ABSTRACT

Employee Induction and Orientation, the words are often used synonymously though they
are different in meaning and application. Induction refers to the process of introducing a
new comer to his employer/ company and work environment. An induction session,
conducted on day one for a new joiner, usually through PowerPoint presentation and
videos sessions lasts a few hours or day. Orientation on the other hand, is a well designed
program which aims at reorganizing a new employee and making him accustomed to his
department, job role and work culture. An orientation session may vary from 1 day to
several days, depending on organizational and departmental requirement.

INDUCTION – An introduction with who you are going to work for

 Includes Company overview.

– Mission, Vision, Values

– History , objectives and clients

– Business verticals , management team and hierarchy

– Policies and dress code

– Business conduct guidelines

 Joining and statutory forms

ORIENTATION – Aligning with job role & responsibilities and work culture.

 Includes multiple learning methods

– Presentation and videos

– Information sessions and online learning

– Workplace tour and Formal meetings with teams and departments.

 Information of procedures and processes

 Information of work assignment/ job, clients

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 Introduction to team members and key contacts.

 Information about employment terms and conditions.

* The process of employee induction and orientation differs from company to company
and country to country but the aim of any induction & orientation program is to facilitate
smooth transition of an employee into his new workplace and making that first positive
impression that helps adding a committed and motivated employee.

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 INTRODUCTION

Induction is designed to provide a new employee with the information required to

function comfortably and effectively in the organization. Orientation conveys three types
of information – (i) general information about daily routine (ii) a review of the
organization’s history (iii) a detailed presentation of the organizations policies, work
rules. It leads to reduction of anxieties, dispels the irrational fears of present employees
and holds colleagues responsible for assisting the newcomer to that he may feel
confident.

MEANING OF INDUCTION:
Induction means inducting a new employee into the new social setting of
his/her work. In other words, the new employee is welcomed, and introduced to the
company’s practices, policies and purposes of the organization and make him feel at
home and to generate in him/her a feeling that his/her job is meaningful and has a
significance as a part of the total organization.

BENEFITS:
1. Orientation seeks to expose new employees to all areas of the
organization. This presents inducts from getting overspecialised. Induction makes new
hires become productive to the company quickly.
2. Creates a favourable impression of the organization and its work. A good
initial impression of the organization, co-worker, and supervisor can help a new
employee adjust better.
3. Effectiveness of an orientation programme can have a lasting effect on
absenteeism and turnover.
4. Integrating his/her personal goal with the organizational goals.

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ORIENTATION PROGRAMME:
Orientation programmers range from brief, informal introductions to lengthy
ones. In informal orientation, new employees are instructed to report to the personnel
department for an explanation of company policies before being referred to the
immediate supervisor for an on-the-job briefing or specific work procedures.
Formal orientation is elaborate and is spread over a couple of weeks or months. It
consists of three stages:
(i) A general introduction to the organization, often given by the HR
department.
(ii) Specific orientation to the department and the job, typically given by the
employees’ supervisor.
(iii) Follow-up meeting to verify that the important issues have been addressed
and employee questions have been answered.
A formal orientation programme is shared by the HR specialists and supervisors.
The former covers such areas as organizational issues, employee benefits and
introductions, while supervisors outline mainly job duties.

HR Organisational Issues,
Representative Employee Benefits,
Introductions
Special
Anxiety
Reduction To Placement
seminars
Specific Job location
and duties
FORMAL ORIENTATION PROGRAMME:
Supervisor

The topic often concerned in employee orientation programmes include:

Organisational Issues:

1. History of employer
2. Organisation of employer
3. Probationary period
4. Company policies and rules
5. Disciplinary regulations

Employee Benefits:

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 1. Pay scales and pay days
2. Vacations and holidays
3. Training and educational benefits
4. Employer- provided services to employees
5. Rehabilitation program

Introduction:

1. To supervisor
2. To trainers
3. To co-worker
4. To employee counselling

Job duties:

