随着全球经济一体化的日益深入，国内企业面临的竞争压力越来越大。从国际实体经济发展格局层面来分析，现阶段企业之间的竞争本质就是拼比的人才质量与人才数量。人才是推进企业发展创新的关键动力，这就要求各企业加大对人才的培养重视力度。但是，通过对国内大部分企业的人力资源管理现状的调查分析发现，员工流失率高是客观存在的事实，并且普遍集中在新员工层面，人力结构不科学、不合理，人力资源变动过于频繁，对企业造成的损失无法估量。此外，新员工刚刚步入企业内部后，需要一定时间来调整自身的适应能力，在此期间很难达到内部绩效的标准要求，这从另一方面也削弱了企业整体的竞争实力。所以，企业领导应当加大对新员工的引导与培训重视力度，通过有效方法来提升此类人员群体的工作适应能力，积极接受企业的文化思想，深入挖掘员工的潜在价值。在组织社会化结构中，新员工引导是其关键表现形式之一，其目的就是让这部分员工能够精准定位自身，调动员工积极性，提升员工综合能力等一系列管理行为。

笔者首先对涉及组织社会化的相关理论知识进行了全面的阐述，对新员工引导进行了相关界定。随后，在上述理论的基础上完成快了相关模型的构建工作；最后则是案例分析，通过对W 公司新员工引导现状进行全面掌控，识别具体过程中存在的弊端及不合理之处，提出对应的解决优化方案。本文的创新点主要表现为笔者从组织社会理论的视角作为切入点，完成了新员工引导模型的构建，在具体问题具体分析的基础上，提出对应的引导改善策略。力求对案例企业在开展新员工引导方面提供更多的借鉴良策，强化案例企业的人力资源管理综合能力及成效。

With the deepening of global economic integration, domestic enterprises are facing more and more competitive pressure. From the perspective of the development pattern of the international real economy, the essence of competition between enterprises at the present stage is the quality and quantity of talents. Talents are the key driving force to promote the development and innovation of enterprises, which requires enterprises to pay more attention to the cultivation of talents. However, through the investigation and analysis of the current situation of human resource management in most domestic enterprises, it is found that the high staff turnover rate is an objective fact, and it is generally concentrated on new employees. The human resource structure is unscientific and unreasonable, and the human resource changes are too frequent, which causes immeasurable losses to the enterprise. In addition, new employees need some time to adjust their adaptability after they just enter the company. During this period, it is difficult to meet the standard requirements of internal performance, which on the other hand also weakens the overall competitive strength of the company. Therefore, enterprise leaders should pay more attention to the guidance and training of new employees, improve the work adaptability of such personnel through effective methods, actively accept the cultural thoughts of the enterprise, and deeply explore the potential value of employees. In the organizational socialization structure, the guidance of new employees is one of the key manifestations. The purpose is to enable these employees to accurately position themselves, mobilize their enthusiasm, improve their comprehensive ability and a series of management behaviors.

Firstly, the author makes a comprehensive elaboration on the relevant theoretical knowledge related to organizational socialization and defines the guidance of new employees. Then, on the basis of the above theory, the related model construction is completed. Finally, case study is conducted to comprehensively control the current situation of new employee guidance in W company, identify the defects and irrationality in the specific process, and propose the corresponding solution and optimization plan. The innovation of this paper is mainly reflected in that the author has completed the construction of new employee guidance model from the perspective of organizational social theory, and proposed corresponding guidance and improvement strategies on the basis of specific analysis of specific problems. This paper tries to provide more references for the case enterprise to guide new employees and strengthen the comprehensive human resource management ability and effectiveness of the case enterprise.