Induction to Human Resource Management,

from a global perspective; 

 

‘To win the market Place, you must win the workplace’-Doug Conant (2016)

The global view of human resource management; 

The policies and practices involved in carrying out people or Human resources of a management position, including recruiting, screening, training, rewarding and appraising and compensating employees, and of attending to their labour relations, health and safety, and fairness concerns are known as Human Resource Management (Dessler, 2008). Moreover, Bohlander & Snell (2014) highlights Human Resource Management as the strategic approach which focuses on effective management of people in an organization so that they help the business to gain a competitive advantage. It is designed to maximize employee performance in the service of an employer's strategic objectives. Therefore, HRM can be concluded as the overall approach of managing Human Resources to effectively and efficiently achieve an overall organization's vision and mission. During the the overall approach of Human Resource Management carefully selecting employees doesn’t guarantee the effectiveness, even high potential employees will not be able to meet the expected or the desired level to achieve the overall vision and mission of the organization if they don’t know what to do or how to do the job. Therefore, the procedure for providing new employees with basic background information about the firm is known as an employee orientation (Dessler, 2008).

The induction procedure begins from the period where the new employee is taken round the workplaces and furthermore acquainted with the offices/luxuries accessible. Enlistment guarantees another worker is given data and helps when initiating work with an association. Delineating what the association depends on and requires, lessening the danger of administrative ruptures and empowering representatives to react adequately to new duties. Enlistment as the way toward accepting representatives when they start work, acquainting them with the organization and their associates, and educating them regarding the exercises, traditions, and customs of the organization. Armstrong (1982). Ogunbameru (2004).

In case we want to upgrade proficient improvement, we should go past tutoring to far-reaching acceptance programs. You don't plan deep-rooted students, many fewer pioneers basically by giving them a buddy to call when they are in a difficult situation. Enlistment incorporates all the exercises that train and bolster new employees, and it acculturates them to the mission and policies of the company. Furthermore, fortunately, employees stay where they feel effective, bolstered, and part of a group progressing in the direction of the accomplishment of shared objectives. (Wong, 2002)

The examination shows the three fundamental deterrents of businesses while directing the acceptance program. They are the conflicting connection among time and the remaining task at hand, individuals’ diversity and correspondence breakdown. Based on the findings, the thesis suggestions stretch the period for acceptance program, increment the amount of preparing courses and train the trainer programs for the nature of mentors. (Thao,2015).

An examination of the induction procedure at Texas Instruments found that representatives who experienced an improved induction of the program were completely gainful two months quicker than representatives in a customary program. An ultimate disappointment of the induction programme is the withdrawal of possibly great workers. Losing an employee who is a poor fit or not performing admirably possibly a fine result, however losing workers since they are puzzled, feel estranged or need certainty (Bauer, 2010).     

References;

Armstrong, M.A. (1982). Handbook of Personnel Management Practice. London, Thompson Learning.

Bauer, T. (2010).Onboarding New Employees: Maximizing Success.shrm.org [online]. Available at: <https://www.shrm.org/foundation/ourwork/initiatives/resources-from-past-initiatives/Documents/Onboarding%20New%20Employees.pdf> [ Accessed on 5th September 2019].

Bohlander, G. and Scott, S.(2014). Principles of Human Resource Management. 16th ed. Delhi, Cengage learning.

Dessler, G.(2008). Human Resource Management. 11th ed. New Delhi, Prentice-Hall of India Private Limited. 

Ogunbameru, O.A (2004). Organizational Dynamics. Ibadan, Spectrum Books Ltd.

Thao, L. (2015). Human resources development: induction programs - difficulties, impacts, and solutions. [online] Theseus.fi. Available at: <https://www.theseus.fi/handle/10024/103185> [Accessed on 11th September 2019].

Wong, H. (2002). Educational Leadership: Redesigning Professional Development. [online] Ascd.org. Available at: <http://www.ascd.org/publications/educational-leadership/mar02/vol59/num06/toc.aspx >[Accessed on 2 nd September 2019].

Outline of Acceptance program in global prospect; 

“Nothing we do is more important than hiring and developing people. At the end of the Day you bet on people, not on strategies”- Lawrence Bossidy (2016).

