54376093 Induction and Orientation Lect 5

8/6/2019 54376093 Induction and Orientation Lect 5

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Induction/Orientation

y Definition: Orientation or induction is the processof receiving and welcoming an employee when he

first joins a company and giving in the basicinformation he needs to settle down quickly andhappily and start work.

y Objectives and Advantages of an Inductionprogramme.


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Advantages and Objectives of an Orientation

programme

y Objectives:

y To help the new come to overcome hisshyness

y To build new employees confidence

y To develop the new entrants a sense of

belonging and loyaltyy To foster a close and cordial

relationship

y To prevent false impression andnegative attitude of the new employees

y To give the new comers necessaryinformation like canteen, locker room.Rest periods and leave rules etc

y

Advantages:

y It helps to build two waycommunication

y It facilitates informal relations andteam work

y Induction is helpful in supplyinginformation about the organization,job, and welfare of employees

y Proper Induction will reduceemployees grievances, absenteeismand labor turnover

y

Induction helps to develop goodpublic relations and improve theoverall morale of employees

y An Induction programme provesthat the company is taking a sincereinterest in getting him off to a goodstart


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Contents of an Induction programme:

y Brief history and operations of the company.

y Products and services of the company.y The companys organization structure.

y Location of departments and employee facilities.

y Policies and procedures of the company.

y Rules, regulations and daily work routines.

y Grievance procedures.

y Safety measures

y Standing orders and disciplinary procedures

y Terms and conditions of service including wages, working hours,

over time, holidays etc.

y Suggestion schemes

y Benefits and services for employees.

y Opportunities for training and promotions transfers etc.


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Induction and Staffing Decisions

y Starting a new job is considered to be one of the most stressful

life experiences and proper induction process that is sensitive to

the anxieties, uncertainties and the needs of the new employee is

of utmost importance.

y

The impact of diversity in terms of age, language and culturalbackground on organizations also makes it critical that proper

induction take place.

y Induction = introduce, initiate, absorb employee into org.

y Orientation = become familiar with, informing new employeesy Socialization = adapt life in society, instill prevailing attitudes,

standards, values and patterns of behavior expected by the org.

y Hence Induction = ( Induction + Orientation + Socialisation )


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Goals of Induction

y Help the employee understand the big picture.

y Make the new employee part of the team.

y Develop plans and goals for the new employee.y Gather information from the new hire.

y Anticipate and answer their questions

y

Celebrate the new employees arrival


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Who conducts Inductions

y Should be shared between HR and line manager.

y General topics of interest would be covered by HR.

y Line would cover very specific, job-related issues ofconcern.


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Benefits of Induction

y Reduces reality shock and cognitive dissonance.

Dissonance occurs when there is a psychological gap

between what newcomers expect and what they actually

find.

y Increases job satisfaction and lowers turnover and

absenteeism.

y

Alleviates employee anxieties.y Creates positive work values and reduces start-up costs.

y Improves relationships between managers and sub-

ordinates.


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HR Policy and InductionyWhy ?

y Help ensure that the company is in compliance with legalrequirements.

y Give management the opportunity to thoroughly evaluate

the basic needs of the organization and the needs of theindividual employee.

y Updated polices help to eliminate discrimination in theworkplace and differences in management ethics between

managers.y Human resources policies defines a standard of performance

and conduct.

y Help to build employee enthusiasm and loyalty.

yPolicy = statement of intent


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Content of policies

y Sources of information for policy:

y Past practices in the organization.

y Prevailing practices among other organizations locally

and nationally in the same industry.y Attitudes and philosophy of top management.

y Attitudes and philosophy of middle and lower

management.

y Knowledge and experience gained from handling

countless personnel problems.


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Topics covered in Inductiony General topics Job-Related Issues

- Company history and structure - Introduction to supervisor and

- Company Structure co-workers

- Layout of physical facilities - Job location

- Products / Services - Job tasks- Company policies and procedures - Job objectives

- Disciplinary regulations - Relationship to other jobs

- Safety procedures

- Pay scales and paydays

- Holidays

- Employee Benefits


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Induction Model

Anticipatory (Induction) Stage

New recruit has expectations about the org and job

Employer uses a realistic job preview

Encounter (Orientation ) StageNew recruit needs info on polices, coping with stress

Employer uses a realistic orientation programme for

new employee stress

General company orientation and dept. orientation

Settling in (Socialisation Stage)

New recruit adjusts to organisational culture

Employer offers mentoring programme


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Fostering company culture

y Induction initiates the whole process of integrating employees into theorganization's values, beliefs and traditions.

y Individual is slowly absorbed as a person is exposed to orientation,training and the peer group acculturation.

y Success = degree to which new employee understands absorbs and

accepts the culture of the organization.y Long life employees must not forget that new employees must deal with

outside-life conflicts, intergroup conflicts, role conflicts, establishing newinterpersonal relationships and learning group norms.

y Open door policy helps, tell them about the degree to which company

values personal goals, autonomy and privacy over group loyalty,commitment to group norms, involvement in collective activities andsocial cohesiveness.

y Dont forget the socialisation of the individual into the org.+

y

THIS IS AN ONGOING PROCESS


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Planning the Induction Programmey Meet expectations, ask the following questions:

-What are the expectations of this company regarding the

services I

can offer.

