of sharing knowledge across different locations and time zones, they also need socialization strategies that can be rapidly adapted to help remote teams work together and create knowledge.
In summary, the work context of R&D personnel imposes dual requirements on socialization: standardized processes to ensure knowledge sharing and compliance, alongside personalized mentorship to accelerate the internalization of tacit knowledge. By dynamically integrating organizational socialization strategies, companies can effectively integrate new R&D employees into the organization, fostering professional competence and driving organizational innovation.
4. Research Findings
4.1. Anticipatory Socialization
4.1.1. Knowledge-driven Talent Selection and Structural Transformation
A To address structural issues commonly found in the manufacturing industry—such as high turnover rates, significant skill gaps, and insufficient employee engagement, A Technology Company launched a human resources structure optimization project in 2020. The company has set educational background, major, and technical ability as the criteria for screening R&D personnel. It has stipulated that a bachelor's degree or above is the basic requirement for positions in the R&D technology center. Over the past three years, the proportion of R&D team members with a bachelor's degree has increased from less than 20% to 80%, marking a transformation from an experience-based approach to a knowledge-driven approach and establishing a talent structure centered on knowledge capital. On this basis, the company continues to recruit postgraduate talents. Currently, the proportion of individuals with a master's degree or higher is approximately 5%, and plans are in place to increase this proportion by 10-20% annually to enhance technical depth and innovation capabilities.
Question: What specific qualifications does the company pay special attention to when recruiting R&D personnel?
A1 Answer: "For those who want to enter the R&D engineering technology center, they must possess a bachelor's degree or higher. …Currently, over 80% of the R&D team members hold a bachelor's degree. We have also recruited postgraduate candidates..., The proportion of those with a master's degree or above is currently 5%. In the future, the proportion of postgraduates is expected to increase. We have a plan to increase it by at least 10-20% annually to enhance technical expertise and innovation capabilities."
A2 Answer: "When the company was small, we focused more on their practical experience…. Now, the major I require is primarily science and engineering, such as mechanical design, chemical engineering, and polymer materials. These are my top priorities…. For fresh graduates, they must hold bachelor's degree."
4.1.2. Selection Strategies for Remote Initial Screening and On-site Retesting
To ensure that new R&D employees align with the company's technical direction and organizational culture, A-Technology Company's recruitment process is divided into two stages: remote preliminary screening and an on-site re-examination. The remote preliminary screening primarily focuses on confirming a professional match and identifying potential candidates through video interviews and document reviews. The recruitment process emphasizes two types of indicators. (1) professional fit, where candidates must have a background in science and engineering, such as mechanical design, chemical engineering, or polymer materials. (2) potential competence: pay attention to the candidate's communication skills and logical thinking ability, and assess their future job fit and development potential. Only when both professional fitness and potential competence are met can the candidate proceed to the on-site re-examination stage.
Question: How does the company evaluate the ability and organizational fit of R&D candidates? What are the specific practices?
A2 Answer: "The first stage we focus on is the candidate's initial communication skills and logical thinking ability…. If their communication skills are strong, …I might consider them for a comprehensive management position. If the candidate is introverted but diligent, I might consider them for a technical role in the future."
The on-site re-examination stage focuses on verifying cultural fit and execution capability. Through product demonstrations, work environment tours, and session discussions, the company assesses whether the candidate's values align with the company's vision and their recognition and willingness to contribute to the sustainable development of the industry. Additionally, the company can observe the candidate's capacity to implement ideas during this process, ensuring that the final hires not only share the organization's long-term development goals but also can translate strategies into tangible outcomes.
A2 Answer: "...When they see the product and our working environment, if they are willing to develop with us together, we first tell them that we are in an environmentally friendly business, and it is a long-term commitment. In the company, another important aspect is your ability to execute. You may have excellent thinking and professional knowledge, but ultimately, you need to be able to translate those ideas into action...."
4.1.3. Integration of Digital Recruitment and Onboarding: Process Management from Remote Screening to Synchronization of Information
A Technology Company has improved its recruitment efficiency through digitized processes. For candidates located in different places, it adopts a combination of video interviews and electronic resume systems. The business sends promotional videos and QR codes to candidates when they are invited for interviews. The A-Technology Companyutomatically imports the resumes into its talent pool when candidates scan the codes on their mobile devices. This practice has enabled the digital and automated acquisition of recruitment materials, simplified the process of entering candidate information, and enhanced the efficiency of talent information management.
