Paper: 01, Human Resource Management

Module: 14, Placement and Induction II

Prof. S P Bansal
Principal Investigator Vice Chancellor
Maharaja Agrasen University, Baddi

Prof YoginderVerma
Co-Principal Investigator Pro–Vice Chancellor
Central University of Himachal Pradesh. Kangra. H.P.

Prof. Rajeev Jain

Paper Coordinator Faculty of Commerce & Management,
Kota University, Kota

Dr. Anurodh Godha

Content Writer School of Commerce and Management,
VM Open University, Kota (Rajasthan) India
 Items Description of Module
Subject Name Management
Paper Name Human Resource Management
Module Title Placement and Induction II
Module Id Module no.-14
Pre- Requisites Basic knowledge of placement and induction approaches
Objectives To come across the steps under employee induction programme
Keywords Induction procedure, employee induction programme

QUADRANT-I

Module 14: Placement and Induction II

1 Learning Outcome
2 Introduction: Induction Procedure
3 Employee Induction Programme
3.1 Determination and Assessment of Induction Programme Content
3.2 Designing the Induction Programme
3.3 Implementing Induction Programme
3.4 Evaluating the Effectiveness of Induction Programme
4 Importance and Benefits of Induction
5 Points to be avoided During Induction Programme
6 Problems with Induction Programmes
7 Induction Guidelines
8 Induction Training Practices in India
9 Summary

1. Learning Outcome:
After completing this unit, you will be able to:
 Understand in depth about the induction procedure
 Develop a model employee induction programme
 Point out the benefits of good induction programme for an organization
 Come across the points to be avoided while implementing induction programme
 Understand the various problems arising during Induction and their solution
 Know about the various induction guidelines
 Go through the various induction training practices prevailing in India
2. Introduction: Induction Procedure

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Organizations always want to put best efforts to make integration of the individual into the
organization in a smooth and anxiety free way. Depending on the size of the organisation and the
complexity of the individual's new work environment, this could be achieved through a formal or
informal placement orientation programme. There is no model induction procedure developed till
date. Each industry develops its own induction procedure as per their needs. The procedure should
have the following steps:
(1) The new person should be given a definite time and place to report.
(2) It is very important that the supervisor or the immediate boss meet and welcome the
employee to the organisation.
(3) Administrative work should be completed as early as possible. Information about
vacations, probationary period, medical leave, suggestion systems etc. should be conveyed to
the employee.
(4) Departmental orientation can be conducted. This should include a get - acquainted talk
with other employees, introduction about the department or work place, explanation of the
functions of the department, job profile & instructions and to whom he should look for help
when he has any grievance.
(5) Verbal explanations are, usually, supplemented by a wide variety of printed material,
employee hand book, employee manuals, house journals, picture stories. pamplets etc., along
with short guided four around the plant.
Orientation programme generally covers things like compensation benefits, personnel
policies, employee's daily routine, company organisation & its operations, safety measures
and regulations. The new employee's supervisor is often given an orientation checklist and the
supervisor must ensure that he covers all the necessary orientation steps.
3. Employee Induction Programme
In socializing the new employees the Induction programmes play an important role. It begins after the
newcomer has agreed to join the organisation, which is the period during which the newcomer finds
out what the job and life in the organisation are really like. Through Induction Programme the
organization wants to familiarize new employees with company rules, policies and procedures.
According to John McGillicuddy, "One of the first and most lasting impressions new employees have
of their employers is how they are greeted and treated on their first day of work." Ideally, induction
programme should follow the 'assessment-designing-implementation- and evaluation' framework. The
framework of induction programme is described below:

Source: Designed by Author

3.1 Determination and Assessment of Induction Programme Content

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Every organisation has an obligation to make integration of the individual into it as smooth
and comfortable as possible. Small organisations may do it through informal orientation by
the employee's immediate supervisor whereas large organisations usually develop formal
orientation programme. In general, induction programmes typically cover information about
the company as a whole, which may be provided by the HRD staff, as well as job- specific
information, which would be provided by the newcomer's immediate supervisor.
The topics covered in employee induction programme may be as under:
Source: Designed by Author
(i) Company's history, philosophy and operations
(ii) Products and services of the company
(iii) Company's organisation structure
(iv) Location of departments and employee
(v) Personnel policies and practices
(vi) Employee's activities
(vii) Rules and regulations
(viii) Grievance procedure
(ix) Safety measures
(x) Standing orders
(xi) Terms and conditions of service
(xii) Benefits and services for employees
(xiii) Opportunities for training, promotions. transfers etc.