-Who is my boss and what is s/he like ?

-What kind of social behaviour is regarded as the norm in this

company ?

-W

ill I be able to carry out the technical aspects of my job ?-What is my future in this company ?


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Who else to include

y Should the focus of Induction be improvement and

promotion of productivity other categories aside from

new employees can be included such as:

yTransferred or promoted employees especially if transferor promotion involves significant change;

y All current employees, particularly if restructuring

changes or mergers have taken place.


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Designing the Induction

Programme

y Balance between company and individual needs.

y The following must be considered:

-Target audience- Essential and desirable information

- Literacy level of employees


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Implementation

y Induction kit which may include:y Company organisation chart;

y Map of companys facilities;

y Copy of policy and procedures hand book;

y List of holidays and fringe benefits;y Copies of performance appraisal forms, dates and procedures;

y Emergency and accident prevention procedures;

y Sample copy of company newsletter or magazine;

y

Telephone numbers and location of key personnel;y Can also provide a token e.g. pen or T-shirt

y In unionised companies it is advised that employees sign a formacknowledging that they have received and read induction kit.

y Employee Handbook


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Follow up and evaluation of the

Induction programme

y Regular checks should be initiated and conducted by line

manager during regular intervals;

y Get feedback from employee regarding induction

process (normally set up by HR)

y Use feedback to improve system


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Lets Start with

Job Evaluation


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Approaches to Internal Staffingy Promotions

y Transfers

y Demotions

y

Resignationsy Retrenchments

y Layoffs

y Dismissals

yRetirements


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Promotionsy Occurs when an employee is moved from one job to another that

is higher in pay, responsibility and / or organizational level.

y Based on merit or seniority.

y Merit based is due to an employees superior performance in

his/her present job.

y Seniority-based promotions are given to employees with the

longest length of service.

y Usually a combination of both approaches to promotion should be

used.


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Transfersy Decision makers must be able to reallocate their human resources to meet

internal and external challenges.

y Reallocation normally takes place through a transfer.

y A transfer takes place when a person moves from one job to another that is

relatively equal in pay, responsibility and organizational level.y Transfers thus improve the utilization of human resources and provide a person

with new skills and a different perspective.

y Often a transfer results in an increase in motivation and job satisfaction,

particularly if there was little challenge in the employees previous job.

yTechnical and personal challenges in the new job can provide growthopportunities, and at the least offer variety and a change in routine.


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Demotionsy An employee moves from one job to another that is lower in pay,

responsibility and organizational level.

y Occurs as a result of punishment for an offence.

y Or as a result of redeployment to an employee in the form of a

demotion instead of retrenchment.

y Demotions are negative solutions to problems and can hold

serious motivation and performance problems.

y Should be used as a last resort.


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Resignationsy Outward movement of staff and takes place for various reasons

e.g.:

y No promotion

y Better opportunities elsewhere

y Dont fit culture of organization

y Withdrawal from conflict situations

y Personal reasons

y

Can be viewed as healthy as creates opportunities for new blood.


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Retrenchmentsy Occurs as a result of a downturn in the economy or business

reasons, such as the closure of a branch etc

y Difficult decisions would be who should go ?

y One need to consider all legal considerations in retrenchment as

per the LRA.y Take into account the following:

- Improve morale and productivity

- Squash rumours

- Keep performance from declining

- Offer counselling where necessary

- Identify issues and concerns of employees


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Layoffsy Take place as retrenchments do, however employees are called

back soon as the economy improves.

y Psychological effects need to be managed.

y Use alternatives before implementing


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Dismissalsy Result of an employee mis-behaving.

y Proper procedures must be followed.

y Normally lead to an unplanned vacancy.


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Retirementsy Usually plenty of notice to arrange succession.

y Phased withdrawal from the organization is encouraged so that the

retiree adjusts gradually to the new state of being without

stimulating employment and with a lower level of income.

y Retirees may continue to work part-time after re-tirement.


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Induction, Staffing decisions, and

Quality assurancey Effectiveness depends on the minimum disruption to the employer

and the employee.

y Appropriate induction procedures and relevant staffing decisions

can help in relieving the pressures caused by these staff

movements.

y Given the amount of change organizations experience such

programs are essential.

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54376093 Induction and Orientation Lect 5

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