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Research suggests that engineers generally undergo socialization through two sets of socialization processes when they are newly hired to an organization: (1) initiating proactive behaviors and (2) participating in company-initiated actions, called organizational tactics. This study provides a first-look at socialization in the U.S. aerospace and defense (A&D) industry by examining how newly-hired engineers at A&D organizations initiate proactive behaviors and participate in organizational tactics to adjust to their new jobs and organizations. First, the relationships between two sets of socialization processes and socialization outcomes of new engineers were examined. Second, holistic profiles that best characterize newly hired engineers’ socialization processes, and whether engineers with different types of profiles present varying socialization outcomes were identified. A total of 86 new engineers who had less than two years of working experience in their A&D organizations were included in this study. Multiple regression and Latent Profile Analyses (LPA) were employed. Study findings show that newly-hired engineers in the A&D industry frequently rely on social interactions to adjust to their job position and organization, and they often participate in organizational tactics more than proactive socialization behaviors. Implications of these findings in the context of A&D workplaces and aerospace engineering education settings are discussed.