3.2 Designing the Induction Programme

In designing the induction programme, HR manager must deal with various different basic
issues. These are as follows:
(i) Interaction between the newcomers and their supervisors, coworkers, and other
organisation members: The interactions are the primary vehicle through which
socialisation occurs. Hence, the frequency of these interactions must be decided.
(ii) Duration or length of an induction programme: Obviously, the more material that it
wants to new employees, the longer the induction will need to last. The length may vary
from a few hours to several days to periodic sessions scheduled over several months.
(iii) Who will conduct the Induction Programme?: Generally, it is either the HR manager
or an HR representative who conducts this programme. Often it is an entire team like a
group of management trainees who are exposed to this.
(iv) Developing the Procedure: There is no model induction procedure. Each organisation
develops its own procedure as per their requirement.
(v) Corporate or departmental Levels: At corporate level the new employee is keen to
learn about the organisation as a whole, and at departmental level they want to see their
place of work, meet their new work colleagues and learn something about the job itself.
(vi) Types of Induction Programme: The HR manager will decide the type of induction
programme as per its needs and objectives. These may be (a) General induction programme
(b) Specific: induction programme (c) Follow- up induction programme
(vii) Methods and Media: A wide range of media are used in induction programmes. It
includes lectures, videos, printed materials, reports, employee handbook, magazines,
seminars, and discussions. Some firms use preloaded personal digital assistants to deliver
information.
3.3 Implementing Induction Programme

Induction programmes may range from few minute discussions to week-long effort. The HR
department may implement the induction programme by ensuring the following items
written in the below mentioned checklist:

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Orientation Checklist

1. Word of welcome
2. Explain about the company and overall departmental and its relationship to other
activities of the company.
3. Explain employee's individual contribution to the objectives of the department.
4. Discuss job content with employee and provide him a copy of job description.
5. Explain departmental training programmes and salary increase practices and procedures.
6. Discuss where the employee lives and transportation facilities from that place to the
office.
7. Explain working conditions like
 Hours of work.
 Use of employee entrance and exit.
  Tea Coffee breaks.
 Lunch hours.
 Overtime policy and requirements.
 Provide a list of important people and their phone numbers. Telephone numbers of
receptionist, maintenance, technical support, security, and key colleagues.
 E-mail policy
 Pay days and procedure for being paid.
 Lockers.
 Safety habits and security regulation.

8. Requirement for continuance of employment - explain company standards as to:

 Attendance and punctuality.

 Details about pay, benefits, holidays, leave
 Future training opportunities and career prospects
 Performance of duties.
 Desired Behaviour.
 Handling confidential information.
 General appearance/ wearing a uniform.

9. Introduce new staff member to manager and other supervisors with special attention to the
person to whom the new employee will be assigned.

10. Release employee to immediate supervisor who will:

 Familiarise the employee with his workplace.

 Introduce new staff member to fellow workers.
 Begin on-the-job training.

11. Make it fun: Welcome them to their new work area with a basket of gift-wrapped office
supplies. This inexpensive gesture can make the first day more like a celebration

12. Clarify doubts: Doubts must be removed by encouraging the employee to come out with
questions. Personally call the new employee to answer any questions he or she may have
regarding the materials already. sent.

3.4 Evaluating the Effectiveness of Induction Programme

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 Gary Dessler states, "Not all new hires react to orientation in the same way. Supervisors
should therefore be vigilant and follow up and encourage new employees to engage in those
activities that will enable each to 'learn the ropes' and quickly become productive."

A study found that a majority of companies used either a limited system or no formal system
to evaluate the effectiveness of their induction programmes. To improve effectiveness of
induction programme, the company should make a conscious effort to obtain feedback. One
way to ensure adequate orientation is to design a feedback system to control the programme.
It can also be obtained through round table discussions with new hires after their first year on
the job, through in-depth interviews and through questionnaires. A form could be used to
communicate this feedback from the trainee.