In arranging new-recruit induction programs, various consideration to look into. (Hrxperts.org, 2002) questions follow.

The most important questions are;

•       Who should have a responsibility regarding program usage, refreshing, assessment, and general oversight?
•       What should the program achieve? In what capacity can these outcomes be estimated?
•      How can the program best address company vision and departmental or supervisory objectives?
•       Who should attend the induction programme?
•       How do contrasts in new workers' activity positions, experience levels, instructive levels, ages, and foundations influence program content? In what capacity would flexibility be able to be incorporated with a far-reaching project to suit these distinctions?
•       What explicit data must be conveyed, and what is the most ideal approach to introduce that data? (For instance, can any bit of the data be conveyed on the web, through an intranet?)
•      Should data be given at the same time or over a time of weeks?
•       Who should take an interest in the program? What should be the jobs of workforce/HR staff, preparing staff, top administration, bosses, current representatives?
•       When, where, and how frequently the induction programme occurs, and what amount of time will the program require?
•      What materials (agendas, approach handbooks, reference booklets, handouts, slides, films, and so on.) are expected to enhance talks or exhibits? Are the materials revised?
•      Is there any budget allocation to execute an exhaustive program?

Figure 1: Ideal revised activities for the induction programme

Source; (Skeats, 1991).

Employee Induction is the procedure utilized by an organization to guide and direct the new employee to learn and to be exposed to the new organizational atmosphere and its existing employees to understand the expected tasks of the Job (Maruhi, 2018). Accurate induction programs will enable the new recruit to adapt and settle into the new organizational structure and culture as illustrated in figure 1.0. Also, it will empower the newly joined employees to respond effectively to the demands and responsibilities of their respective jobs. According to Dragomiroiu et al., (2014) the working environment influences and determines the new employee’s subsequent attitude towards the company, quality of work and work performance. Both the employer and the new employee approach the first day with a set of expectations that have been formed in the recruitment and selection process. The more thorough, open and honest the discussion during recruitment, the more likely it is that expectations will be shared or at least more realistic. However, it is frequently the case that where high levels of staff turnover occur, the recruitment process is hurried and frequently is driven by a desire to fill a vacancy at all costs (Lashley & Rowson, 2000). In these circumstances, the induction crisis is in part a response to a mismatch between the job role and the recruit and is rooted in poor selection and recruitment (Marchington & Wilkinson, 1996).

Induction programme relevance to the company orientation programme ;

Leading commercial airline which I’m working use a more integrated employee induction programme which includes most of the content activities and support activities in employee manual in intranet (which new employee can access as soon he/she agree to company IT policy), except lunch with managers and directors. When it comes to following up activities there is no follow up meetings and track integration progress. Extensive study revel follows up and tracks integration can be used to improve a more effective company induction programme.

References;

Dragomiroiu, R., Hurloiu, I. and Mihai, G. (2014).  Induction Staff Training. Procedia Economics and Finance, 16, pp.368-373.

Hrxperts.org. (2002). Induction and Orientation. [online] Available at: <https://hrxperts.org/pdf/library/hr/173_-_induction_and_orientation.pdf> [Accessed on 25th September 2019].

Lashley, C. and Rowson, B.(2000). Wasted millions, Staff Turnover in licensed retailing, Proceedings of 9th Annual CHME Research Conference, University of Huddersfield.

Marchington, M. and Wilkinson, A.(1996). Core Personnel and Development, London, Institue for Personnel and Development.

Maruhi, l. W.(2018). Factors affecting employee Induction Process at Headquarters of Equity bank Limited, Kenya, Nairobi, Univerisity of Nairobi. 

Skeats, J.(1991). Successful Induction, How to get the most from your employees, London.

Responsibility of the HR representative and line supervisor in an induction programme;

Figure 2: Orientation (or) induction and Placement in human resource management

Source; Lashley & Rowson,(2000).

