Chapters To Be Covered: Chapter 9: Training, Development and Orientation

BITS Pilani
Hyderabad Campus
Chapters to be Covered
Chapter 9: Training, Development and
orientation
Learning Objectives
• Understand steps of training

process
• Design of training program
• Identify methods of training
• Evaluation of training
• Orientation & induction
BITS Pilani, Hyderabad Campus

IBM

TRAINING & DEVELOPMENT
Training—provide employees
– With specific skills, or
– Help correct deficiencies in performance
– Activities designed to provide learners with the knowledge and skills needed for
their present jobs
Development—effort to provide abilities the

organization will need in the future
Learning that goes beyond todays job and has
more long term focus
8-4
Difference between training &
deveoplemt
5
Steps in the Training Process
The Four-Step Training Process
1 Needs analysis
2 Instructional design
Deciding on objectives of T&D
Designing the measures of success
3 Designing the T&D Programme
4 Implementation
5 Evaluation
6
BITS Pilani, Pilani Campus

Step -1 Analyzing Training
Needs
Training Needs Analysis
Group or Organizational
Analysis Individual Analysis
(Goals of the organization and Performance Appraisal, KSA
trends likely to affect these analysis
goals)

Need analysis
Task analysis
Employers use task analysis to determine new

employees training needs
It is detailed study of the job to determine what
specific skill- such as soldering (in case of
assembly workers) or interviewing (in case of
supervisor) is required.
8
Task
Analysis
Record
Form
Table 8–1
© 2005 Prentice Hall Inc. All rights
8–9
reserved.
Performance analysis
Verifying there is performance deficiency and determine
whether that deficiency should be rectified through
training or through some other means.
“ I expect each salespersons to make 10 new contracts per
week, but john average only six’
Other plants our size average no more than 2 accidents per
month; we are averaging five”
10
Competency models
Determine the level at which particular job positions need
to perform (basic level, intermediate level. Advanced
level)
Identify skill gap (mising links)
Identify the training
11
Required competencies

Actual level & gap

Need analysis
For current employees,

distinguishing between “can’t do”
and won’t do” problem is heart of
performance analysis.
14
Initiatives to Rectify Performance
Discrepancy Performance Discrepancy
Yes
Is it worth fixing
Yes
Reward/Punishment Obstacles in the

KSA Deficiency Inadequate Feedback
Incongruence System
Yes Yes Yes Yes
Choose Appropriate Change Provide Proper

Remove Obstacles
Remedy Contingencies Feedback
Job Aid
Training
Practice
Change the Job
Transfer or Terminate
15
Step-2 :Setting training objectives
“ a description of performance you want learners to be able
to exhibit before you consider them competent”
Eg: Given a tool kit and a service manual, the technician

will be able to adjust the registration on this canon
duplicator within 20 minutes according to the
specifications.
(what you want trainees to be able to do, demonstrate or
explain)
16
Setting training objectives
Objective is clear- trainees know exactly

what is expected from them and how will
they be tested
End result is observable and measurable
Action verbs like define, state, justify, select,
indicate, analyze, identify, criticize,
summarize, evaluate, attitude preferred
etc
Human Resource Management, 5E 17

Step-3 Design of Training program
In selecting T & D best methods, trade off exists ie no single

technique is always best, the best methods depends on:
Cost effectiveness (training delivery methods used)
Training objectives (subject area)
Learning principles
Appropriateness of facilities ,time , duration,
environment
Trainees preference and capabilities (skill)
Trainers preference and capabilities (knowledge , skill)
18
Design of Training program (content)
Learning style (principles) and training methods should
match
Learning principles are guidelines to the ways in which
people learn most effectively
More the principles are reflected in trianing , the more
effective training is likely to be
19
Objectives and training methods should match (six training
orientations )
content
field study, internship,

Self study, lecturers,
apprenticeship,
seminars (academic)
understudy (activity)
concept practice
Role play, case studies,
GD, games, skill
building workshop,
sensitivity training,
labs team development,
intragroup
development , process
consultation
20
Learning principles
• Participation: leads to motivation, reinforcement ,
learn faster, long lasting; eg-bicycle riding
• Repetition: active practice; opportunity to
practice on learned task
• Relevance: material learnt during training exp
should have relevance for job situation
• Transference : should be able to transfer in
job (training should match job demand)
• Feedback : continuous feedback is required
21
The OJT Training Method
On-the-Job Training (OJT) Advantages
• Inexpensive
– Having a person learn a
• Learn by doing
job by actually doing the
• No disruption in work
job.
• Immediate feedback
Types: • Less preparations required
– Orientation
– Job Instruction
– Internship
– apprenticeship
– Coaching or understudy
– Job rotation
22
Human Resource Management (MM ZC441) BITS Pilani, Pilani Campus