4. Importance and Benefits of Induction

When newcomers first join an organisation, they have much to learn about their supervisors and co-
workers, the demands of their job, company rules and procedures, and the organisation's culture and
assumptions. A good orientation programme may help newcomers feel part of the company and the
team build loyalty, help them get up to speed more quickly, and even reduce early employee turnover.
Induction is important for the reasons given below:

Source: Designed by Author

Building Strong Two Way Communication: Induction helps to build up a two-way channel
of communication between management and workers. New hires can shake hands with others,
exchange notes, mingle freely and open up a bit and run through the organization with
confidence

Proper Induction Reduces Employee Grievances, Absenteeism and Labour Turnover:

Effective induction helps in reducing the labour turnover. By resigning they can increase the
recruitment costs of replacement, costs of training and error correction.

Clarifies Psychological Contract: Induction can clarify what the organisation expects from
the new employee in terms of behavioural norms and the values. It provides an opportunity to
inform people of 'the way things are done around here' so that misapprehensions are reduced.

Increases Commitment: The new hires after getting acquainted with everything tend to
commit less number of mistakes and slip into their assigned roles more comfortably.
Induction creates a committed employee who identifies himself with the organisation and
who wants to stay with it. He becomes prepared to work hard on behalf of the organisation.
 Accelerates Learning: Induction process increases the rates of learning and work progress. It
helps new employees to reach the required level of performance.

Develop Sense of Belonging and Increases Socialization: Effective induction helps to

integrate the new employee into the organization and to develop a sense of belonging. The
new hire begins to build stakes, develop a kind of belongingness as he embraces the
organization more passionately. New employees are likely to settle in more quickly and enjoy
working for the organisation. Induction improves the social aspects of work. It makes a sound
relationship with colleagues and supervisors. It fosters socialisation in the company.

Increase Teamwork and Reduce Initial Shyness: Walking into a new job is often a lonely
and confusing event. The newcomer doesn't usually know what to say or whom to say it to, or
even where he is supposed to be. Proper induction facilitates informal relation and teamwork
among employee. Friendly relations develop almost immediately as new hires begin
overcome their initial shyness and understand the organization, its rules, culture and people.

Saves Time: John Ivancevich states, "Improperly oriented employees must still get the job
done, and to do so they need help. The most likely people to provide this help are co-workers
and supervisors, who will have to spend time breaking in new employees. Good orientation
programmes save everyone time."

Creates a Positive Attitude: New employees take time to learn the ropes, but a good
orientation programme can help make this time a positive experience. The first few days on
the job are crucial in helping the employee get started in the right direction with a positive
attitude and feeling.
5. Points to be avoided During Induction Programme

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According to the D.C. Feldman in Induction Programme the following things must be
avoided:
• Using too much valuable orientation time to complete paper work.
• Giving too much information too quickly.
• Giving Information that are irrelevant to adjusting to the position and the organisation.
• Caring the employee by spending an inordinate amount of time discussing the negative
aspects of the job.
• Using lectures and videos rather than methods that allow for two-way communication.
• Limiting orientation to the first day at work.
• Selling the organisation.
 Once an employee has completed the initial stages of socialisation, he begins to perform the
roles associated with the position he fills in the organisational structure.

6. Problems with Induction Programmes

An orientation programme can go wrong for a number of reasons. The following potential
problems with induction have been noted:
 Supervisor who is entrusted the job of induction is not trained or is too busy.
 Newcomers are given too much information too quickly. They have information
overload.
 There is too much emphasis on paperwork in induction. Newcomer is loaded with
forms to complete.
 Newcomer is thrown into action too soon. Thus, as this will not be shared process so
he may develop wrong perceptions and his mistakes can damage the firm.
 Supervisors have one-shot mentality. Induction programme may be considered a
burden by the supervisor.
 There is information irrelevance. Newcomer is given general or superficial
information that is not directly relevant to the newcomer's job assignments.
 Sometimes induction becomes too much formal. Thus, there happens one- way
communication in which only lectures and videos are used without giving newcomers
a chance to discuss issues of interest or ask questions.
 Induction may remain a superficial indoctrination into company philosophy, policies
and rules. The likely result is that the newcomer does not feel like part of the
company.
 Supervisors adopt scare tactics. They put heavy emphasis on negative aspects of the
job.
 Induction may suffer from 'mickey mouse' assignment, i.e., small and unimportant
tasks. Giving only menial tasks to the new employee might discourage job interest
and company loyalty in him.
 Pitching presentations at an inappropriate level
 There is no diagnosis and induction lacks follow-up.
Hence, the induction programme designers and deliverers should be sensitive to these
problems.