Even when this is not the case, both the new recruit and the employer experience what might be described as “the shock of the new” and systematic induction is designed to reduce the negative experience for the two parties. Therefore, any an arrangement made to familiarize the new employee with the organization, safety rules, general conditions of employment, and the work of the department in which they are employed is highlighted as Induction (Skeats,1991). Induction programs planned by the organizations will eliminate negative effects and the drastic change of the environment, lifestyle, work culture and accelerate adaptation to the conditions that employees meet at the new job (Luthans,1995). Therefore, it can be concluded that the purpose of induction as the social and the psychological adjustment made quicker and easier for new employees in the organizational environment.

Induction Systems cover a variety of informal and formal programs in different companies, in some cases, the new employee merely greeted and shown his or her place of work. In other cases, the program may involve a formal away program from the immediate workplace (Marchington and Wilkinson, 1996). Furthermore, Buddy system is a prominent approach, whereby the new recruit is paired up with a more experienced colleague to guide and direct the newly joined employee to get used to organizational structure and the culture (Grensing-Pophal, 2009). Moreover, companies conduct a series of programs or modules provided for the employee so that learning place during work or in the employee’s own time.  Furthermore, the owner system or Sponsor system is also implemented, where the new recruit select or request a senior person to be appointed to guide initially. However, new workers are often anxious and a little shy, which may prevent them from getting information this way. This can lead to new employees not learning the “right” way of doing things, loss of productivity and serious issues such as safety breaches and in the worst case, fatalities (Cooper and Wight, 2014). The organisation could face financial loss, prosecution, fines, and even jail sentence, depending on the circumstances. Therefore, the focus towards Induction should be prominent to sustain in the contemporary environment through strategies to bring excitement to the program as per the suggestions.

Proposal to improve organization acceptance program:

On an account of the high safety standard requirements from the Civil Aviation Authority of Sri Lanka (CAASL) and the European Aviation Safety Authority (EASA). Propose an organization to give more prominence training related to line induction (supervisor) rather than HR-related training. Use in-house training as a priority aspect to training new engineering recruits in Employee Manual, Engineering Procedures Manual (EPM) and Maintenance Organization Exposition (MOE).

Propose Line Induction programme;

SESSION	SUGGESTED CONTENT OF SESSION
Introduction to the company and work area Person Responsible – Line Manager	·           - Mission, Vision, Objectives of the work area ·           - How the work area fits into the whole company. ·           - All key operational and social areas to be visited.  (e.g. Offices, Line - --Maintenance, Base Maintenance, The workshop, Stores, Admin & Library)
Introduction to other members of staff Person Responsible – Line Manager	-       - Go through organization chart -       Discuss the roles and responsibilities of staff in general terms.  -       - May also want to extend the time to allow visits to key contacts work area.
Introduction to the other teams within the Work area (if appropriate) Person Responsible – Line Manager	·           - Purpose/Activities of the other teams/work areas ·           - How the team fits into the work area
Terms and Conditions Person Responsible – Line Manager	·           - Ensure new recruit has viewed and understood the New important information on terms and conditions.
Performance Standards Person Responsible – Line Manager	·           - Outline specifics of job role – (job description) ·           - Define goals, objectives, and expectations ·           - Review probation and performance and development review/ ADR/ appraisal process.
Culture of the Work area Person Responsible – Line Manager/Nominee	·           - Make new recruit aware of local arrangements regarding hours of work, holiday requests, sickness procedure, after-hours working, dress code, lunch arrangements, etc. ·           - Other company procedures e.g. internet and e-mail usage, and transportation, etc.
Office Systems Person Responsible – Line Manager/Nominee	·           - Review processes for using office equipment such as a computer, telephone, printer, photocopier, etc.  ·           - Review processes for using other company equipment/systems such as libraries, open access computers, etc. ·           - Review computer security, and software usage. ·           - Consider environmental efficiencies (waste disposal, energy usage)
Job Specific Training and Development Person Responsible – Line Manager/Nominee	·           - Role-specific development needs should be reviewed and a suitable programme of training should be planned that aligns the individual’s skills to their core duties. ·           - Staff with line management responsibilities should be clear as to their duties and attend any relevant training. ·           - Outline the use of annual performance and development reviews. ·           Introduce training and development opportunities available to staff.
Health and Safety Person Responsible – Health & Safety Coordinator/ Line Manager	·           - Physical – fire exits, fire alarms, fire evacuation procedure, fire-training arrangements, manual handling, first-aid arrangements, VDU usage, and other arrangements as required.
Monitoring and Evaluation Person Responsible – Line Manager	·           - The Induction programme must be monitored and reviewed.  ·           Throughout the period regular review meetings should be held and any adjustments made.  ·           See sample templates to support this process: Checklists, Evaluations.
Probation Person Responsible – Line Manager	·           -   For new staff, the Probation Policy will apply

(Ed.ac.uk, n.d.)