Next, the recruitment site utilizes optical character recognition (OCR) scanning devices for identity verification. The human resource information system (HRIS) immediately imports personal information and links it with modules like production, finance, and enterprise WeChat. The process not only ensures that data is entered once and shared throughout the organization but also guarantees the accuracy and timeliness of candidate information, providing a foundation for subsequent modules, such as performance, compensation, and training, to access data.
Once a candidate passes the second round of interviews, the system sends an electronic offer letter clearly stating the start date, salary, bonuses, benefits, and required documents. Upon joining, the system generates standard document templates, including employment contracts, non-compete clauses, and confidentiality agreements. Simultaneously, the system connects employee information to the enterprise WeChat and the human resource management system, enabling dynamic updates and effective information management.
Question: When recruiting R&D personnel, how does the company utilize digital or AI tools to optimize the candidate screening process?
A1 Answer: "For example, if we are recruiting a talent who is in Anhui or Zhejiang now, we can communicate with him through video for an interview... At the same time, we will distribute some company videos and send him a QR code. After scanning, he fills in the resume through the tablet or mobile phone... We then automatically added his information to our talent pool... After he arrived at the scene, we conducted ID card recognition. We had a light source machine. When he placed his ID card on and scanned it, it entered our HR system... After passing the onboarding interview, we will comply with labor law by sending him an offer on the day he starts working, which will clearly outline his entry time, salary, bonus, and all other relevant details. When he joined the company, we printed out his file, which included non-compete agreements, confidentiality agreements, labor contracts, and other standardized documents, and then typed them out. New employees signed in person... Once we enter his information into the file, we will update it anytime.
4.2. Encounter Stage
4.2.1. Dual-track Professional Skills Training: AI Technology Tools Empowering New R&D Employees
A Technology Company has implemented a dual-track professional skills training program for management and technical positions designed to help new employees quickly adapt to the intelligent working environment and enhance their technical capabilities.
Against the backdrop of AI technology applications, A Technology Company places strong emphasis on cultivating the ability of new management employees to understand underlying logic and system thinking. Using digital mind-mapping software and AI tools, they logically divide tasks and create a system that clearly defines task goals, identifies necessary resources, organizes relevant factors, and develops an initial plan for completing them. Subsequently, through collaborative discussions with superiors or teams, the content and implementations pathways are further refined to help new employees quickly establish a cognitive framework, improve their problem-solving and communication skills in a digital environment, and accelerate their understanding and integration into organizational norms and work processes.
For technical positions, the 3D modeling platform is the core training tool. New R&D employees input the relevant data into the modeling system after mastering the three core technical parameters (product data, material properties, and usage scenarios), allowing the AI to simulate and predict the operation of the airflow and pressure field. This process not only reduces the trial-and-error costs of actual operations but also enhances new employees' understanding of product performance and technical response capabilities, thereby strengthening their professional competence and shortening the learning curve.
Question: Against the backdrop of introducing AI technology applications, what learning plans does the department have for New R&D Employees?
A2 Answer: "In terms of AI, our approach comprises two components... For management positions, first, we require them to have a relatively clear underlying logic or thought process. Then, they create a preliminary model, which we discuss together. The mind map generated by the computer will likely be quite complex. We let them think more comprehensively, keeping what applies to us and eliminating what does not, and finally form a refined one. … The second aspect is the technical route. We specifically introduced a 3D platform... to reduce their workload and facilitate their quick integration. First, we provided them with theoretical information about the three core elements of our product type. After introducing the 3D platform, we identified an external company to integrate our product and create a quantitative analysis model, which required inputting basic product parameters, material parameters, and other relevant data. This process allowed us to conduct validation and testing, saving many intermediate steps.
4.2.2. Empowering Learning Strategies for Mentorship, Programming and Learning by Doing
At the initial stage of employment, the department established a clear learning program and development path for new employees. In terms of skill development, the focus was not on having them quickly master product details but rather on first building their understanding of operational procedures and team dynamics, gradually transitioning toward the application of professional competencies.
