This paper explores the design and development of a socialization process for employees to leverage human capital at T-Mobile USA. It will address the research of two varying definitions and approaches to organizational socialization and how T-Mobile can implement a strategy that can satisfy both opposing views while simultaneously aligning its process with the organization’s culture, strategic goal and talent strategy. This paper will offer insight on T-Mobile’s values and missions as an organization, their overall strategic goal, and current strategy for talent management. This paper will highlight the importance of strategic alignment by analyzing the models of companies like Berkshire Hathaway and GE. This paper will also make a recommendation for a new socialization process for T-Mobile’s employees. Finally, this paper will also expand on how market differentiation, the attraction and retention of employees, learning methodologies, strategic training, and employee engagement factor into the design and development process.
Organizational socialization processes will guide an employer down either two paths. It will be effective in enhancing employee loyalty, commitment, and
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T-Mobile has made tremendous strides in changing their company culture as in 2015 they were honored by the Ethisphere Institute as the World’s Most Ethical Company, and they have moved up one rung on the wireless ladder surpassing Sprint and landing the number three spot for the largest wireless carrier in the United States. Their corporate identity is shifting to gain favor with the market as they find themselves also obtaining J.D Power customer satisfaction