1. Job location
2. Job tasks
3. Job safety requirements
4. Overview of job
5. Relationship to other jobs

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Requisites:

Orientation programme to be effective must be based on serious consideration to

attitudes, behaviours and information that new employees need. Some of the requisite of
an effective system are:-

a) Prepare for new employees:

New employees just, initially, feel that they belong to the organisation and are
important. So, both the supervisor and the HR unit should be prepared to receive the
employee. The co-workers must also be aware if the arrival of new worker.

b) Determine information new employees want to know

Often it happens that the new employees receive information on issues, which is not
immediately required. Same time, they fail to get vital information needed during the first
day of a new job. There needs to exist a co-ordination between the supervisor and the HR
unit. Such co-ordination demonstrates the importance attaches to its orientation
programme.

c) Determine how to present information

Line managers and HR representatives should determine the most appropriate way to
present the orientation information. It can be through lectures, interviews, films and tour
to the plants. The manager or the HR representative can review this information a few
days later to answer any of the employee’s questions.

d) Completion of paperwork:

All essential paperwork should be completed during orientation so that the employee
gets paid accurately and on time. Various tax and insurance forms as well as time cards
and other items need to be completed in a timely fashion.

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e) Evaluation of orientation programme

Organisations with orientation programmes ask employees to complete a

questionnaire evaluating the programme. The HR representative or the supervisor may
conduct follow-up interviews to elicit the employees opinion.

PROBLEMS OF ORIENTATION:
An orientation programme can go wrong for a number of reasons. The HR
department should try to avoid such errors:
1. Supervisor who is entrusted with the job is not trained.
2. Employee is overwhelmed with too much information.
3. Employee is overloaded with forms to complete.
4. Employee is forced to fill in the gaps between a broad orientation by the HR
department and a narrow orientation at the departmental level.
5. Employee is given only menial tasks that discourage job interest and company
loyalty.

Thus orientation is a part of socialization, which in turn is a process of adoption.

Organizational socialization attempts to adapt the new employee to the organizations
culture by conveying to the employee how things are done. After an employee has been
hired and oriented, he/she must be placed in the right job.

The new employee orientation process is important to both the company and the
employee. The company gets a chance to complete the necessary employment paperwork
and begins the process of obtaining productivity from the new employee. The employee
has the opportunity to become familiar with her new surroundings and to find out what
her exact job duties will be. Using the proper employee induction and orientation
procedures can insure a smooth transition for the employee and company. Employee
orientation is an important, but sometimes neglected, part of the hiring process. It is
designed both to reduce first -day jitters and to bring newly hired employees into the fold
by familiarizing them with their jobs and general and specific company operations,
policies, procedures, and products.

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When conducted properly, orientation sessions can:
• Instill positive attitudes about the organization.
• Ensure the quicker acclimation of new-hires to their jobs.
• Reduce the likelihood of performance problems stemming from
misunderstandings or misconceptions about company programs, policies, or
operational methods.
• Pave the way for better communication between employees and their
supervisors.
• Promote company loyalty.

The more time and effort an employer puts into helping new-hires get off on the
right foot, the less likely it is that workers will leave their jobs and that the employer will
have to start the hiring process over again.

The objectives of a successful induction and orientation program should be to:

♦ Make new-hires feel welcome and at ease in their new work environment.
♦ Explain what the company is about-how it originated, who its customers and
competitors are, how it differs from other organizations, what its structure,
vision, values, and short- and long-term objectives are.
♦ Inform new-hires about company products, operational methods, and policies
and procedures.
♦ Reduce the time required for new-hires to become productive on the job by
ensuring that they understand what is expected of them and how they are to do
their jobs.
♦ Communicate benefits and other information.

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In Human resource management, the term induction can be defined as the
introduction of the newcomer to their job. It is not exactly same as
an orientation, which provides basic information about the employer
organisation to the fresher.

Induction and Orientation are the two programs designed to provide new joined with the
information they require to function comfortably and efficiently in the organisation.