To this end, the department assigns an experienced senior employee as a mentor to guide the new employee for at least one week. During this period, the new employee will gradually integrate through the path of "observation, imitation, and practice." The learning content includes (1) observing the mentor's daily work to understand the entire job process; (2) attending cross-departmental meetings with the mentor to learn communication and collaboration with upstream, downstream, and parallel units; and (3) participating in weekly project meetings, where new employees proactively raise any challenges or difficulties they encounter, followed by feedback from the team leader. This process enables new employees to deepen their understanding and continuously refine their skills through real-world projects and assignments.
To enhance the project execution ability of new employees in R&D, A Technology Company provides additional PMP project management training to compensate for the lack of practical operational knowledge in their educational background and help new employees establish a systematic working mindset. Furthermore, A Technology Company implements an error-tolerance mechanism in task assignments, which permits experimentation with non-critical risk tasks. This mechanism prevents new employees from being frustrated by taking on significant responsibilities too early. It encourages them to take on moderate work risks proactively, thereby gradually building professional confidence and competence.
Question: What is the department's approach to cultivating the professional capabilities of new R&D employees? Does this approach tend to adopt formal and structured procedures or informal and flexible ones?
A2 Answer: "We will assign an experienced employee to the new employee for learning purposes starting on the third day... New employees should spend at least one week learning from this experienced employee... Additionally, new employees should learn from their experienced colleagues how to communicate effectively across departments, with superiors, subordinates, and parallel departments, to collaboratively solve problems. … We also offer a PMP project management course. Since you are in R&D, you should be familiar with the basic theories. We hold regular weekly project meetings, where new members can discuss their current challenges, and the team leader will identify areas for improvement in their work. We may not assign high-risk projects to new employees during the initial stage of their employment. Project leaders may assign less significant risks to them and allow them to make mistakes."
A3 Answer: "After joining the company, each new employee will be guided by an experienced employee… They will take us to the production line to understand the entire process of our products. At the site, some professionals will be operating, and during this process, we can observe and ask questions… Additionally, through various meetings and discussions, we can likely identify more effective approaches to work content and discover methods for improvement, eventually leading to advancements."
4.2.3. Incentive System of "Annual Dividends, Educational Subsidies, and Salary Adjustments"
In addition to motivating R&D employees with annual dividends, A Technology Company has also introduced several supporting incentive measures, including educational advancement and educational subsidies, as well as directly linking salary adjustments to personal academic achievements. These systems stimulate employees' enthusiasm for self-improvement, forming a positive cycle of "learning - promotion - salary increase."
Question: What incentive mechanisms or measures has the company adopted to help new R&D employees enhance their innovative performance?
A1 Answer: "The annual dividend base is determined each year by our chairman, the board of directors, etc. They set aside a bonus, ranging from 6% to 15% of the profit, to motivate R&D employees. … If the graduate is from a college and does not receive the 13th-month salary (the extra payment given to employees by the company at the end of December each year), it will be supplemented to the 13th-month salary. … We encourage employees with only a high school diploma to further their education. The company offers subsidies. Once they come back with the graduation certificate, we will update the file. Then, we will adjust their benefits subsequently."
4.2.4. Training and Promotion Incentive Mechanism Oriented to Job Requirements and Performance Appraisal
A Technology Company regularly invites external lecturers to give courses in the enterprise every year, or on the other hand, selects outstanding or high-potential management and R&D personnel to attend specialized external courses. The training targets are selected based on job requirements and employee performance to ensure that training resources are accurately invested. Training is linked to annual performance, and different grades are classified during assessment, which serves as an important basis for employee promotion, salary adjustment or elimination.
Question: What incentive mechanisms or measures has the company adopted to help new R&D employees enhance their innovative performance?
A1 Answer: "We invite external trainers to come for training every year and also send our staff outside for training. This procedure involves sending managers or employees with strong performance and capabilities for training abroad. Additionally, our R&D department offers a 3D professional skill training program. We selected some outstanding employees, especially those with R&D talents, who need this training. Additionally, we conduct employee evaluations, classifying them into A, B, C, D, and S levels. If they are at the S level, we plan to adjust their position next year, and their base salary will be increased accordingly. We regard Levels A and B as potential team-building talents. Their next goal might be to become a section chief, team leader, or move up to another level. If at the C level, they will receive a red envelope. If at the D level, HR will communicate with them. They may face a job transfer or even have to leave the company."
