“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.
I agree with above content. Further, Induction clearly outlining what the organization stands for and requires, reducing the risk of regulatory breaches and enabling employees to respond effectively to new responsibilities (Odunayo et al, 2014).
ReplyDeleteHi,Chandran.Global conditions of dynamic competition, sophisticated information technology, knowledge economy, and globalization of the market have led to significant changes in an organization's importance of human resources.These changes have led to a growing emphasis on human resources (new employees) available to the company(Dragomiroiu, Hurloiu and Mihai, 2014).
DeleteHi Indika, in addition to the questions you have raised regarding the content of an induction program, companies must also take into consideration of any legal requirements; for example, in some countries it is mandatory to show Health and Safety training videos. Moreover, regulatory requirements need to be taken into account as well (Skeats, 1991).
ReplyDeleteHi Jehan, thanks for highlighting a missing point,A well designed induction program requires proper planning to be used successfully.This program trains the new employees to cope with stress and other contingencies such as fear of the unknown, inferiority complex, depression that is likely to occur during one of the most stressful times of their corporate life (Wanous & Reichers, 2000)
DeleteHi Indika, agree with above details and I would like to add some more to it. Induction planning seeks to formulate all activities aimed at integrating the new employee with the organization, other staff, business process, vision, values and culture. It involves preparing the organization to welcome the new employee. An induction checklist shall be prepared to outline the basic stages of the induction process and can be tailored to meet the specific requirements of a particular position (Deb, 2006).
ReplyDeleteHi Anjula, I do agree with you, however it will be a daunting task to prepare tailormade system due to myriads of staff position.Implementing a buddy system in your work environment not only offers the new employee advantages, it can also be of service to your company. Providing an office buddy makes sure the new employee has someone to talk to, which is crucial in a new job's first anxious weeks. A formal buddy system can also become an unstructured sharing of information (Cooper & Wight,2014).
DeletePorter (2007), elaborating on his theory stated, that employees will experience better fit with the job role and the organisation when there are more and proper HR practises are exercised. And he considered recruitment as the key part of a properly exercised HR practice. Hence I couldn’t agree with you more on this post as it shows the importance of the induction programmes right after recruiting an employee.
ReplyDeleteDelay or absence of the induction produces will give a unclear impression in the new employee's minds of the organization's cultural heritage, purpose and ultimate objective.In addition, the absence of the induction program may lead the new employee to hear incorrect organizational information. They could be subject to offensive gossip by employees that misrepresent the impression of the new employee's understanding of the company and/or the job given to the employee (Mehay, 2001).
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