As the programs take place in the initial days, when the new hires join the organisation, it
is quite hard for people, to differentiate the two. However, there exist a fine line of
differences between induction and orientation, which is described in this article in a
detailed manner.

Comparison Chart

BASIS FOR
INDUCTION ORIENTATION
COMPARISON

Meaning Induction is a process takes A process which involves assimilation

place to welcome of new joinee into the organization to
newcomer to the rehabilitate him at the new workplace
organization, to make them and provided with basic information
ready for their job. about the company.

Involves Introduction of the Integration of the employee in the

employee with the organization.
organization.

Time horizon Short term Long term

Sequence First Second

Form Detailed presentation or Practical overview of the organization.

brochure of the company's
rules, policies and
employee benefits is
provided.

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Definition of Induction

Welcoming new hire to the company is induction. It is a well-planned program to

socialise the new joinee with the co-workers and the workplace. The term induction is
derived from a Latin term ‘inducere’ which refers ‘to bring or introduce’. In this process,
a person is formally admitted to the company as an employee, to take charge of a
particular post.

In short, it is a process of introducing an employee that takes place on the day when he
joins the organisation and provided with basic information needed to adjust as soon as
possible in the new organisation to gain maximum efficiency in the minimum time. The
process helps in making a positive first impression on the new recruits that they belong to
the company.

Under this process, the employee is made aware of the organisational hierarchy and a
review is given in the firm’s history. The overview is related to the company’s mission,
vision, values, policies, norms, history of the employer, clients and partners, dress code
and so on.

Definition of Orientation

Orientation is a process of helping the new entrant, to gel up in the organisation, easily
and quickly. In this process, a practical overview of the organisation is given, in which
the new joinee is introduced to different people working in the organisation, to make him
feel ‘at home’ in the new environment. Companies spend a few weeks or even months on
the orientation of the new recruits.

The objective of the program is to remove the anxiety and fear from the minds of the new
hires. It is quite a known fact that employees feel anxious when the first join an
organisation, they worry about how they will be able to perform the new job. Many
employees feel inadequate because they compare themselves with more experienced
employees. The orientation program aims at reducing the anxiety of new employees by
giving them the necessary information regarding job environment, by introducing them to
other employees.

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Some common topics included in the employee orientation program are:

 Organizational Issues: Probationary period, Disciplinary regulation, Layout of

physical facilities, Company policies and rules, etc.
 Employee Benefits: Pay scale and pay days, Retirement program, Counseling,
Vacations and holidays, etc.

 Introduction To: Supervisor, co-workers, team leader, manager, etc.

 Job Duties: Job location, job objectives, job safety requirements, an overview of
the job, etc.

Key Differences Between Induction and Orientation

The difference between induction and orientation can be drawn clearly on the following
grounds:

Induction is a process takes place to welcome newcomer to the organisation, to make

them ready for their job. A process which involves the assimilation of new joinee into the
organisation to rehabilitate him at the new workplace and provided with basic
information about the company.

Induction involves the planned introduction of the employee with the organisation.
Conversely, Orientation is the integration of the employee in the organisation.

Induction is a short term process, whereas orientation lasts for a longer period.

Induction is done at the introductory stage, which is then followed by the orientation.

Induction is in the form detailed presentation or brochure of the company’s rules, policies
and employee benefits are provided. On the other hand, orientation includes the
interaction of employee to different people of the organisation.

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 OBJECTIVES OF THE STUDY

The objectives of the study are as follows;

1. To evaluate the effectiveness of the implementation of the induction and
orientation programme for newly recruited professionals.
2. To identify organisational gaps in the induction and orientation programme.
3. To determine individual and organisational performance in relation to the
implementation of the induction and orientation programme.