4.2.5. Two-stage Incentive Mechanism for Innovative Proposals
A Technology Company establishes a two-stage incentive model that includes both recognition and rewards for creative ideas, as well as the sharing of value created when these ideas are implemented. Any employee's innovative proposal, once approved by a cross-departmental review team, will be rewarded regardless of whether it is eventually implemented. This measure enhances employees' sense of participation and demonstrates the company's emphasis on innovation as a key source of value. For proposals that are successfully implemented and generate economic benefits, the company will return a portion of the profits to the proposer according to the pre-agreed ratio through a transparent and standardized distribution mechanism, recognizing the value of the knowledge contribution. It also emphasizes that innovation must be both legal and compliant, by respecting original ideas and rewarding knowledge contributions.
A2 Answer: "For the proposals, as long as the one put forward is selected, regardless of whether it can be implemented or not, we will offer a certain reward. This process is part of our company's reward system. … We will even list out the amount of revenue generated from the landing and share it with them. Then, we will agree on the percentage of the revenue to be allocated to them. There are two purposes for this. The innovative concept originated from them, and the most fundamental part originated from them. We also need to respect that. The contribution we make resembles a payment made by the company. After all, our company prioritizes compliance above all else."
4.2.6. Cross-sectoral Collaboration Mechanisms Driven by Projects
A Technology Company adopts a project-oriented model for its R&D tasks. When a project is initiated, a dedicated team is established, with the project manager coordinating resources and progress. Team members work part-time across departments, which helps new employees understand the organization's operations and team interaction. It also manages project progress in stages, establishing clear time nodes and task goals. The project manager tracks execution through regular meetings, strengthening time management and traceability mechanisms, and developing a sense of duty among new employees. Additionally, it awards bonuses based on project outcomes and individual contributions, thereby enhancing participation and motivation for achievement and reinforcing identification with organizational goals. At the same time, it has long implemented institutionalized projects, such as 5S and Quality Month, and established a project plan for managing talent innovation. This plan encourages employees to write papers and offers bonus incentives for doing so. These systems enhance project efficiency and help new employees understand the company's culture and values, thereby improving their sense of integration and laying a solid foundation for innovation and continuous improvement.
Question: Does the company have any mechanisms to promote cross-departmental communication and cooperation? How do these mechanisms facilitate the adaptation of new employees to cross-departmental work requirements?
A1 Answer: "Each project has a project manager... The project team involves PMC (Production and Materials Control), purchasing, business, manufacturing, engineering, quality, and technology. The departments involved in different projects are listed. The personnel are part-time, meaning they are responsible for participating in this project. The project implementation has a schedule... The project manager holds project meetings and tracks progress... Any department involved will coordinate and hold meetings until the project is implemented. After the project is completed, some personnel will be rewarded. Additionally, I will organize two projects: one focused on 5S management and the other on talent innovation management. I encourage everyone to write papers or articles, offering bonus rewards. There are also theme months, such as Quality Month (November), where all employees participate, and the entire company is mobilized."
A2 Answer: "We have a project meeting every Thursday,... The project manager must be clear about who is responsible for the business side and the project's progress. Currently, everyone shares all the available resources in the project and lists the problem points. We immediately solve them on the spot, and whoever takes the task will do it."
A3 Answer: "We do hold regular meetings, and departments may also have shorter morning meetings from time to time. During this process, we can exchange the progress of the project or provide improvement suggestions, and we can all discuss them in the meetings."
5. Suggestions for Organizational Socialization Strategies for New R&D Employees
5.1. Anticipatory Socialization
Anticipatory socialization is the stage of new employees' cognition and psychological preparation for the organization and work role before officially joining the company. Despite A Technology Company's current adoption of strategies like digital recruitment, cultural adaptation assessment, academic qualifications, and professional screening, there is still room for further optimization:
5.1.1. Enhancing Realistic Job Preview (RJP)
Although A Technology Company conveys its organizational culture through video interviews and corporate promotional videos, it has not yet systematically showcased the actual work environment and challenges of R&D roles, such as the technical complexity and pressure of cross-departmental collaboration. With the rapid advancement of digital technologies, this study suggests that virtual job previews (VJP) be incorporated into the recruitment and selection process to deliver a more realistic job preview (RJP). By leveraging AR/VR technologies, the company can vividly present the R&D work environment, core processes, and interdepartmental collaboration scenarios. This immersive and visualized experience enables candidates to gain a more intuitive understanding of the job, allowing them to evaluate their fitness with the position more accurately. Providing realistic information about the work setting can preemptively filter mismatched expectations, reduce reality shock upon onboarding, lower training costs, and improve employee retention.
