Induction/Orientation

Definition: “Orientation or induction is the process

of receiving and welcoming an employee when he
first joins a company and giving in the basic
information he needs to settle down quickly and
happily and start work”.

Objectives and Advantages of an Induction

programme.
 Advantages and Objectives of an Orientation
programme
 Objectives:
 To help the new come to overcome his  It helps to build two way
shyness
 To build new employee’s confidence
 To develop the new entrants a sense of
belonging and loyalty
 To foster a close and cordial
relationship…
 To prevent false impression and
negative attitude of the new employees
 To give the new comers necessary
information like canteen, locker room.
Rest periods and leave rules etc…
 Advantages:
communication
 It facilitates informal relations and
team work
 Induction is helpful in supplying
information about the organization,
job, and welfare of employees
 Proper Induction will reduce
employees grievances, absenteeism
and labor turnover
 Induction helps to develop good
public relations and improve the
overall morale of employees
 An Induction programme proves
that the company is taking a sincere
interest in getting him off to a good
start
Contents of an Induction programme:
 Brief history and operations of the company.
 Products and services of the company.
 The company’s organization structure.
 Location of departments and employee facilities.
 Policies and procedures of the company.
 Rules, regulations and daily work routines.
 Grievance procedures.
 Safety measures
 Standing orders and disciplinary procedures
 Terms and conditions of service including wages, working
hours, over time, holidays etc.
 Suggestion schemes
 Benefits and services for employees.
 Opportunities for training and promotions transfers etc.
 Induction and Staffing Decisions
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.
The impact of diversity in terms of age, language and cultural
background on organizations also makes it critical that proper
induction take place.
Induction = introduce, initiate, absorb employee into org.
Orientation = become familiar with, informing new employees
Socialization = adapt life in society, instill prevailing attitudes,
standards, values and patterns of behavior expected by the org.
Hence Induction = ( Induction + Orientation + Socialisation )
 Goals of Induction
Help the employee understand the “big”
picture.
Make the new employee part of the team.
Develop plans and goals for the new
employee.
Gather information from the new hire.
Anticipate and answer their questions
Celebrate the new employee’s arrival
 Who conducts Inductions
Should be shared between HR and line
manager.
General topics of interest would be covered
by HR.
Line would cover very specific, job-related
issues of concern.
 Benefits of Induction
Reduces reality shock and cognitive dissonance.
Dissonance occurs when there is a psychological gap
between what newcomers expect and what they actually
find.
Increases job satisfaction and lowers turnover and
absenteeism.
Alleviates employee anxieties.
Creates positive work values and reduces start-up costs.
Improves relationships between managers and sub-
ordinates.
 HR Policy and Induction
Why ?
Help ensure that the company is in compliance with legal
requirements.
Give management the opportunity to thoroughly evaluate the
basic needs of the organization and the needs of the individual
employee.
Updated polices help to eliminate discrimination in the workplace
and differences in management ethics between managers.
Human resources policies defines a standard of performance and
conduct.
Help to build employee enthusiasm and loyalty.
Policy = statement of intent
 Content of policies
Sources of information for policy:
Past practices in the organization.
Prevailing practices among other organizations
locally and nationally in the same industry.
Attitudes and philosophy of top management.
Attitudes and philosophy of middle and lower
management.
Knowledge and experience gained from handling
countless personnel problems.
Topics covered in Induction
 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
 Induction Model
Anticipatory (Induction) Stage
New recruit has expectations about the org and job
Employer uses a realistic job preview
Encounter (Orientation ) Stage
New 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
 Fostering company culture
 Induction initiates the whole process of integrating employees into the
organization's values, beliefs and traditions.
 Individual is slowly absorbed as a person is exposed to orientation, training
and the peer group – acculturation.
 Success = degree to which new employee understands absorbs and accepts
the culture of the organization.
 Long life employees must not forget that new employees must deal with
outside-life conflicts, intergroup conflicts, role conflicts, establishing new