7. Induction Guidelines

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 The induction programme should also become a platform to think about potential problems
and address them before they happen. An orientation programme should aim at creating a
positive first impression in the minds of the new members and get a "buy into" the
organisations culture as these new members are more likely to be loyal, co-operative and
interested in the organisation's success. An effective welcome and new hire integration
process can help ensure a better retention rate and thus be highly cost efficient. The following
guidelines could help in putting everything concerning orientation programme in place:
• Be open, frank and honest on your value system, vision, mission and integrity
definition.
• Leverage differences - we believe in diversity; there can be growth and a challenge
to grow.
• Be clear and transparent on organisational strengths and improvement areas in terms
of culture, leadership and business portfolio.
• Focus on people, rest will follow.

8. Induction Training Practices in India:

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Examples of the induction training programmes followed by a few companies in India are as follows:

At Infosys BPO, they believe that induction programmes have journeyed beyond company
overviews and joining formalities. It is now structured as a platform to showcase the
competitive advantages and capabilities of an organisation in the industry, thereby providing a
window of opportunities for growth to the entrant, empowering them to become a part of the
strong and ethical workforce. The evolution in their own process earmarks the shift in focus
from information download to providing an experience and partnership in the orientation, stay
and growth of the new entrant.

At Sony India, the company does not follow any uniform policy for acclimatisation and there
is no specific time frame given to the newcomers. The company, however, gives enough
opportunities to them to understand the process, the culture and the systems of the
organisation. In the case of junior managers, new recruits are given less time as compared to
 the entrants who need to supervise, chalk out strategies and delegate work. Overall, Sony
tries to bring out the best in a person, thus, allowing the individuals to develop their abilities.

At Patni Computers, according to Raje h. Padmanabhan, executive vice president and global
head of hr, "today, induction process is an assortment of knowing about the company and its
intent directly from senior management, ice-breaking sessions with other colleagues,
participating in trainings and getting warm with the respective teams." broadly, there are three
phases to Patni's induction strategy - familiarisation, building effective relationships and clear
understanding of performance deliverables.

At Maruti Udyog, they have different types of induction programmes for different fields. For
engineers the programme is offered in four parts (i) familiarise with various functions and
meet division heads (ii) work on shop floor (iii) work at various other departments (iv) work
finally in those departments for about 2 months, where they eventually have to work.

At CISCO, the induction is co-owned by the respective business unit along with the hr team.
After the first two days of face-to-face induction, they use a variety of online tools to enable
assimilation apart from face-to-face boot camps. "web-based training, video on demand,
WebEx sessions, new hire website and woos enable faster ramp up," pointed out by Shiny
Samuel, manager, learning and development, CISCO India.

At Tulip Telecom, according to Sandeep Sagar, head hr, he felt that the use of technology in
induction programmes will be something exciting and challenging. On one hand, technology
won't be able to replace the human interaction whereas on the other hand, it might even aid in
creating a close well-knit information flow process.

At Standard Chartered Bank the bank picks up management trainees from premium b-
schools and gives them induction training for about six months. During this period, the
trainees spend time in various divisions of the bank to get a brief view of the bank's
operations and get a chance to meet each of the business heads. Afterwards, a two day session
on team building is also conducted. After raking charge of the jobs, the new employees have
to attend a review session about the job itself.

9. Summary

Employees, no longer, have to wait endlessly to hear a response from the company about their
selection so the process must not only much quicker, but also more transparent too. HR personnel
should be in touch with candidates even during this phase and keep updating them on the status quo;
if not selected, furnishing them with reasons for betterment as well. Similarly, in the interim period
while the employee is waiting to get into the company, there is constant interaction between the two
parties so that there is no dead air.
Depending on the size of the organisation and the complexity of the individual's new work
environment, this could be achieved through a formal or informal placement orientation programme.
The traditional mode of familiarising them is giving information about the company history,
hierarchy, evolution, value system, philosophy, goals, strategy, achievements, work culture, ethics,
policies, procedures, employee rights and responsibilities. Instead of sitting in a room for hours,
employees are nowadays taken for a walk-through through the entire to get themselves familiarised
with the place, the people, the functions and the resources. An effective welcome and new hire
integration process can help ensure a better retention rate and thus be highly cost efficient.
Ideally, induction programme should follow the 'assessment-designing-implementation and
evaluation' framework. When newcomers first join an organisation, they have much to learn about
their supervisors and co-workers, the demands of their job, and the organisation's culture and
assumptions. A good orientation programme may help newcomers feel part of the company and the
team build loyalty, help them get up to speed more quickly, and even reduce early employee turnover.