5.1.2. Data-based Competency Profile
In the recruitment process, technical A Technology Company currently utilizes remote video interviews to conduct preliminary screenings, focusing on candidates’ professional alignment and potential competencies, while also assessing their future fit and development potential within the role. However, such assessments may be subject to interviewers’ subjective biases. We recommend adding assistance of AI semantic and sentiment analysis to the initial screening phase of the online interview, and candidates are required to complete an online personality trait assessment. After the interview, the platform will automatically fuse the two types of data, compare them with the preset job competency model and indicators, and generate a quantitative matching report for the interviewer to make an informed decision. This data-driven competency portrait offers companies a path for selecting R&D talent based on AI quantification, model benchmarking, and precise decision-making, laying a scientific foundation for subsequent organizational socialization and talent development.
5.1.3. Establish an Interaction and Learning Mechanism for New Employees Before Joining the Company
The recruitment process of technology A Technology Company is mainly based on one-way information transmission and lacks two-way interaction with new employees before joining the company. This study recommends that after the employment notice is issued, an R&D new employee group (such as corporate WeChat) can be immediately established to provide a pre-employment learning plan, including system-related Q&A sessions led by HR personnel, virtual technical walkthroughs guided by mentors, and psychological support and peer feedback provided by current employees, and sending micro-learning content including corporate values, corporate glossary, core product introductions, job scenarios and tasks, and other related videos and online learning. The platform also tracks learning completion and interaction frequency in real time. Through this digital pre-employment learning mechanism, social ties are established in advance, and by establishing an early psychological contract, a foundation of trust is laid for subsequent socialization.
5.2. Encounter Stage
The encounter stage is a critical one for new employees to adapt to their roles and skills after joining the company. A Technology Company currently adopts strategies such as AI-assisted training, mentoring, and project-driven learning. The following suggestions can further improve the effect:
5.2.1. Extending the Mentor Cycle and Building a Growth Map for New Employees
Currently, new R&D employees receive one week of mentoring and weekly project meetings, supplemented by PMP courses and low-risk trial-and-error tasks. However, without continuous tracking and systematic feedback, training gaps are likely to occur. This study suggests extending the mentoring cycle from one week to three months and building a three-stage growth map: "familiarity with technical processes—technical mastery—efficient collaboration." The first stage focuses on process and tool specifications to help new employees quickly adapt to the work environment; the second stage requires the completion of modeling and verification of designated modules on the 3D/AI platform to improve technical and practical skills; the third stage aims at cross-departmental collaboration and improved report delivery to strengthen team collaboration and innovation capabilities. Each stage sets goals and quantifiable metrics (such as work completion time, defect rate, collaboration efficiency, etc.). The mentor is responsible for collecting data on new employee competencies and importing them into the Human Resources Information System (HRIS). The system automatically creates charts that display skills and provide alerts about progress, enabling mentors and department heads to adjust their guidance priorities. This process will help newcomers quickly complete the role transition during the onboarding period, allowing mentors and supervisors to reach a consensus on the growth path in real time. These steps will significantly reduce the risk of training gaps and improve the overall efficiency and stability of the R&D team.
5.2.2. Develop an Intelligent Learning Support System
Based on the increasing application of AI technology by A Technology Company, it is recommended that A Technology Company develop a personalized learning recommendation system to push customized learning content according to the learning progress and ability characteristics of new employees. For example, a knowledge graph, sort out the knowledge context related to R&D, and associate scattered knowledge points to help new employees quickly build a structured knowledge framework. Moreover, an adaptive learning platform should be developed that dynamically adjusts the learning content, difficulty, sequence, and feedback according to the learning performance of new employees, thereby providing a tailored learning experience. Furthermore, the company should establish a cross-departmental peer learning network, hold regular technical salons or experience-sharing sessions, or use internal digital platforms to exchange knowledge, discuss problems, and share resources at any time. This approach will enhance the flexibility and coverage of peer learning by combining online and offline models. Promoting the flow of knowledge and the exchange of innovative thinking among employees with diverse professional backgrounds deepens knowledge and understanding. It cultivates team collaboration capabilities, stimulates learning motivation and team belonging among new employees, and makes knowledge sharing a spontaneous and continuous behavior.
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