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Employee Induction Upload 2
Employee Induction Upload 2
It is your 1st day at your new It is your 1st day at your new
company: company:
You were warmly welcomed by the HR assistant showed you your seat.
HR manager giving a brief All your colleagues were very busy
introduction about the company only a few talked with you.
and its background. You were asked to meet your
You met with your immediate immediate superior but you had to
superior and he gave you an idea wait around 15 mins in front of his
about your job responsibilities. office as he was on a phone call.
You were informed about the rules It took you around 20 mins to find
and regulations as well as your the canteen during the lunch break
benefits. as you were not informed where
You were introduced to other the canteen was.
managers and showed you the You felt ambiguous about the
important places of the company. responsibilities of your job.
Employee Induction / Orientation
• Induction is the HRM function that systematically and formally
introduces new employees to the organization, the jobs, the work
groups to which they will belong, and the work environment where they
will work.
• This is a process of welcoming the new
employees.
• Special training which provides basic
information to the employees.
Types of Induction
• When the new employee came to the manager, and manager responds as ““Oh..! I did
not know that you come to work today, who are you?”
Cost effective.
3) How the information should be given?
Employee handbooks, Videos, Information booklets, Speeches, Visits /
Factory Visits
Guidelines for better delivery of the information:
1. A large amount of information that is more than needed should not be given in
order to prevent from the error of information overload.
2. To give handbooks and booklets which contain information that new employee
cannot remember easily.
3. The major objective is to give right information to the new employees not to make
them enjoyed through video films and presentations.
4. To give updated information. Make sure that handbooks and booklets are
updated.
4) Within what period of time should the information be given?
• Nature of the organization, nature of the job and the available time of the
management should be considered in determining the duration.
• Few hours, One day, Few days
Managerial employees – Duration is longer (One day or few days)
Non- Managerial employees – Duration is shorter (one hour or few hours)
3. Evaluation
• This is a systematic attempt to assess the degree of success of the induction
program.
• This can be done using;
- Questionnaire
- Examination (written or oral)
- Special form or book
- More rigorous experimental study
• A specially designed form or book can also be used for evaluation purpose.
• Purpose of this type of evaluation is to get a sort of follow-up to ensure that the inductee
gets the right information in the right amount so that he/she becomes an efficient and
effective employee within a shorter time.
• Induction follow-up form is not an examination though it looks like so.
• Within a longer time and at somewhat leisure the inductee is in a position to complete the
form that requires him/her to identify and present areas or items for which more
information is needed.
• Results of the evaluation should be used for improvement of the induction function in
future.
Principals of Employee Induction
1) Meeting of business needs.
2) Customer focus.
3) Involvement of senior management.
4) Direct relevance of the information.
5) Higher involvement of the immediate
superior/manager in induction.
6) Concern of the human side of the induction.
7) Gradual introduction.
1. Meeting of Business Needs
• Induction programmes are based on the business needs of the organisation.
• Ways of ensuring that induction process meets the organizational needs:
Providing a clear definition of the vision and mission of the organisation to the
inductees is one way of ensuring that the induction meets business needs.
Review the induction process regularly to meet changes when they occur.
Evaluate results of the induction programmes systematically to ensure that they have
met the business needs.
• Induction should result in increasing business performance (higher profits, higher
productivity, higher customer, satisfaction etc).
2. Customer Focus
• The earlier inductees develop a clear idea of customer needs, the quicker they
are able to contribute to the organization.
• Every new employee should understand about the customers and their needs
as they have to interact with customers daily.
• Including a separate special item for identifying and understanding customers
in the induction, ensure the customer focus in the induction program.
• Involving customers in the delivery of induction training is also necessary to
assure customer focus.
3. Involvement of Senior Management
• This will enable to offer a clear communication of organisational
philosophy, vision and mission of the organisation to the
inductees.
• Also this will the encourage other managers to contribute to the
induction.
4. Direct Relevance of Information
• Essential to give only information that has a direct relevance to the inductees.
• Information that enables the inductees to become involved and productive
within the shortest time should be delivered.
• Also overloading the inductees with information should be avoided, because
important information can be missed, or underestimated, inductees will not
be interested and will increase their stress reducing their ability to retain the
information.
5. Higher involvement of the immediate superior/manager
• Responsibility for induction must always lie with the immediate manager of
the new employee.
• Also, sole responsibility of induction does not lies with the hr manager.
• Successful implementation heavily depends on involvement of senior line
managers and immediate mana gers of new employees.
• The role played by the immediate manager in inducting the new employee to
the job and job environment is pivotal.
Incorrect Concept of Correct Concept of
Responsibility Responsibility
6. Concern of the human side of induction
• New employees should be allowed to socialize with other human beings in the
organisation appropriately.
• Most significant part of induction is the human side, giving new employees knowledge
of what supervisors are like, and encouraging them to seek help and advice when
needed.
• The inductees should be informed clearly and encouraged to take initiative in
communication.
• Essential to influence believe in , feel positively, and tend to behave positively about
their jobs, the relevant departments and the organisation.
7. Gradual Induction
• New employees should be gradually introduced to the people with whom they will
work, rather than giving superficial introduction to all of them on the first day.
• Introducing the inductees to different parties (superiors, subordinates, customers, etc)
should be done over several days.
• Also the management should give some time to the inductees to become involved and
productive in the expected way.
• Even if an excellent employee to become involved and productive needs some time to
adjust to the new environment.
Induction and Socialization
• Socialisation is the ongoing process through which an employee begins to
understand and accept the values, norms, and beliefs held by others in the
organization.
• Induction starts the process of socialization of the new employee.
• Induction prevents negative outcomes by enabling employees to socialize
properly.
• The new employee has to change their personality to suit the
organisation’s culture, and process of meeting of the organisation’s
culture and the individual’s personality is socialization.
Induction Socialization
HRM function that systematically and The ongoing process through which an
formally introduces new employees to employee begins to understand and
the organisation, the jobs, the work accept the values, norms, and beliefs
groups to which they will belong and the held by others in the organisation
work environment where they will work.
Short-term process. Long-term process.
2. Encounter - the stage which the new employee have entered the organisation and is
facing the reality of the job and the organisation.
3. Settling - the stage on which new employees move down slowly and become used to
working in the new organisation. They begin to feel like part of the organisation.
• When the vacancies of the organization advertises, it only provides the positive
aspects on the job which tend to develop unrealistic expectations about the job.
• If these unrealistic expectations are not met, new employees encounter with real
shock and settle in unsuccessfully leading to numerous adverse consequences.
• Strategies to manage expectations of employees:
1. Realistic Job Preview (RJP)
2. Employee Mentoring Programme (EMP).
Realistic Job Preview (RJP)
• RJP presents realistic information about the demands of the job, the
organisation’s expectations of the job holder, and the work environment.
• A method of providing deliberately actual information to the applicant
regarding the job, the organisation’s expectations of the job holder and the
work environment.
• If done at the recruitment, it is good for the applicants as well as the
organisation.
Employee Mentoring Programme (EMP)
• EMP is a special programme designed to induct, train and develop the new
employee so that they intends to stay within the organisation for a long time.
• Usually a mentor is a well-qualified and experienced senior employee who
teaches the new employee and gives advice over a period of time.
• A mentor does mentoring that involves advising, role modelling, sharing
contacts and giving general support.