Job Instruction Training at UPS
23

The 25 Most Popular Apprenticeships
According to the U.S. Department of Labor apprenticeship database, the occupations listed below had
the highest numbers of apprentices in 2001. These findings are approximate because the database
includes only about 70% of registered apprenticeship programs—and none of the unregistered ones.
• Boilermaker • Machinist
• Bricklayer (construction) • Maintenance mechanic (any industry)
• Carpenter • Millwright
• Construction craft laborer • Operating engineer
• Cook (any industry) • Painter (construction)
• Cook (hotel and restaurant) • Pipefitter (construction)
• Correction officer • Plumber
• Electrician • Power plant operator
• Electrician (aircraft) • Roofer
• Electrician (maintenance) • Sheet-metal worker
• Electronics mechanic • Structural-steel worker
• Firefighter • Telecommunications technician
• Tool and die maker
Figure 8–2
Source: Olivia Crosby, “Apprenticeships,” Occupational Outlook Quarterly, 46, no. 2 (Summer 2002), p. 5.
8–24
Managerial on-the-Job Training
Job rotation
– Moving a trainee from department to department to
broaden his or her experience and identify strong and
weak points.
Coaching/Understudy approach
– The trainee works directly with a senior manager or
with the person he or she is to replace; the latter is
responsible for the trainee’s coaching.

8–25
reserved.
Off the job -Training Methods
Off the job techniques Advantages

• Lecture /seminar • No stress, frustration and
• Role playing bustle of the workplace
• May be exposed to new and
• Case study
innovative ideas
• Vestibule system
• Behavior modeling
• Business games
• In basket training
• Self study
• Programmed Instruction
26
Programmed instruction

Programmed Learning
Presenting Providing
Allowing the
questions, facts, feedback on
person to
or problems to the accuracy
respond
the learner of answers
Advantages
– Reduced training time
– Self-paced learning
– Immediate feedback
– Reduced risk of error for learner
28

Training and Development Methods
Case study method
– Managers are presented with a description of an
organizational problem to diagnose and solve.
Management game
– Teams of managers compete by making
computerized decisions regarding realistic but
simulated situations.
Outside seminars
– Many companies and universities offer Web-based
and traditional management development seminars
and conferences.

8–29
reserved.
Vestibule Training

Sensitivity Training

Role playing
– Creating a realistic situation in which trainees assume
the roles of persons in that situation.
Behavior modeling
– Modeling: showing trainees the right (or “model”) way
of doing something.
– Role playing: having trainees practice that way
– Social reinforcement: giving feedback on the trainees’
performance.
– Transfer of learning: Encouraging trainees apply their
skills on the job.

8–32
reserved.
Objectives and training methods should match (six training
orientations )
content
field study, internship,

Self study, lecturers,
apprenticeship,
seminars (academic)
understudy (activity)
concept practice
Role play, case studies,
GD, games, skill
building workshop,
sensitivity training,
labs team development,
intragroup
development , process
consultation
33
Training methods and activities
for which they are used

Learning principles in different T&D methods
Methods Participat repetition releva transfer Feed
ion nce ence back
Job instruction training yes yes yes yes ST
Job rotation yes sometimes yes ST no
apprenticeships yes sometimes yes ST ST
lecture no no no ST no
Video presentation no no no yes no
Vestibule training yes yes someti yes ST
mes
Role playing yes sometimes somet no ST
times
Case study yes sometimes someti ST ST
mes
simulation yes sometimes ST ST ST
Programmed learning yes yes No yes yes
Laboratory training yes yes no yes
E- learning
– Also known as “distributed learning”, “distance e learning”;
“online training” :form of learning that uses a network for delivery,
interaction or facilitation. The network might include LAN, WAN,
Intranet, internet
– Lower costs
– Time savings
– Flexibility
– Faster response
– High degree of interactivity
8–37
E- Learning
Disadvantages:
E-learning is compatible only if organizations has learning
culture(help of senior mgmt, right business model, right
personnel to implement)
E- learning could become boring text based course if not
designed properly
E- learners may experience loneliness
38
Evaluating the Training Effort
Kirkpatrik model
Training effects to measure
– Reaction of trainees to the program
– Learning that actually took place
– Behavior that changed on the job
– Results that were achieved as a result
of the training
8–39
Levels of Training Evaluation
Levels Questions being asked Measures
Accidents
Quality
Productivity
Is the Turnover
organisation or Morale
unit better because of Costs
Result Profits
the training?
Performance
Are trainees behaving differently on Appraisal by
the job after training? Are they using superior, peer,
the skills and knowledge they learnt client,
Behaviour
in training? subordinate
Written tests
To what extent do trainees have greater Performance
knowledge or skill after the training tests
programme than they did before? Graded
Learning
simulations
Did the trainees like the programme, the trainers, the