interpersonal relationships and learning group norms.
 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 and social cohesiveness.
 Don’t forget the socialisation of the individual into the org.+
 THIS IS AN ONGOING PROCESS
 Planning the Induction
Programme
 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 ?
- Will I be able to carry out the technical aspects of my
job ?
- What is my future in this company ?
 Who else to include
Should the focus of Induction be improvement and
promotion of productivity other categories aside
from new employees can be included such as:
Transferred or promoted employees especially if
transfer or promotion involves significant change;
All current employees, particularly if restructuring
changes or mergers have taken place.
 Designing the Induction
Programme
Balance between company and individual needs.
The following must be considered:
- Target audience
- Essential and desirable information
- Literacy level of employees
 Implementation
 Induction kit which may include:
 Company organisation chart;
 Map of company’s facilities;
 Copy of policy and procedures hand – book;
 List of holidays and fringe benefits;
 Copies of performance appraisal forms, dates and procedures;
 Emergency and accident prevention procedures;
 Sample copy of company newsletter or magazine;
 Telephone numbers and location of key personnel;
 Can also provide a token e.g. pen or T-shirt
 In unionised companies it is advised that employees sign a form
acknowledging that they have received and read induction kit.
 Employee Handbook
 Follow up and evaluation of the
Induction programme
Regular checks should be initiated and conducted
by line manager during regular intervals;
Get feedback from employee regarding induction
process (normally set up by HR)
Use feedback to improve system
Let’s Start with Job Eval
uation
 Approaches to Internal Staffing
 Promotions
 Transfers
 Demotions
 Resignations
 Retrenchments
 Layoffs
 Dismissals
 Retirements
 Promotions
 Occurs when an employee is moved from one job to another that is higher
in pay, responsibility and / or organizational level.
 Based on merit or seniority.
 Merit based is due to an employee’s superior performance in his/her
present job.
 Seniority-based promotions are given to employees with the longest length
of service.
 Usually a combination of both approaches to promotion should be used.
 Transfers
 Decision makers must be able to reallocate their human resources to
meet internal and external challenges.
 Reallocation normally takes place through a transfer.
 A transfer takes place when a person moves from one job to another
that is relatively equal in pay, responsibility and organizational level.
 Transfers thus improve the utilization of human resources and provide
a person with new skills and a different perspective.
 Often a transfer results in an increase in motivation and job
satisfaction, particularly if there was little challenge in the employee’s
previous job.
 Technical and personal challenges in the new job can provide growth
opportunities, and at the least offer variety and a change in routine.
 Demotions
 An employee moves from one job to another that is lower
in pay, responsibility and organizational level.
 Occurs as a result of punishment for an offence.
 Or as a result of redeployment to an employee in the form
of a demotion instead of retrenchment.
 Demotions are negative solutions to problems and can hold
serious motivation and performance problems.
 Should be used as a last resort.
 Resignations
 Outward movement of staff and takes place for various
reasons e.g.:
 No promotion
 Better opportunities elsewhere
 Don’t fit culture of organization
 Withdrawal from conflict situations
 Personal reasons
 Can be viewed as healthy as creates opportunities for new
blood.
 Retrenchments
 Occurs as a result of a downturn in the economy or
business reasons, such as the closure of a branch etc
 Difficult decisions would be who should go ?
 One need to consider all legal considerations in
retrenchment as per the LRA.
 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
 Layoffs
 Take place as retrenchments do, however employees are
called back soon as the economy improves.
 Psychological effects need to be managed.
 Use alternatives before implementing
 Dismissals
 Result of an employee mis-behaving.
 Proper procedures must be followed.
 Normally lead to an unplanned vacancy.
 Retirements
 Usually plenty of notice to arrange succession.
 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.
 Retirees may continue to work part-time after re-tirement.
 Induction, Staffing decisions, and
Quality assurance
 Effectiveness depends on the minimum disruption to the
employer and the employee.
 Appropriate induction procedures and relevant staffing
decisions can help in relieving the pressures caused by
these staff movements.
 Given the amount of change organizations experience such
programs are essential.