Organizational socialization is a two-way interactive process where organizational outsiders become insiders and insiders adjust to working with outsiders. When carried out correctly, socialization is related to better newcomer adjustment (e.g., higher role clarity, self-efficacy, and social acceptance), decreased newcomer turnover, and reduced resources used on future hiring efforts. Much of the extant research has focused on organizational socialization tactics, newcomer information seeking, and newcomer adjustment. Veterans’ (coworkers who socialize newcomers) perceptions during the process have largely been ignored. Using socialization resources theory (SRT) (Saks & Gruman, 2012), the current study examines unexplored relationships between veterans’ perceptions of resources (e.g., assimilation, socialization-related job demands, and knowledge self-efficacy), newcomer adjustment, and veteran well-being and job attitudes (e.g., emotional exhaustion, intent to quit, and affective commitment). Data were collected from 115 matched veteran-newcomer pairs. Results suggest veteran’s assessment knowledge self-efficacy was related to newcomer adjustment and veteran’s well-being and job attitudes during socialization. An interesting non-significant finding was that most veterans (72%) did not perceive socialization as an added socialization-related job demand. This is encouraging because it suggests that veterans could view socialization positively and suggests an area for future research. These findings advance SRT by empirically testing the proposition that veterans are an important social capital resource for newcomers. It also extends SRT as it is one of the first studies to incorporate veteran perceptions of the process. These results provide evidence to organizations that they need to pay attention to the veteran’s role in the socialization process, particularly when it comes to newcomer’s feelings of social acceptance and veteran’s own well-being and job attitudes.