facilities? Do they think the course was useful? What
Questionnaires
improvement can they suggest?
Reaction
40
Whom did the training benefit
Did the training increase the employee’s
productivity/efficiency
Satisfaction level after training
Orientation: Definition
• Systematic and planned introduction of the (new)

employees to their jobs, their co-workers and the
organization.
• Also called ‘induction’.
• Bootcamps
• (terms used to orient
fresh hires in army)

What is induction?
• Once an employee is selected and placed on an

appropriate job, the process of familiarizing him with
the job and the organization is known as induction.
• Induction is the process of receiving and welcoming

an employee when he first joins the company and
giving him basic information he needs to settle down
quickly and happily and start work.

Orientation : survey
information
• First days on job were anxious and disturbing ones

• New employee initiation by peers intensified anxiety
• Anxiety interfered with training process
• Turnover of newly hired employee was caused primarily
by anxiety
• The new workers were reluctant to discuss problems
with their supervisors

Induction is designed to achieve
the following objectives
➢ To help the new comer to overcome his shyness and overcome his
nervousness in meeting new people in a new environment.
➢ To give new comer necessary information such as location of a café,
rest period etc.
➢ To build new employee confidence in the organization.
➢ It helps in reducing labor turnover and absenteeism.
➢ It reduces anxiety and develops healthy relations in the organization.
➢ To ensure that the new comer does not form false impression and
negative attitude towards the organization.
➢ To develop among the new comer a sense of belonging and loyalty
to the organization.
➢ To develop realistic job preview, positive attitude and job satisfaction

Purpose of Orientation
Orientation Helps New

Employees
Know what is
Begin the
Feel welcome Understand the expected in
socialization
and at ease organization work and
process
behavior

Strategic choice before
designing orientation program

Formal – new hire will acquire known set of standards

Informal – maintain individual difference, innovative ideas
to solve organization problems and healthy questioning
Individual- preserve individual difference, less

homogeneous view, expensive, time consuming , denies
opportunities of sharing anxieties with fellow appointees
Collectivistic

Strategic choice before designing orientation program
Serial – orientation is termed serial when an experienced

employee inducts new hire, guide them , model their
behavior , if not available termed as disjunctive
Disjunctive- produce more inventive and creative
employees because new hire is not burdened by
traditions, however need to trade off as it has potential
for creating deviants, how it fits in grand scheme of
company

Investiture: seeks to ratify the usefulness of the

characteristic that person brings to new jobs. Most high
level appointments follow this approach
Divestiture- seeks to make minor modifications in
characteristic of new hire, though he is selected based
on his/her performance
(military groups, professional football, police academics,
religious cults…)

Employee Orientation
Program

Formal orientation program

The Orientation Programme
Employee benefit
Job Duties
information
Personnel
Employee Safety measures
policies and
Orientation and regulations
organizational issues
Introductions to Facilities
company’s organisation tour

Topics covered in Employee
Orientation Programme
Topic Sub-Topics
Organizational Issues ◼ History of organization
◼ Names & titles of key executives
◼ Employee’s title & department
◼ Layout of physical abilities
◼ Probation period
◼ Product line or services provided
◼ Overview of production process
◼ Company- rules & policies
◼ Disciplinary regulations
◼ Employee handbook
◼ Safety handbook
Employee Benefits ◼ Pay scale, benefits and perks
◼ Vacations & holidays
◼ Rest breaks
◼ Training & education benefits
◼ Counselling
◼ Insurance & Retirement benefits
◼ Rehabilitation policies and programmes

Topics covered in Employee
Orientation Programme (Contd. )
Topic Sub-Topics
Introduction ◼ To supervisor
◼ To trainers
◼ To co-workers
◼ To HR specialist/ Counsellor
Job Duties ◼ Job location
◼ Job tasks
◼ Job responsibilities
◼ Job safety requirements
◼ Overview of job
◼ Job objectives
◼ Link with other jobs

Evaluation

Orientation Program
Need of Induction in Vodafone
• Very big company as Vodafone is consistently employing
12000+ employees from past 5 years.
• Vodafone joins UK govt.’s Disability Confident Employer
Scheme – aiming to become an outstanding employer for
disabled employees #Vodafone #Disability
#DisabilityConfident
• Aim’s to be the global leader of women employment by
2025.
Induction process usually takes a time of 1 week or 2

(depending on the learning ability of the individual) -- this is
the main challenge for the Vodafone HR dept.
How is Induction Conducted in Vodafone
➢ Formal – Speech by CEO introducing the company and stating its foundations,
objectives and goals. Then employees are given a “Welcome on Board” catalogue (which
contain all the necessary info a new employee needs when joining a company mostly related to
job) and company uses websites to make employees aware of the prejoining events, induction
progress.
Then employees are told that all of their benefits can be found on their online portal – MyChoices .
They have a large variety of benefits available, from their cycle to work scheme to pension . These
can vary also from salary sacrifice schemes, to online discounts or monthly payments ( through their
SmartSpending App) . There are five different types of benefits that we offer at Vodafone ; lifestyle,
wellbeing, retail discounts, pension & protection and shares.
• Prejoining process includes :
• Welcome speech
• Intro to company
• Discuss Corporate Social responsibility –It is a self-regulating business model
that helps a company be socially accountable—to itself, its stakeholders, and the public.
• Discuss benefits and perks
• Induction process includes :

• “Welcome on Board”
• Website access to start induction
• Brief about key business relationships and contacts
• Explain about fellow mates and about the HR Processes
➢Collectivistic – Focus on future needs , skills and ask employee to adapt by
themselves in collaboration. They ask each other to help and tell how they are doing
it, which they call as “Knowledge share”. Vodafone believes this would help them
reduce the time required to make new inductees ready.
➢ Serial – company assigns the role to managers to keep an eye on the
staff work. They emphasis that “Make Impossible Happen” if others
argue “can’t be changed then CHANGE IT, can’t be build then BUILD IT,
can’t be done then DO IT. ”
➢ Investiture – Company want to preserve individual talent and diverse

culture of employee. They feel proud to offer equal opportunities
regardless of race, nationality, cultural background, gender, age, marital
status, sexual orientation, gender identity, disability, religious or political
belief. They feel that this can only be done by leveraging this diversity by
building an inclusive culture where everyone is respected, can be
themselves and strive to be their best. That way to build a better future
for our employees, our partners, the communities we work in and our
customers they are truly devoted.
They have created a Vodafone Friends Network and they are intending to
be Best employer for women by 2025
Vodafone truly supports investiture because
“We wanted to change the dynamic by hiring
for potential, rather than academic grades,”
says Jacqueline Field, Head of Group
Resourcing at Vodafone. “I think people are
asking businesses to change the way they
do business, to be more sustainable and
inclusive and more supportive of
communities.”
FLOW OF INDUCTION PROGRAM AT VODAFONE
Introduction to
company
by CEO HR representative
discusses issues,
employees perks
Employees are
made ready for
placement for
their job
Job related Info is

given to the
employees through
Supervisors are their “WELCOME ON
introduced by BOARD” prgm and
managers website
Fun at work place for new Inductees
Vodafone made the new Inductees recite