References;

Cooper, J. and Wight, J. (2014). Implementing a buddy system in the workplace,Pmi.org. [online]  Available at: <https://www.pmi.org/learning/library/implementing-buddy-system-workplace-9376 >[Accessed on 27th September 2019].

Ed.ac.uk. (n.d.). induction programme for new staff. [online] Available at: <https://www.ed.ac.uk/files/atoms/files/sample_programme_content.doc> [Accessed on 26th September 2019].

Grensing-Pophal, L. (2009). Good Buddy or Bad Buddy? Devil's in the Details.SHRM. [online] Available at: <https://www.shrm.org/resourcesandtools/hr-topics/organizational-and-employee-development/pages/goodbadbuddies.aspx> [Accessed on 27th September 2019].

Lashley, C. and Rowson, B.(2000). Wasted millions; Staff Turnover in licensed retailing, Proceedings of 9th Annual CHME Research Conference, University of Huddersfield. 

Luthans, F.(1995). Organizational Behavior. 7th ed. Singapore: s.n

Marchington, M. & Wilkinson, A.(1996).Core Personnel and Development, London: Institue for Personnel and Development. 

Skeats, J.(1991).Successful Induction, How to get the most from your employees, London 

Strategies to consider when planning an induction program;

Video 1: New Employee Orientation.

Source: Gregg Learning (2019)

  Figure 4.0: Strategies to promote prominent induction programs

  
Source: Klein & Weaver (2000)

Figure 4.0 describes strategies to promote prominent induction programme, and how the following strategies are implemented in the organization working for.

Introduction Video’s – 
Short videos can likewise be made accessible utilizing an intranet for new recruits to see in their private investigation time. The model incorporates delineating indifferent conditions, demonstrating clinical aptitudes, and animating understudy exchange (Mendoza, Caranto, and David, 2015). Besides, "Learning through Digital Media Experiments in Technology and Pedagogy" expresses that recordings need not belong. All things considered, shorter fragments may put more prominent accentuation on close review and resultant perception. It is at present used in presenting thoughts, talks, dialogues, and updates. Video-put together materials concerning uniquely delivered instructive recordings, documentaries, NEWS, and numerous projects nowadays ( Scholz,2011).

The organisation that I’m working use Chairman’s and CEO’s message which include vision and mission objective by organization chain of command are incorporated in the company-internal web (intranet)

Ability to explore and learn – 
E-learning avoids linear imperatives of the conventional educational program. Also, educating and learning procedures can happen in instructional hubs, houses, and even remote territories and fabricate an open door for learning (Talebian, Mohammadi, and Rezvanfar, 2014).

Some of the advantages of e-learning mentioned below;

·    Time and place access: Users can continue through a preparation program both at their own pace and at their very own place. They can likewise get to the preparation framework whenever, getting just as much as they need (James, 2002).

·    Equity Karimi (2007) accepts e-learning gives equivalent access and equivalent capability is the target of this training framework.

·    Improving group collaboration: Learners and instructors can be associated together using visiting, voice and video meetings, intelligent TV, virtual classes and wipe out physical partition at the same time (Faraj Allahi and Zarif Sanayei, 2009).

·    Direct access to numerous other preparing resources (Karimi,2007) computerized libraries just offer electronic duplicates of assets and understudies will have the option to utilize them all over the place (Usman, 2015)

·    Deciding the pace of movement in courses: This highlight diminishes the degree of tension of understudies because of dread of falling behind others in the class and furthermore expands fulfilment of skilled students concerning training framework (Hodavand, 2008)

·    Nonattendance of teacher: Compared with conventional techniques, eye to eye and energetic correspondence doesn't exist in e-learning. This can cause negative impacts on the scholastic movement and the trademark improvement of understudies (Behnam, 2012).