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 SCOPE OF THE STUDY

The scope of the study is as follows:

The purpose of this research study was to evaluate the effectiveness of the
Human Resource Management unit in implementing the induction and
orientation programme for newly appointed professionals.
It is hoped that this project will identify the constraining and enabling factors in
the induction and orientation programme that affect the newly recruited
professionals in delivering quality services. The identified gaps within the
induction and orientation programme will be reported, with recommendations
on how human capacity building can be re-directed towards the Human
Resource Development Programme in order to manage the induction and
orientation programme effectively.

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 LITERATURE REVIEW

The review of available literature was undertaken through accessing different

sources of information that has been published on Human Resource Management in
relation to induction and orientation programmes. The reading included various
journals such as the British Journal of Health Management (Borril et al., 2000);

This review of the literature on induction and orientation programmes has shown that
the implementation of these programmes is generally rigid, generic and conducted
for compliance purposes; hence, it does not show positive outcomes. It is often
completed over a period of a few days or even a few hours (Grobler et al.,
2002:206).

Zack (1999) argues that private sector firms have often emphasised the importance
of leveraging knowledge to create core capabilities and achieve competitive
advantage. One of the key means of creating these capabilities is by using strategic
human resource management to manage the workplace performance in knowledge-
based activities.

Orientation is crucial for a workplace’s survival especially in respect of the following

activities: strategy, structure, controls and power distribution. Therefore, the newly
recruited employees in an organisation need to be orientated to cope with their
working environment. Awareness of an environment helps the newly-recruited
employees to adapt with ease, and to develop strategies for overcoming challenges
within their working environment (Grobler et al., 2002). This should improve the
performance of the whole organisation. Hence, the human resource development
coordinators must often help address poor performance quickly, to re-establish the
congruence of alignments necessary to keep the organisation viable.

An effective induction and orientation programme enhances staff motivation (Wood,

Farrow Elliott, 1994), job satisfaction and mental health (Borril, West, Shapiro & Rees,

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2000) and improves retention and reduces staff turnover, (Borril, Carter, Dawson, Garrod,
Rees, Richards, Sharpiro &West, 2001). The staff turnover in the Mpumalanga Province,
in the Health Department, has been observed to be high, especially with regard to
professionals categorised as “scarce skills”. There is a noticeable shortage of medical
practitioners and professional nurses. Amongst the challenges of recruitment and
retention is that these categories of staff indicate their unhappiness in their working
environment. Exit interviews revealed that the staff’s expectations at their work stations
were not met, in that they wanted to learn more about their environment. Unmet
expectations are commonly cited as reasons for dissatisfaction (Guest, 1987).

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 RESEARCH METHODOLOGY

Research is common parlance refresh to a search for knowledge. One can also define
research as a scientific and systematic search for pertinent information on a specific topic.
In fact, research is an art scientific investigation. The Advanced Learner’s dictionary of
current English lay down the meaning research as “a careful investigation and inquiry
especially through search for new facts in any branch knowledge”.

RESEARCH METHODOLOGY USED:-

Types of research:- the research is based on descriptive cum analytical research

Data type:- The research is based on secondary data.

Data sources:- Websites, studies, newspaper etc.

Data analysis and interpretation techniques:- The study is based on the secondary
data which has been collected from websites, journals, newspaper etc. The study may
not involve test for sampling because the primary data is not collected for the purpose
of study.

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 FINDINGS AND ANALYSIS

Every organisation, large or small, should have a well-considered induction

programme. Employees who have a well thought-out induction are more likely to stay
with the organisation. However, designing an appropriate and cost-effective induction
package is a complex task. The induction programme has to provide all the information
that new employees need, and are able to assimilate, without overwhelming or diverting
them from the essential process of integration into a team.

Induction/orientation can be defined as the process of teaching what is right and

why it is right. Induction refers to all forms of verbal explanation, such as reasoning,
preaching and teaching. Induction provides cognitive information describing appropriate
behaviours and justification for why such behaviours are important. It also includes
various verbal reinforcements for appropriate behaviours. Abundant evidence indicates
that induction is useful, if not necessary, technique in moral development. Parents who
use induction to explain the implications of their child's behaviour on others generally
have children who demonstrate consideration for others, resistance to temptation, and
little aggression. Likewise, supervisors who provide logical explanations for why
employees should behave honestly, why they should be helpful to others, and why they
should be loyal to the company, will help employees to acquire moral values of honesty,
pride, in work and loyalty.

When you take on a new employee, it is important that you give them the right
induction that will benefit themselves and your business. This induction period can be
considered as the foundations for getting the most out of the employee and to determine
their long term success in your business. The length and nature of the induction process
depends on the complexity of the job and the background of the new employee. One size
does not fit all - a standardised induction course is unlikely to satisfy anyone. Research
has shown that tailor-made induction programmes increase staff retention.

An induction should be given at the beginning of employment and may stretch for
several weeks, or even months. During this time, the quality of the induction will have an

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effect on how the employee visualizes your business and how well they will integrate into
it.

Some companies often make the mistake of ignoring induction periods. Instead,
they leave the new employee to pick things up themselves, and from existing employees,
which costs time and money. This defeats the idea of induction which is to integrate the
employee so that they reach their full potential as soon as possible.

If your new employee is to be recruited through an interview, then it is a good

idea to start the induction at that specific time. Even if the applicant isn’t definitely going
to be your new employee, it still gives them a chance to maintain interest in your
business.

PURPOSE OF INDUCTION

The purpose of an induction procedure is to assist a new employee in the "settling

down” process.

Starting a new job is a stressful experience, due to new situations and demands
plus fears of looking silly. During the settling - in period, a new employee is unlikely to
be effective or fully productive and may even leave if the feelings of unease are strong
enough.

It is therefore worth spending time on effective induction, as real cost savings can
be made on avoidance of accidents caused through unfamiliarity, rapid achievement of
full productivity and avoidance of costs incurred in unnecessary recruitment to replace
lost employees. The main purposes related to induction are: -

1. To Reduce Start-up-Costs

Proper orientation can help the employee get "up to speed" much more quickly,
thereby reducing the costs associated with learning the job.

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2. To Reduce Anxiety

Any employee, when put into a new, strange situation, will experience anxiety
that can impede his or her ability to learn to do the job. Proper orientation helps to
reduce anxiety that results from entering into an unknown situation, and helps provide
guidelines for behaviour and conduct, so the employee doesn't have to experience the
stress of guessing.

3. To Reduce Employee Turnover

Employee turnover increases as employees feel they are not valued, or are put in
positions where they can't possibly do their jobs. Orientation shows that the organization
values the employee, and helps by providing tools necessary for succeeding in the job.

4. To Save Time For Supervisor & Co-Workers

Simply put, the better the initial orientation, the less likely supervisors and co-
workers will have to spend time teaching the employee.

5. To Develop Realistic Job Expectations, Positive Attitudes and Job Satisfaction

It is important that employees learn early on what is expected of them, and what
to expect from others, in addition to learning about the values and attitudes of the
organization. While people can learn from experience, they will make many mistakes
that are unnecessary and potentially damaging.

ORIENTATION PROGRAMME:
Orientation programmers range from brief, informal introductions to lengthy
ones. In informal orientation, new employees are instructed to report to the personnel
department for an explanation of company policies before being referred to the
immediate supervisor for an on-the-job briefing or specific work procedures.
There are two related kinds of orientation. The first kind is called Overview
Orientation, and deals with the basic information an employee will need to understand the
broader system he or she works in. Overview Orientation includes helping employees
understand:

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  Welcoming employee to the organisation
 employee details will be verified and collected
 information about compensation and benefits
 The need for confidentiality regarding the Company will be highlighted
 Governing of organization in general, the department and the branch
 important policies and general procedures (non-job specific eg: smoking policy,
discipline and grievance)
 safety and accident prevention issues
 employee and union issues (rights, responsibilities)
 physical facilities ( canteens, gyms, other infrastructures)
 confirm induction details and complete induction form
 Ensure the new employee does not currently require any further information
Often, Overview Orientation can be conducted by the personnel department with
a little help from the branch manager or immediate supervisor, since much of the content
is generic in nature.
The second kind of orientation is called Job-Specific Orientation, and is the
process that is used to help employees understand:
 function of the organization, and how the employee fits in
 who is who in the organization
 Introduction to co-workers and other people in the broader organization.
 job responsibilities, expectations, and duties
 Safety precautions should be emphasised
 policies, procedures, rules and regulations
 layout of workplace
Job specific orientation is best conducted by the immediate supervisor, and/or
manager, since much of the content will be specific to the individual. Often the
orientation process will be ongoing, with supervisors and co-workers supplying
coaching.

Follow - Up
It is important to follow up on the initial induction within the first few weeks.
 Employees should be asked how they are settling in and whether they require any
additional information.
 Views on the induction procedure should be sought and noted. Any comments
should be related in writing to the appropriate Department, so that changes may
be made as required.

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ADVANTAGES AND DISADVANTAGES OF FORMAL INDUCTION
Advantages Disadvantages
 Saves inductors' and managers' time by  Contains a range of subjects that are
dealing with a group rather than several unlikely to appeal to a cross-
individuals. functional and mixed ability group
 Ensures that all new recruits are given a
of new employees.
positive message and consistent  May take place several weeks, or
information, portraying a clear even months, after the inductee
employer brand, values and culture. joins the organisation, which
 Can employ a range of communication
disrupts integration into the work
techniques including: team.
o group discussion and projects
 Is less personal and involves
o presentation(PowerPoint/overhe
managers and HR personnel rather
ads/ slides/ videos)
o visits and guided tours than colleagues and local
o off-site training sessions supervisors.
o involvement with suppliers,  Contains too much information to
customers and contractors be assimilated in a short time.
 Enables new recruits to socialise with
each other and build cross-functional
 May not be a true reflection of
relationships.
 Relatively easy to arrange either the organisation or the job.
 Individuals may not be able to
attend all sessions in a series of
induction presentations resulting in
incomplete induction.

INDUCTION CHECKLIST:

Regardless of the type of orientation, that is, formal or informal induction, it is

important to keep a checklist of the areas of induction training received, ideally
countersigned by the individual. This helps to ensure all employees receive all the
information they need. This checklist can be a vital source of reference later in
employment - for example to check an employee has been briefed on policies, or to

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produce evidence of training in the event of a health and safety inspection. The checklist
can include details like:-
a. Pre-employment : Joining instructions proof of the right to work in the country,
conditions of employment , company literature
b. Health and safety : Emergency exits, evacuation procedures, first aid facilities,
heal and safety policies, accident reporting, protective clothing, specific hazards,
policy on smoking etc
c. Organisation : site map- canteen , first aid post, telephone system, computer
system, organisation chart (global and departmental), security pass, car park pass,
security procedures, official secrets act, data protection act, freedom of
information act.
d. Terms and conditions : Absence/sickness procedure, working time, including
hours, flexi-time, etc arrangements for breaks holidays/special leave probation
period performance management system discipline procedure grievance
procedure Internet and email policy
e. Financial : pay - payment date and method tax and national insurance benefits
pension/stakeholder pensions expenses and expense claims
f. Training : agree training plan training opportunities and in-house courses CPD
and Personal Development Plan career management
g. Culture and values : background mission statement quality systems customer care
policy employer brand
This helps to make sure that the employees are induced properly without overloading
of information.

AFTEREFFECTS OF UNEFFECTIVE PLANNING:

New employees get off to a bad start and never really understand the organisation
itself or their role in it. This may lead to:
 poor integration into the team
 low morale, particularly for the new employee
 loss of productivity
 Failure to work to their highest potential.
In extreme cases, the new employee leaves, either through resignation or dismissal.
Early leaving results in:
 additional cost for recruiting a replacement

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  wasted time for the inductor
 lowering of morale for the remaining staff
 detriment to the leaver's employment record
 having to repeat the unproductive learning curve of the leaver
 Damage to the company's reputation.

An employee orientation process is a means of introducing a new hire to the organization

and providing her with an overview of how it operates. An effective orientation serves to
acclimate the employee and speed up the time it takes for her to become a productive
member of the organization. It can also increase the employee's comfort level regarding
her decision to join the organization.

Creating First Impressions

An orientation program creates a positive first impression of the organization for the
employees. Orientation demonstrates that the company is sensitive to the needs of new
hires, which can lead to a greater level of comfort. Employees can also gain the sense that
the company is a professional, well-managed organization that pays close attention to
detail and is willing to assist employees during the sometimes-difficult transition period
when starting a new job.

Understanding Expectations

Orientation programs help employees gain an understanding of what is expected of them.

Each organization has its own set of rules and policies regarding areas such as dress,
attendance and conduct, and the orientation should make it clear what is and is not
acceptable. Employees should also get a sense of the organizational culture during this
time so they have a better understanding of what they need to do to fit in more quickly.

Understanding Benefits

The orientation period is typically the time when employees can gain a more in-depth
understanding of the employer's fringe benefit program, as opposed to the brief overview
they received during the interview process. Even smaller businesses may offer more than
one option in areas such as health insurance, so a thorough explanation of these options

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can help the employee make a more informed selection. Employees can also learn when
benefits become available, as some may require a waiting period before enrollment.

Engaging New Hires

An effective orientation program can enhance employees' engagement, making them feel
like they're a productive part of the organization more quickly. Engagement can also
increase through the use of mentors, who typically are seasoned employees who help new
hires learn the ropes. Having a mentor provides new hires with someone they can trust to
ask questions or voice concerns, as well as the comfort of having an ally they can trust.

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What is Induction and Orientation and why is it needed?
A new staff member's view of the University, the faculty or division, the immediate
work unit along with their role, manager and colleagues, is strongly influenced by
early impressions. A well planned and executed orientation and induction program
will help make those first impressions positive, and the transition into the new
workplace a smooth one.
When new staff members join an organisation, a distinction is often made between their
orientation and their induction to the new work environment. The orientation of new
staff is usually seen as comprising a short one-off briefing session and the provision of
basic information, for example in the form of an information kit.

Induction refers to the process of helping people make the transition into a new
workplace, a new role, or area of responsibility. It is considered to be a continuous
process which generally starts with contact prior to taking up employment and
proceeds through arrival, first days/weeks on the job and generally up to the third
month or even first twelve months of employment.

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 CONCLUSION

It’s important that induction is not just treated as a ‘tick box’ exercise, but is seen as a
vital opportunity to introduce new employees to the culture and ways of working of the
business. Managers (with guidance from HR) need to invest time in inducting new
employees to help them become productive more quickly and to help prevent new
recruits leaving within their first six months in the job. Orientation (or lack of it) will
make a significant difference in how quickly an employee can become more productive,
and also has long term effects for the organization
A good induction can determine how quickly your employee settles into the business
and the speed at which they develop to reach their full potential. Giving the employee all
they need to know in relation to their time at your business will further determine its
effectiveness.
The importance of how long the induction should be has been stressed throughout the
article. Take as long as you need until you believe (and have been acknowledged) that the
new employee has been integrated completely into your business. Have a ‘follow up’
appraisal to sort out any queries that they (or yourself) may have.
Involve everyone that you feel essential to create good relations between the new
employee and those that they will have connections with. Make the employee feel
welcome and comfortable in all areas that will involve their presence.

The induction and orientation program may differ from organisation to organisation,
but their whole-sole aim is just to facilitate smooth rehabilitation of the employee into the
new organisation. The program helps to build up trust, confidence, morale and a sense of
belongingness in employees towards the organisation. So that, he will give his best to the
organisation.

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 DISCUSSION

This study identified the most important interventions and support that newly
employed professionals expected in their career development. The induction and
orientation programmes are used interchangeably by the Human Resource
Department - hence, there was no formal induction process conducted. The
induction and orientation process is not being evaluated to review the
programme. The facility managers’ participation in the study assisted with their
supportive roles in the career development of the professionals.

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 RECOMMENDATIONS AND SUGGESTIONS

The recommendations and suggestions of the study are as follows:

Based on the analysis of the information collected and interpreted and the
conclusions reached, the researcher is able to make the following recommendations
clustered under headings for convenience.

Effective implementation of the induction and orientation programmes

Companies must design a comprehensive induction and orientation programme for
all newly recruited professionals in line with the Departmental induction and
orientation policy.

Mentoring, support and monitoring

More support and mentoring is required for newly recruited professionals; this can
happen by assigning each newly recruited professional a buddy or coach who will
guide each of them in his/her area of practice. This early monitoring reduces fear and
frustration, and identifies those who truly need more assistance to do the job.

Career management
It is necessary to review the database for skills and competencies required by
professionals and then to finalise the provincial human resources plan which clearly
defines staffing norms, taking into consideration the demand factors such as the
burden of diseases, population growth, attrition and organisational change.

Recognition
Adherence to Maslow’s hierarchy of needs egoistic needs that include pride, self-
respect and self-confidence are highlighted, as well as status needs that include
recognition, appreciation and respect by others are key to personal development. The
satisfaction of these needs can make a person feel valuable, recognised and useful
and is a particularly important motivator for the individual.

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Utilisation of an advisory forum to build Management of Career Development
participation, support and feedback
It is important to establish support throughout the organisation for Management of
Career Development programmes before they are implemented especially in critical
programmes like the induction and orientation programme. One of the best ways is
to ensure the establishment of an advisory committee. This advisory committee will
be linked to the strategic human resource management directorate.

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 IMPLICATION OF FUTURE RESEARCH

This study thus assessed the effectiveness of the induction and orientation
programme for newly recruited professionals. The identified gaps, where necessary,
should be addressed through recommendations to implement systems and processes
that will enhance the effectiveness of the induction and orientation programme with
the aim of reducing the high staff turnover of professionals with scarce skills.
This study aimed to present a comprehensive view of the implementation of the
induction and orientation programmes instituted for the newly recruited
professionals. A description of the conceptual framework of the induction and
orientation programmes and the benefits, responsibility and evaluation of induction
and orientation processes are presented.
The advisory forum committee must develop a Management of Career Development
action plan that specifies the human resource management intervention strategy, the
objective of each activity as well as who will be involved, and responsible, and when
the activity will be completed. Therefore, the senior management of The companies
should continually work with the core advisory forum committee members on the
human resource management strategic systems that impact on the implementation of
the induction and orientation programme in order to review results of the programme
and make appropriate adjustments on the gaps identified. An internal auditing and
reporting system with regards to the induction and orientation programme activities
that are linked to the Departmental human resource management strategies must be
enforced. By having this forum in place, the objectives set by the researcher in
chapter one will be reached.

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Websites
https://hrdictionaryblog.com/2013/01/22/induction-and-orientation/
https://keydifferences.com/difference-between-induction-and-orientation.html
http://smallbusiness.chron.com/employee-induction-orientation-11754.html
https://hrxperts.org/pdf/library/hr/173_-_induction_and_orientation.pdf
http://www.flinders.edu.au/staff-development-files/new_staff/What%20is%20Induction
%20and%20Orientation%20and%20Why%20is%20it%20Needed.pdf
http://smallbusiness.chron.com/orientation-important-employees-11562.html
http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.817.289&rep=rep1&type=pdf
http://projects99.com/project/induction-and-orientation-processes/
https://www.scribd.com/doc/44763220/Induction-or-Orientation
https://www.scribd.com/presentation/49294441/Induction-and-orientation
https://www.scribd.com/document/248009140/Importance-of-Induction-Process-Table-
of-Contents-Googolsoft

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