the company foundation in form of song.
Some Employees Feedback --source Indeed
• the workplace is suitable for self improvement and work
focused activities that enables any employee to get better at
his/her own job. it provides multiple courses over each year to
educate and elevate each employee with new set of skills.
• I am so glad to part of this company. Always this company
help me every situation and grow my carrier. All my senior
both are very helpful.so thanks to Vodafone family.
• the typical day work was entertaining I learned a lot about
customer care
the management was amazing the workplace was great there
was nothing hard about this job. -- Manager’s point
• Good place to work, very family oriented with work-life balance
a major management consideration. It was a collaborative
work environment with nurturing and supporting managers. --
Manager’s point
Evaluating the Training & Development Program
Vodafone indirectly follows Kirkpatrick model .
To measure the :
➢ Reaction : Vodafone collects queries from the employee
online through their Go Social! program or using ReadyTalk (a messenger)
➢ Learning : company uses Immediate Training effectiveness
➢ In which exam is conducted.
➢ New employee need to succeed for joining.
➢ Current employee need to succeed for getting promoted.
➢ Behavior on Job : company uses Post Training effectiveness
➢ In which employee is assessed acc.
➢ Knowledge and skills
➢ Coaching
gained during training and development process
➢ Result : Analyze the achievement of training and work on to make it better. Some results are also
extracted from the computer based training method in which feedback by employee is provided
Their GoSocial! And RealTalk Program is very effective they came to
know that Technology has changed the way we communicate , internally
and externally because when companies communicate with employees
in a way that mirrors how we all interact in our everyday lives, employees
will do the same when they engage with customer.
Using the results of evaluation procedure the company managed to bring
in the required skill set through their future training program.
• End of the chapter
Investigation of Knowledge on Dengue Fever Followed by
Education and its Post Impact Behavioural Changes
Among the Rural Communities of Shameerpet Mandal of
Ranga Reddy District of Telangana State
Village Total Male Female No of Occupation Income

population population population houses level
(Rs/day)
Pothapalle 2250 1250 1000 430 Agriculture 150-300

And daily wages
Upprapalle 1955 1071 884 420 Agriculture (30%) and daily 150-300
wages (70%)
Malkaram 1084 551 533 218 Labour workers 180-300
Antaipalle 406 200 206 140 Labour workers 150-300
Tumkunta 4670 2394 2276 1181 Agriculture, labour 150-300

workers and small business
Adrespalle 1908 975 933 417 Agriculture and daily wages 180-300
Majidpur 1998 1042 956 504 Agriculture, labour 180-300

Workers and small business
Mandiapalle 543 293 250 119 Labour workers 180-300

Need analysis – entomological
survey

Need analysis - GPS

Correct
Percentage
Items response
1 2 3
Attitude towards Dengue fever
Dengue fever is a serious disease 243 68.6
Dengue is a transmissible disease 186 52.5
Mosquito bites is not big deal 310 87.6
Mean correct responses for the section 246.3 69.6
Median correct responses for the section 243 68.6
Risk Perception
Likelihood of catching dengue fever 92 26
Likelihood of catching dengue fever outside your village 102 28.8
Likelihood of surviving the illness 232 65.5
Mean correct responses for the section 142 40.1
Median correct responses for the section 102 28.8
Knowledge towards dengue fever
Flies transmitting dengue fever 171 48.3
Ticks transmitting dengue fever 195 55.1
Person to person contact transmits dengue fever 104 29.4
Dengue fever can be transmitted by blood transfusion 103 29.1
Dengue fever can be transmitted by sexual intercourse 87 24.6
Dengue fever can be transmitted by faecal-oral route 129 36.4
Eating contaminated food transmits dengue fever 111 31.4
Tiger mosquitoes transmit dengue fever 187 52.8
Drinking water transmits dengue 79 22.3
Contaminated water / sewage mixed water transmits dengue 81 22.9
Dengue mosquito likely time of feed/ bite 45 12.7
Signs and symptoms of dengue 38 10.7
Mean correct responses for the section 110.8 31.3
Median correct responses for the section 103.5 29.3
Container Protection Practices
Removing stagnant water under flower / plant container 266 75.1
Closing all water containers, wells and storage tanks tightly 162 45.8
Disposal of rubbish everyday 63 BITS Pilani, Hyderabad Campus
17.8
Setting up Objectives

Setting up objectives
• Change the attitude and risk perception towards dengue

• Increase knowledge on dengue, vectors, signs and
symptoms
• Provide in-depth information about breeding sources and
developmental sites of Aedes mosquito.
• Inculcate good practices (CPP, MRP) and prevent bad
practices

Layout of training program
Objective Resource used Activity

Increase seriousness and a) Video recorded in the respective Changed attitude and
risk perception towards village perception of people towards
dengue dengue to an extent that they
b)Video showing GPS coded larva could comprehend a potential
positive and negative houses. risk of dengue outbreak
Increase knowledge on a) Powerpoint presentation and Increased knowledge of vector,

dengue prepared chart on dengue and its life cycle, breeding habitats
Aedes mosquito life cycle and dengue management
b) Posters and pamphlets
Tea Break Question hours

Inculcate good preventive Group activity helped to
practices a) Activity sheet identify mosquito breeding
b)Demonstration habitats both indoors and
• Mosquito reduction outdoors and recommended
practices suitable preventive measures
• Container protection
practices

Conducted training program

Conducted training program

Training material – content
design
A PPT presentation was prepared on Dengue both in

English and in local language i.e. Telugu.
A PPT presentation file and video on the life cycle of
Aedes aegypti was prepared.
Games on life cycle, drawing competition, snake and
ladder game was designed.
Posters were prepared.
Specific Question and Answers were prepared.
Customized labels on dengue were prepared.

design

design

design

design

design

design - reinforcement

Reinforcement

Training design
Table 1: Overview of the learning principles and training modalities used for designing the training materials
for school intervention
Objectives Principles Training Resources Expected outcome

Orientation
Increase knowledge Learning from Academic PPTs and Videos Overall increase in
on dengue, vectors, information Orientation dengue knowledge
signs and [Use of Content to
symptoms understand
Concept]
Provide in-depth Learning from Laboratory Games like snake Participants would
information about observation Orientation [Use of and ladder, life cycle be able to identify
breeding sources Process to and colouring sheet breeding sites in
and developmental understand and around human
sites of Aedes Concept] habitation
mosquito.
Inculcate good Learning from doing Activity and Field trip and Knowledge gained
practices and Development Demonstration could be
prevent bad Orientation [Use of successfully
practices Content as well as translated into
Process to put into practice
Practice]

Evaluating the Training Effort
Kirkpatrik model
Training effects to measure
– Reaction of trainees to the program
– Learning that actually took place
– Behavior that changed on the job
– Results that were achieved as a result
of the training
8–100
Levels of Training Evaluation
Levels Questions being asked Measures
Accidents
Quality
Productivity
Is the Turnover
organisation or Morale
unit better because of Costs
Result Profits
the training?
Performance
Are trainees behaving differently on Appraisal by
the job after training? Are they using superior, peer,
the skills and knowledge they learnt client,
Behaviour
in training? subordinate
Written tests
To what extent do trainees have greater Performance
knowledge or skill after the training tests
programme than they did before? Graded
Learning
simulations
Did the trainees like the programme, the trainers, the

facilities? Do they think the course was useful? What
Questionnaires
improvement can they suggest?
Reaction
101
Level-1 Reaction

Learning – school

Learning and behavioural
change

Learning and behavioural change

Result
• Compared the HI, BI, and CI index pre post in each
village
• Showed it through GPS
• Handover the GPS hard copy , source of breeding site to
sarpanch

Result

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BITS Pilani

• Understand steps of training

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

Development—effort to provide abilities the

The Four-Step Training Process

3 Designing the T&D Programme

BITS Pilani, Pilani Campus

Training Needs Analysis

BITS Pilani, Pilani Campus

Employers use task analysis to determine new

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

For current employees,

Reward/Punishment Obstacles in the

Yes Yes Yes Yes

Choose Appropriate Change Provide Proper

Change the Job

Eg: Given a tool kit and a service manual, the technician

Objective is clear- trainees know exactly

Human Resource Management, 5E 17

In selecting T & D best methods, trade off exists ie no single

field study, internship,

Human Resource Management (MM ZC441) BITS Pilani, Pilani Campus

Human Resource Management (MM ZC441) BITS Pilani, Pilani Campus

© 2005 Prentice Hall Inc. All rights

Off the job techniques Advantages

BITS Pilani, Hyderabad Campus

Human Resource Management (MM ZC441) BITS Pilani, Pilani Campus

© 2005 Prentice Hall Inc. All rights

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus

© 2005 Prentice Hall Inc. All rights

field study, internship,

BITS Pilani, Hyderabad Campus

Did the trainees like the programme, the trainers, the

• Systematic and planned introduction of the (new)

BITS Pilani, Pilani Campus

• Once an employee is selected and placed on an

• Induction is the process of receiving and welcoming

BITS Pilani, Pilani Campus

• First days on job were anxious and disturbing ones

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

Orientation Helps New

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

Formal – new hire will acquire known set of standards

Individual- preserve individual difference, less

BITS Pilani, Pilani Campus

Serial – orientation is termed serial when an experienced

BITS Pilani, Pilani Campus

Investiture: seeks to ratify the usefulness of the

BITS Pilani, Pilani Campus

BITS Pilani, Hyderabad Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

Induction process usually takes a time of 1 week or 2

• Induction process includes :

➢ Investiture – Company want to preserve individual talent and diverse