The organisation that I’m working using the e-learning platform in the intranet (web-based application) to develop the soft skills of new recruits.

Scenarios - 
Situation-Based Learning (SBL) is a successful methodology that gives a superb system to dynamic learning. Like case-based guidance, SBL uses a bona fide setting where the issues are introduced in certain succession and decisions offered that empower the student to arrive at a result. Not at all like case-based guidance nonetheless, SBL, for the most part, holds fast to an exhibition improvement basic as opposed to the procurement of learning and abilities. Moreover, SBL empowers the framework to introduce new situations and results depend on what a client chooses. Likewise, with any constructivist approach, botches are a basic piece of the learning procedure. In SBL missteps advise the framework which adjusts along these lines inciting the student to settle on better decisions later on ( Mariappan, Shih, and Schrader,2004).

The organisation that I’m working on using international aviation academy (IAA) to educate new recruits in situation based learning.

Infographics - 
In general, there is the accepted standard in the medium towards exploring new formats based on web mash-ups and data visualization, but not often do they aim to make up a space for public debate that provides readers more than just only one platform. There are many graphic types for visualizing data, from bar graphics to pie charts, from tables to diagrams. As a matter of fact, most of the graphics used in visualization applications are a part of our lives for many years. Graphs allow us to explore data and observe patterns that no other approach can achieve (Siricharoen, n.d.).

The company employee manual describes each employee position and the basic requirement required and the job function. A new recruit can refer anytime.

Tables - 
Information tables are significant in that they can be utilized to compose a great part of the data gathered in an exploration exertion. These "raw" information enable the peruser to quickly distinguish what data is accessible and rapidly observe where significant outcomes are found. Information tables ought to be finished however should not be excessively unpredictable. Now and again it is useful to break an enormous table into a few little ones to enable the peruser to distinguish significant data effectively (Durbin,2004).

Organisation used Annual reports and intranet to educate the employee about the financial, analytic data and prediction.

References;

Behnam, A. (2012). The Effect of information and communication technology on learning level, improvement of teaching-learning process and information literacy [online].Available at:<http://www2.atfmag.info/?p=2729> [Accessed on 23rd September 2019].

 Durbin, C. (2004). Effective Use of Tables and Figures in Abstracts, Presentations, and Papers.Rc.rcjournal.com. [online]  Available at: <http://rc.rcjournal.com/content/respcare/49/10/1233.full.pdf >[Accessed on 23rd September 2019].

 Faraj  Allahi,  M. and  Zarif  Sanayei,  N. (2009). Education-based on information and communication technology in higher education Journal of education strategies, 4(2), 167-171, [Persian].

 Hodavand, S. (2008). Analyzing e-learning in Iran [online]. Available at:   <http://www.mrfi.ir/kol/maghalat/Elearning/4.htm>  [Accessed on 23rd September 2019].

 James, G.(2002).Advantages and disadvantages of online learning [online].Available at: <http://www.comminit.com/ict-4-development/node/210058> [Accessed on 23rd September 2019].

 Karimi,  A. (2007). Studying factors influencing the use of information technology in scientific and practical education. Master's thesis, University of Tehran, Iran.

Klein, H. J. & Weaver, N. A.(2000). The Effectiveness of an organizational level orientation training Program in the socialization of new hires. Journal of Personnel Psychology, 3(4), pp. 47-66

 Mariappan, J., Shih, A. and Schrader, P. (2004). Use of Scenario-Based Learning Approach in Teaching Statics. [online] Available at: <https://www.researchgate.net/profile/Mariappan_Jawaharlal/publication/237244689_Use_of_Scenario- Based_Learning_Approach_in_Teaching_Statics/links/57915d6608ae0831552f9ac3/Use-of scenario-Based-Learning-Approach-in-Teaching-Statics.pdf> [Accessed on 22nd September. 2019].

 Mendoza*, G., Caranto, L. and David, J. (2015). Effectiveness of Video Presentation to Students’ Learning.

Gregg Learning (2019). New Employee Orientation [video] Directed by Gregg Learning. <https://www.youtube.com/watch?v=Y9Kh_YZ83XE> [Accessed on 22nd September 2019].

 Scholz, R. (2011). Learning Through Digital Media Experiments in Technology and Pedagogy. Clalliance.org.[online]  Available at: < https://clalliance.org/wp-content/uploads/files/Learning_Through_Digital_Media.pdf> [Accessed on 22nd September 2019].

Siricharoen, W. (n.d.). Infographics: The New Communication Tools in the Digital Age. researchgate.net [online].Available at <https://www.researchgate.net/profile/Waralak_Siricharoen/publication/256504130_Infographics_the_new_communication_tools_in_digital_age/links/0c9605232e6f666b1f000000.pdf?disableCoverPage=truehttp://www.researchgate.net/profile/Waralak_Siricharoen/publication/256504130_Infographics_the_new_communication_tools_in_digital_age/links/0c9605232e6f666b1f000000.pdf?disableCoverPage=true > [Accessed on 22nd September 2019].

Talebian, S., Mohammadi, H. and Rezvanfar, A. (2014). Information and Communication Technology (ICT) in Higher Education: Advantages, Disadvantages, Conveniences, and Limitations of Applying E-learning to Agricultural Students in Iran.Social and Behavioral Sciences, 152, pp.300-305.

Usman, M. (2015). Intranet and Its Significance in an Organization. researchgate.net.[online]  Available at <https://www.researchgate.net/publication/277595822_Intranet_and_Its_Significance_in_an_Organization >[Accessed on 23rd September 2019].

Advantages of induction program to the organisation and to the new recruits

Video 2:  Induction training

Source: Bizconsesh (2019)

Advantages of proper induction training to the organization;

1. Cost and time-saving -

The induction programme is the primary preparing program in which the representative partakes after he joins the company (Bickmore, and Bickmore, 2009). Enlistment preparing gives him all the data expected to begin playing out his obligations. The new recruit is prepared well in the acceptance program, he can without much of a difficulty adjust to his new job and begin conveying results rapidly – that is the way it spares the company a ton of cash and time

(Lashley & Rowson, 2000; NCTAF, 2003).

2. Diminishes new recruit turnover -

Individuals join the organization together with a lot of expectations, and simultaneously, they have part of inquiries concerning the company. Every one of these inquiries must be replied in the enlistment preparing. Insufficient acceptance preparing leaves new worker befuddled about the activity (Allen, 2005; Ingersoll, and Smith, 2004). Workers may feel baffled and powerless, on the off chance that they are not prepared appropriately. Then again, viable enlistment preparing goes far in expanding staff standards for dependability and diminishing worker turnover in a major manner (Carucci,2018; Skeats,1991; Robson, 2009).

3. Increase operational effectiveness -

A decent acceptance programme covers all parts of the organization altogether. It enables new recruits to get comfortable with the company's work culture, vision, mission, and objectives (Salau, Falola, and Akinbode, 2014). Simultaneously, new recruit comprehends their own job in accomplishing the objectives of the organization. This will help upgrade the productivity of recruit rapidly, as they conform to the work culture of the association and engage in their activity. Generally, it enormously helps increase the operational productivity of the company (Kajs et al. 2001).

Advantages of proper induction training to the new recruit;

1. Makes the new recruit feel regarded and esteemed -

The great induction programme gives a warm welcome to the new recruit and spotlights on explaining every one of his/her questions about the company and his/her activity. It guarantees that the new recruit feels great in the company. It likewise makes him/her feel that he/she is invited, regarded, and esteemed. This spurs the new recruit incredibly ( Kleynhans, et al. 2006; Dessler,2005).

2. Gives the fundamental data -

An extensive induction programme enables the new worker to get all the important data about the company and explains the companies desires on him/her. This encourages him/she comprehend the way of life, work standards, approaches and methods of the company, and along these lines empower him/ her to rapidly adjust to the workplace (Grobler, et al. 2002).

3. Help he/she builds up great correspondence -

As Bush and Middlewood (2005) Explain, the Induction programme helps the new recruit in building up great correspondence with the company. As a feature of the enlistment preparing program, the new recruit is acquainted with his/her immediate manager, different workers, leads, and executives of the company. This makes he/she increasingly agreeable when his/her needs to speak with them later.

The organisation which I’m working on do-pursue below mention activities, except for lunch with managing director, line manager, and photographs. I do propose if the organization could complete those two activities it will give new recruits more certainty, esteem, and administration aptitude to carry out his/her obligation.

Figure 5.0 activities and outcome of the induction programme

Hendricks and Louw-Potgieter (2012)

Reference;

Allen, M. B. (2005). Eight questions on teacher recruitment and retention: What does the research say.[online] Available at: <http://www.ecs.org/html/educationIssues/TeachingQuality/TRRreport/home/TeacherRecruitmentRetention.pdf> [Accessed on 20th September 2019].

Bickmore, D. and Bickmore, S. (2009). Author's personal copy A multifaceted approach to teacher induction. [online] Elsevier Ltd. Available at: <https://www.academia.edu/25211834/A_multifaceted_approach_to_teacher_induction >[Accessed on 20th September 2019].

Bizconsesh (2019). Induction Training. [online] Directed by Bizconsesh - GCSE & A Level Business. [online] Available at: <https://www.youtube.com/watch?v=r4Db2Lqsl1o&feature=youtube: Bizconsesh - GCSE & A Level Business > [Accessed on 21st September 2019].

Bush, T. and Middlewood, D. (2005). Leading and managing people in education. Great Britain: SAGE Publications.

Carucci, R. (2018). To Retain New Hires, Spend More Time Onboarding Them. [online] Harvard Business Review. hbr.org [online] Available at: <https://hbr.org/2018/12/to-retain-new-hires-spend-more-time-onboarding-them> [Accessed on 20th September 2019].

Debaawy, M. (2010). 7 Benefits Of A New Employee Induction Program.Debaawy's Blog. [online]  Available at: <https://debaawy.wordpress.com/2010/07/19/induction/ >[Accessed on 22nd September 2019].

Dessler, G. (2005). Human Resources Management. 7 th Edn. Upper Saddle River, New Jersey: Prentice-Hall.

Feiman-Nemser, S. (2003). What New Lecturers Need to Learn? Educational Leadership, 60 (8): 25-29.

Grobler, P.A., Warnich, S., Carrelli, M.R., Elbert, N.F. and Hartfield, R.D. (2002). Human Resource Management. London: Thomson Learning.

Hendricks, K. and Louw-Potgieter, J. (2012). A theory evaluation of an induction programme. Sajhrm.co.za.[online]  Available at: <https://sajhrm.co.za/index.php/sajhrm/article/view/421/471> [Accessed on 22nd September 2019].

Ingersoll, R. and Smith, T. (2004). Do teacher induction and mentoring matter? NASSP Bulletin, 88(638), pp28–40.

Kajs, L.T., Willman, E., Alaniz, R., Maier, J.N., Brott, P.E. and Gomez, D.M. (2001). Looking at the process of mentoring for beginning teachers. [Online] Available at <http://www.alt-teachercert.org/Mentoring.html> [Accessed on 22nd September 2019].

Kleynhans, R., Markharm, L., Meyer, W., Pilbeam, E. and van Aswagen, S. (2006). Human Resource Management fresh perspectives. 1st Edn. Cape Town: Maskew Miller Longman (Pty) Ltd.

Lashley, C. and  Rowson, B. (2000). Wasted  Millions: staff  turnover in licensed retailing’, Proceedings of 9th Annual CHME Research Conference, University  of Huddersfield,  Huddersfield

National Commission on Teaching and America’s Future. (2003). No Dream denied: A pledge to America’s children. New York.

Robson, F. (2009). How to deliver effective inductions? People Management. [Online]. Available at< http://www.peoplemanagement.co.uk/pm/articles/2009/06/how-to-deliver effectiveinductions.htm.> [Accessed on 21st September 2019].

Salau, O., Falola, H. and Akinbode, J. (2014).Induction and Staff Attitude towards Retention and Organizational Effectiveness. iosrjournals.org. [online]  Available at <https://www.researchgate.net/publication/267510821_Induction_and_Staff_Attitude_towards_Retention_and_Organizational_Effectiveness> [Accessed on 22nd September 2019].

Skeats, J. (1991). Successful Induction: How to get the most from your employees. London: Kogan Page.