„‚ CONDITIONS THAT HINDER EFFECTIVE COMMUNICATION

2. “Disregard the hazing and rumors.” The recruits were told that veteran
employees often exaggerated allegations about work rules and disciplinary actions to
make the job as frightening to the newcomers as it had been to them.
3. “Take the initiative in communication.” The recruits were told that their
supervisors expected them to be unsure of themselves and somewhat lost in the
beginning and that their supervisors would not consider them incompetent for asking
questions.
4. “Get to know your supervisor.” Employees were given realistic information
about their supervisors, including tips on how frequently the supervisors wanted to be
informed of work problems.
Following this day-long orientation, the recruits were introduced to their
supervisors and their training operators. Training then commenced as usual.
The results of this program were impressive. The new employees felt less anxious
and established better two-way communication with their supervisors. Moreover, there
was an immediate financial return to Texas Instruments. Productivity in the group with
the revised orientation was triple that of the group oriented under standard procedures.
The absenteeism and tardiness rates for the experimental group were only 25 percent of
those for the regularly oriented group. Waste was reduced 80 percent; product costs
were cut 25 percent; training time was cut 50 percent; and training costs were cut 66
percent.
Corning Glass
In designing its orientation program, Corning wanted to eliminate the confusion and
disorganization of the first day on the job. New recruits reported feeling let down by
such treatment, especially after the “red-carpet” treatment received during recruitment.
Corning also wanted to reduce the turnover of new recruits and to shorten the time
required for new employees to learn the job. The company had two additional goals for
its orientation program: (1) to increase understanding of the company’s objectives,
strategies, and human resources philosophy and (2) to increase positive attitudes toward
the company and its community (McGarrell, 1984).
To achieve these goals, Corning devised an orientation process that began before a
new employee arrived for work and lasted over a fifteen-month period. That program
and its timetable are briefly described as follows:
1. Immediately after hiring. The new employee was given a pamphlet with
extensive information about the upcoming orientation and a more detailed guide about
his or her own job.
2. Prior to arrival on the job. The immediate supervisor initiated contact with the
new employee, helped him or her with any housing problems, discussed the goals and
objectives of the new job, and prepared the new employee’s office.
396 ❘❚
The Pfeiffer Library Volume 6, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer