A PROJECT WORK REPORT ON

“INDUCTION PROGRAM AND ONBOARDING PROCESS

AT WEBCRAFT EXPERTS”
Submitted by
Himanshi
Roll No. - 20MSKXX614

Submitted to

RAJASTHAN TECHNICAL UNIVERSITY

MASTER OF BUSINESS ADMINISTRATION

Under the guidance of

INTERNAL GUIDE EXTERNAL GUIDE

Dr. Atul Gupta Pranay Kumar Gaekwad

DY Head & Associate Professor Senior Manager - HR

Department of MBA

Swami Keshvanand Institute of Technology, Management and Gramothan,

Ramnagariya Jaipur

(Batch 2020-22)
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 CERTIFICATE

This is to certify that Himanshi bearing Roll No. 20MSKXX614, is a bonafide student of
Master of Business Administration course of the Swami Keshvanand Institute of Technology,
Management and Gramothan Batch (2020-22), affiliated by Rajasthan Technical University,
Kota.

Project work report on “Induction Program And Onboarding Process At Webcraft Experts” is
prepared by her under the guidance Dr. Atul Gupta, in Partial fulfillment of the requirements
for the award of the degree of Master of Business Administration of Rajasthan Technical
University, Kota, Rajasthan.

Signature of Internal Guide Signature of HOD

Signature of Principal

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 PREFACE

Human resource management is concerned with people element in management. Since every
organization is made up of people, acquiring their services, developing their skills/ motivating
to high level of performances and ensuring that they continue to maintain their commitments
to the organization which are essential to achieve organizational objectives.

This project is meant to know the Induction Program And Onboarding Process in the
organization. The Induction Program are a tool to achieve employee satisfaction and thus
highly motivated employees. The main objective of Induction Program is to increase
efficiency by increasing motivation and thus fulfill organizational goals and objectives.

The objective is to provide the reader with a framework of the Induction Program Manual and
the various objectives that the different policies aim to achieve. The main focus was on the
managerial levels of employees in Webcraft Experts.

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 DECLARATION

I, Himanshi, hereby declare that the Project Work Report entitled “INDUCTION PROGRAM AND
ONBOARDING PROCESS” AT “WEBCRAFT EXPERTS” prepared by me under the guidance of
Dr. Atul Gupta, faculty of M.B.A. Department, Swami Keshvanand Institute of Technology,
Management and Gramothan and external assistance by Pranay Kumar Gaekwad (Senior Manager –
HR).

I also declare that this Project work is towards the partial fulfillment of the university regulations for
the award of degree of Master of Business Administration by Rajasthan Technical University, Kota.

I further declare that this project is based on the original study undertaken by me and has not been
submitted for the award of any degree from any other University.

Signature of the Student

Place: Jaipur
Date: 27/05/2022

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 TABLE OF CONTENTS

Serial Chapter Page

No No

1 Executive Summary
9

2
Employee induction procedure
17

3 34
Onboarding

4 Legal procedure of Integration of new Employee 52

5 72
Data Analysis and Interpretation
6 Conclusion 84

7 Suggestions and Recommendations 86

8 Bibliography 89

9 Annexure 90

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 TABLE OF CONTENTS
Sr. No. PARTICULARS Page.
No.

1. Executive Summary 10

1. Introduction 11

1.1 Industry Overview 12-13

1.2 Overview of topic 15-17

2. Employee induction procedure 18- 19

2.1 Components of orientation programme 21- 25

2.2 Challenges faced in induction and orientation 25- 30

2.3 Strategies to improve induction program 31- 32

2.4 Induction Procedure at Webcraft experts

33 –
2.5 Types of Induction 34

3. Onboarding

3.1 Onboarding and integration of new employee 35-41

3.2 Getting started with onboarding process 41-42

3.3 Creating an onboarding program 42-49

3.4 Tailoring onboarding to different audiences 49-52

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4. Legal procedure of Integration of new Employee 53

4.1 Code of conduct for the employees 55-61

4.2 List of documents to be attached in the joining process 62-68

4.3 Employees state insurance corporation form 69-70

4.4 Nomination and declaration form

5. Data Analysis and Interpretation 73-84

6. Conclusion 85-86

7. Suggestions and Recommendations 87-89

8. Bibliography 90-91

9. Annexure 92

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 LIST OF FIGURES

Serial Topics Page

No. No.
4.1 Industry overview

4.1.1 The Global Information Technology Industry 13

4.1.2 Contributing Factors to Ensure Positive Growth 13

4.1.3 Changes in Hiring Tactics 14

4.2 Induction

4.2.1 Induction program 15

4.3 Onboarding 36

4.3.1 The Benefits of Onboarding 40

4.3.2 Getting started with the Onboarding Process 41

4.4 Integration of new employee

4.4.1 Code of conduct 55

4.4.2 List of Documents to be attached 62

4.4.3 Employee’s state insurance corporation 63

4.4.4 Nomination and Declaration Form 66

4.4.5 Nomination 67

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 CHAPTER-1
EXECUTIVE SUMMARY

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My internship at Webcraft Expert, was a great exposure to the industry. After
going through my summer training, I had a firsthand experience of how an industry
as well as HR department functions.

INTRODUCTION OF PROJECT
This project is about the HR Policies in Webcraft Expert. The Induction program
in an organization helps every individual to raise his/her potential in all facets by
helping him to be satisfied and secured about his present and future.

PROJECT TITLE
The title of the project is “Induction Program And Onboarding Process At
Webcraft Experts”. As the name indicates it is the study of the Webcraft Expert
prevalent in the organization.

ORGANISATION
Every business, whether small or big, needs effective IT services and systems to
increase productivity. Whether it is through hiring in-house information technology
experts or maximizing the benefits of outsourcing technical support. Website Design
& development made easy and provide process oriented B2B web development
services

At Webcraft experts, we follow Wordpress code ethics for any type of

customization. WEBCRAFT is a full-lifecycle product development services
company with a mission of creating beautiful products through design led product
development.

Most importantly, Webcraft expects to construct quality relationships with each

citizen and welcome lakhs of loyal customer back each year.

Website https://webcraftexperts.com/

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 Industry Website design and development

Phone 9636655615

Company Size 20-50 employees

Headquarters Jaipur, Rajasthan

Type Privately Held

Founded 2015

INDUSTRY OVERVIEW

India is the world's largest sourcing destination with largest qualified talent pool of
technical graduates in the world. According to National Association of Software and
Service Companies (Nasscom), the Indian IT industry’s revenue is estimated to reach
US$ 194 billion in FY21, an increase of 2.3% YoY. The sector is the largest employer
within the private sector. According to Gartner estimates, IT spending in India is
estimated to reach US$ 93 billion in 2021 (7.3% YoY growth) and further increase to
US$ 98.5 billion in 2022. As of FY21, the IT industry employed 4.5 million people.

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 OVERVIEW OF TOPIC

Introduction to induction and Basic Information-

An induction programme is the process used within many businesses to welcome new
employees to the company and prepare them for their new role. It helps in the integration
of employees into the organization.

As I worked in this field Induction training should, according to TPI-theory, include

development of theoretical and practical skills, but also meet interaction needs that exist
among the new employees.

An Induction Programme can also include the safety training delivered to contractors
before they are permitted to enter a site or begin their work. It is usually focused on the
particular safety issues of an organisation but will often include much of the general
company information delivered to employees.

Benefits

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An induction programme is an important process for bringing staff into an organisation.
It provides an introduction to the working environment and the set-up of the employee
within the organisation. The process will cover the employer and employee rights and
the terms requirements for working at the company and pay attention to the health and
safety of the new employee.

An induction programme is part of an organisations knowledge management process and

is intended to enable the new starter to become a useful, integrated member of the team,
rather than being "thrown in at the deep end" without understanding how to do their job,
or how their role fits in with the rest of the company.

Good induction programmes can increase productivity and reduce short-term turnover of
staff. These programs can also play a critical role under the socialization to the
organization in terms of performance, attitudes and organizational commitment.[3] In
addition well designed induction programmes can significantly increase the speed to
competency of new employees thus meaning they are more productive in a shorter period
of time.

A typical induction programme

A typical induction programme will include at least some of the following:

 Any legal requirements (for example in the, some Health and Safety training is
obligatory)
 Any regulatory requirements (for example in the banking sector certain forms
need to be completed)
 Introduction to terms and conditions (for example, holiday entitlement, how to
make expense claims, etc.)
 A basic introduction to the company, and how the particular department fits in
 A guided tour of the building
 Completion of government requirements (for example in submission of a P45 or
P60)
 Set-up of payroll details
 Introductions to key members of staff

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  specific job-role train
 Structure of the organization and the functions of various departments.
 Employee’s own department and job, and how he/she fits into the organization.
 Personnel policy and sources of information.
 Company policies, practices, objectives and regulations.
 Terms and conditions of service, amenities and welfare facilities.
 Rules and regulations governing hours of work and over-time, safety and accident
prevention, holidays and vacations, methods of reporting, tardiness and,
absenteeism.
 Grievances procedure and discipline handling.
 Social benefits and recreation services.
 Opportunities, promotions, transfer, suggestion schemes and job satisfaction.

When a new employee starts in your business, the first few weeks are key in ensuring
they settle in well and feel supported by you as an employer. You’ll need to equip them
with all of the information, training and knowledge required to do their job to a high
standard, without overwhelming them.

Benefits of an induction programme

It’ll save on time and resources, as you’re less likely to have to start the recruitment
process all over again.

It’s an opportunity to get creative. Instead of just treating an induction as a tick-box

exercise, use it as an opportunity to show why your company is so great and to showcase
its best bits.

The better the induction process, the more efficient and effective the employee will
become in their role. Armed with knowledge and training, they’ll be able to quickly start
contributing to the wider company through their work.

Feeling supported and listened to will boost the individual’s confidence and feed into the
wider team morale, helping to sustain a positive company culture.

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 Chapter-2

Employee induction procedure

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An effective induction brings together more practical elements with activities that allow
the employee to become immersed in the company culture.

The key parts of the employee induction programme are:

1. Meet colleagues
Getting to know who they’ll be working with is so important in getting the new employee
comfortable and easing their first-day worries. Introduce them to their team (and assure
them that they don’t have to remember all the names straightaway!) and consider
assigning them a buddy for extra support. The employee will be more eager to start
working if they’re made to feel welcomed and like they’re part of the team already.

2. Tour of workplace
Familiarise your employee with their new surroundings, showing them where they can
find the toilets, the first aid box, the fire exits and any kitchen facilities. Ensure you’ve
sorted out their workstation ahead of their arrival and that they have everything they need
to get started.

3. Health and safety

On the first day of the induction process, the new hire should be taken through your health
and safety procedures and receive any necessary training. Different types of roles will
require different levels of training, but as a minimum requirement, employees should
know how to assess and minimise common workplace risks, and be informed about
emergency procedures.

4. Get all the necessary documents sorted

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All employees need to have received and signed a written statement of employment
(usually in the form of an employment contract) within 2 months of their start date. You’ll
also need to collect from them copies of proof of their right to work in the UK, their P45
and their bank details for payroll.

5. Get to grips with company policies

It’s a good idea to grant all new employees access to an online employee handbook which
covers all policies and procedures for your business. This will detail any legal
requirements they’ll have to abide by, as well as company policies surrounding dress
code, annual leave, sickness absence and any other areas of importance.

6. Understand their role

Early on in the induction process, it’s important to invite the employee to a meeting where
you explain the key responsibilities of their new role, what you expect from them and
how their work will contribute to the wider company. This will give them a good
overview to get started with and will hopefully encourage them to work hard and excel
in their role.

7. Identify any training needed

By the end of the induction process, you’ll likely have a good idea of how well the
employee be able to perform their role and will have identified any gaps in their abilities.
This way you can organise further training or tasks in order to ensure they’re fully
equipped going forward.

8. Organise first appraisal meeting

Giving feedback to new employees is essential in keeping them on the right track and

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giving them motivation to maintain a high standard of work. Make sure you set a date for
their first performance review and ask them to answer some questions beforehand so you
gain an understanding of how well they’re settling in.

What makes a good induction programme?

It’s a good idea to make an employee induction checklist which lists all of the tasks and
training that your new employee will have to undergo during the induction process. This
way, it’ll be easy for both parties to remember what’s still to do, and will be evidence
that the individual was given all necessary information. Just ensure they sign it and hand
it back when the induction is complete.

Checking in regularly with your new hire to make sure they’re settling in comfortably
and not feeling overwhelmed is key. The more supported the individual feels, the quicker
they’ll start to become an essential and productive member of your team.

What are the Components of Orientation

Programme of an Organization?

Components of induction and orientation Programme:

A good induction programme should contain following areas which are conveniently
distributed under organization’s point of view and employee’s point of view.

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Organization’s Point of View:

1. History, mission, objectives and philosophy of the organization

2. Its product, production process, operations involved, state of technology

3. Its past achievements, present status and future growth plan

4. Structure of the organization and the functions of different departments

5. Delegation of authority and decision-making process

6. Personnel policies, other miscellaneous policies, practices and regulations

7. Job descriptions and responsibilities

8. Expectations from new employees

Employee’s Point of View:

1. Job responsibilities

2. Office procedures

3. Grievance handling procedures

4. Salary and perks

5. Service rules governing hours of work and overtime

6. Rules covering probation, confirmation, promotion opportunities, transfer, etc.

7. Retirement and superannuation benefits

8. Employee services and welfare activities

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9. Employee’s participation in small group activities, question schemes 10. Performance
evaluation

Challenges faced in induction and orientation

program

Common Obstacles Of Employee Induction Training And Tips To Overcome Them

So many organizations are still failing to do induction properly. What's causing this, and
what can be done to improve the onboarding experience? Take a look at these 5 common
obstacles of employee induction training and our tips to overcome them.

Your organization’s employee induction training should serve as the center of your
company’s hiring process. It gives your organization the chance to offer a positive first
experience for new starters and give them the confidence and support they require to get
productive and up-to-speed as quickly as possible.

1. Giving New Starters Too Much Information At Once

Solution is: Offering Context-Rich Resources On Demand

It makes sense to want to get your new starters productive as quickly as possible, however
many organizations think this is done by overwhelming workers on day one and trying
to tell them everything in one go. Put yourself in the position of the new starters. On your
first day, it’s natural to have woes and worries about the new role, along with many
questions, so adding the overwhelming feeling of having to process everything in one
day is certainly counter-productive and not a good first experience.

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Your employee induction training is not a one-day process. It should be a structured plan
that begins when the new starter accepts their new role. By offering digital resources on
your learning platform, your new starters can begin their οnboarding before they have
even walked into your offices. You can tackle any worries they have and give them the
confidence and support they need to turn this into excitement and motivation.

2. An Impersonal Induction Experience

Solution is: Focus On Relevance

Not fully understanding the roles of your new starters will result in a difficult ιnduction
experience, with generic and uninspiring content. Your workers will have their own
expectations of their role, so it’s important to acknowledge these right away and give
your new starters enough information that is personal and relevant to them.

Building a one-size-fits-all program will not answer the questions your workers will
have, it just piles them with content about the company, rather than their individual roles
and where they fit into the business. The point of ιnduction is to get new starters
productive and up-to-speed as quickly as possible, so content-dumping generic company
information is only going to slow down this process significantly.

3. Trying To Do Everything On Day One

Solution is: Plan An Onboarding Journey

Many companies focus on just using the new starters’ first few days to really engage
them, but then struggle to follow-up or continue the induction process in the right way.
By jumping into the onboarding process without a clear sense of direction or devoting
enough time to getting new starters up-to-speed, organizations find themselves struggling
to keep their new starters interested, and there will then be a lack of excitement when

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engaging with future training materials.

4. Getting Lost In The Details

Solution is: Prioritize The User Experience

You want to get your new starters excited about joining the company, so your induction
process should offer a more personable and relatable approach, and most importantly
make your new starters feel like they are welcome and can ask questions when they need
to.

5. Not Utilizing Digital For Support

Solution is: Use Technology To Provide On-Demand Support

It’s understandable to want to free up valuable face-to-face time and that schedules and
high workloads can get in the way of spending enough time in-person to support new
starters. That’s why choosing the right learning platform for your employee induction
training is vital as a permanent point of support for your workers.

By keeping these obstacles in mind when planning your employee induction training.
Remember; induction requires a lot of planning and structure. You should be looking to
constantly improve the process for your new starters, and recognize the onboarding
experience goes much further than just the first day.

Strategies to improve induction program at

Webcraft experts

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Once upon a time, companies could afford to let new hires to leisurely learn on the job.
Then again, there was plenty of time for that, as employees in that era were expected to
begin and end their career at the same company.

Today, of course, neither of these things holds true. Employees usually change several
jobs over the span of their working years, and companies want their new hires to be
productive as fast as possible. Even more so, when we're talking about seasonal hires, in
industries such as hospitality, manufacturing, and sales, that need to hit the ground
running.

This is where employee induction training can speed things up, by arming new employees
with all the organizational knowledge and job skills that their new roles require.

For all of the induction training advantages, though, designing an effective employee
induction course can be quite challenging. Which is why in this article we're going to let
you in on 6 tips and guiding principles that you can use to improve any induction training
program.

1. At Webcraft we keep It Simple

At Webcraft experts I learned that It's an induction program for new employees, not a
Ph.D. curriculum, so keep it light.

The purpose of an induction training program is to teach new hires the most important
things that they need to know to begin working, not to teach them all there is about their
new job (unless, of course, their new job can be covered in a few days' lessons).

If your industry is complex, and there is a lot of stuff for employees to learn, it can be
taught in either a pre-employment training program or a regular employee training

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program.

2. Remember Culture

Your employee induction program is the perfect opportunity to introduce new hires to
your corporate culture. This is where the generic welcome from your CEO fits in, but
also where you should tell a few things about the company's history, goals, and place in
the industry, and at Webcraft experts we give so importance.

If you're one of those companies blessed with a genuine and warm corporate culture,
don't be afraid to let it show in your employee induction program. Crack a few jokes,
mention a few unexpected perks that you offer (akin to Google's gourmet chef or Zappo's
"flat hierarchy"), and let you casual/geeky side shine.

Your employee induction is also where you should inform your hires of your company's
cultural and ethical codes (environmental responsibility, equal opportunities, non-
discrimination, and so on).

3. At Webcraft we don't End It On The First Day

Unless you're hiring short-term seasonal staff, and need to introduce them to a few very
simple responsibilities as fast as possible.

At Webcraft experts, when we're onboarding people for long-term employment, the ideal
employee induction program would be somewhere between three days and a full week.
This gives us time to cover everything at an easy to follow pace.

4. At Webcraft we always have a Plan

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There is a lot of stuff that goes into a good employee induction program.

You could improvise something as you go along, but if you want your induction to be
effective, it will very much help to have a plan. At the very least, you should start with
what you want to include in your employee induction program, and how to structure it.
Some of the stuff we've already mentioned could be individual chapters: one or more
welcome messages, an introduction to your corporate history and culture, a description
of your employee's job responsibilities, some notes on your organizational structure, your
code of conduct, safety information and so on.

Once you have put the objectives of your induction program and its general structure
down, you'll need to collect the material to flesh it out. This might involve coordinating
with several people or even an elaborate production process (e.g. to produce a corporate
documentary that will give new hires a glimpse of your company's history).

5. Personalize

While you absolutely need to have good generic content for your induction training
program, such that you will re-use across many employees, it's also worth it to spend
some time to personalize your employee induction for each individual employee.

A personal note from the CEO or HR welcoming into their new job, for example, can
add a human touch, to an otherwise impersonal employee induction program.

Beyond that, your induction program is also where you should answer your new hires
questions regarding their new job, or whatever else they might want to know about your
company and their career prospects in it. For this, you could arrange for a (real-world or
teleconference) session with your inductees, where you take time to talk with them and
address their questions and concerns.

6. At Webcraft we use A Robust LMS

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Like most other forms of corporate training, employee induction is nowadays more often
than not performed online, through a Learning Management System (LMS). Not all
LMSs are alike though, and not all are up to the task, whether that task is employee
induction or general employee training.

Ideally, you want an LMS, like TalentLMS, that can handle all these use cases (and more,
such as compliance training). At a minimum, an LMS suitable for employee induction
should offer:

 Instructor-Led Training support, for real-time, physical or online sessions

 Reporting, to stay ahead of your employee's induction progress

 Multimedia support, so that you can embed videos, images, and audio to your
employee induction program

 Mobile support, so that your new hires and employees can check their induction
program on the go or at home

 Testing support, so that you can verify whether your employees remember their
induction material

 Teleconference support, for online sessions

 Forum and/or messaging support, so that new hires, instructors, and even senior
employees can answer each other's questions and collaborate

 SCORM support, so you can author your induction training with industry
standard tools, or buy and import professionally-made induction content

 Easy installation and good support, so that you can concentrate on your induction
program, not on troubleshooting your LMS

The benefits of induction for the employer should be obvious by now. An online

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induction training program for your new employees is one of the cheapest and most
effective ways to introduce your new hires to your organization and boost their
performance during their first weeks on the job.

Be sure that a good employee induction program will give new hires the confidence they
need to tackle their new responsibilities. It will help them understand what's expected of
them, and how they fit into your overall structure. It should, of course, also make them
feel welcome.

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Our induction Procedure at Webcraft experts

Form for the Employee-

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Form for the employer -

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Types of Induction

1. General Induction Programme:

Once an offer of employment has been extended and accepted, the final stage in procurement
function is concluded. The individual has then to be oriented towards the job and the
organisation.

This is formally done through a process known as induction or orientation. Induction is a

welcoming process.

The idea is to welcome the candidate, make him feel at home in the changed surroundings and
to introduce him to the practices, policies and purposes of the organisation; The necessity of
an induction programme is that when a person joins an organisation, he is a stranger and is
bound to feel shy, insecure and nervous. Induction leads to reduction of such anxieties.

2. Specific Orientation Programme:

At this stage, induction is conducted by the foreman. Induction is specific and requires skill on
the part of the foreman.

A new employee must be provided operational knowledge that is specific to the position and
location. The immediate boss (foreman) is responsible for training and induction. Every new
employee should know,

(a) The people who work with him.

(b) The work he is responsible for.

(c) The result he is supposed to accomplish.

(d) The current status of the work.

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(e) His relationships in the organisation.

(f) Reports and records he must understand and maintain.

(g) Operating policies, procedures and rules and

(h) Service group available to help him.

The purpose of specific induction is to enable an employee to adjust himself to his work
environment.

3. Follow-up Induction Programme:

The purpose of follow-up induction programme is to find out whether the employee is
reasonably satisfied with the job. It is usually conducted by the foreman or by a specialist from
the personnel department. Guidance and counselling efforts are made to remove the difficulties
experienced by the newcomer. Usually, follow up induction takes place after about one or two
months from the time of appointment.

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 CHAPTER – 3

On-boarding: Integrating new employees

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The Bureau of Labor Statistics reported in 2018 that the median employee tenure for men was
4.3 years and 4 years for women. Unlike previous generations, today’s workforce is not shy
about finding greener pastures; meaning organizations are bringing in new hires at increasing
rates.

It gets worse for employers – Indian unemployment rates are at record lows, and businesses
are struggling to find and retain quality talent.
These stark realities have caused many organizations to focus their efforts on employee
retention. If you hire an employee, you do so with the idea that they’ll be there long-term.

“Why do 28% of employees quit in their first 90 days? Poor on-boarding practices.”
Employee retention starts the moment you hire the employee. Not only should you consider
strategies to increase their satisfaction with your company, but you also need to find ways to
help them understand their role and integrate into the team quickly. After all, almost 28% of
new employees quit inside the first 90 days of employment.

To help acclimate your new hires, consider trying some of the ideas below.

Be Honest and Clear During the Hiring Process

Integrating new hires effectively starts with the hiring process. Unfortunately, some hiring
managers are more focused on filling a position than they are on filling it with the best
candidate. This approach often leads to hiring the wrong person.

Transparency during the hiring process is important to the hire and to the organization. Be clear
and upfront about the position and expectations. Avoid covering the negatives of the role –the
employee will discover it themselves if they are hired.

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Vacant positions can mean lost money for an organization, but the wasted resources and money
of employee turnover from hiring the wrong person can be exponentially higher. Take a slow
and methodical approach to filling a position, and do not be afraid of honesty. If you set clear
expectations, you and your new hire will be happier.

Announce the new hire to your team before they start

Integrating your new hire into an established team takes buy-in from your current employees.
An easy way to get buy-in is to send an announcement to your employees about the new hire.

Announcing the new hire to your team through a meeting or email allows you to communicate
the new employee’s experience and skills to help illustrate the value they can bring to your
team. This introduction also gives you the opportunity to set clear expectations about the new
hire – including their start date, their job title, and duties among other things.

Announcing the new hire to your team before they begin working also gives your current
employees an opportunity to find commonality or shared interest with the new hire. This can
make the current employees more accepting and welcoming when the new employee starts.

Give your new hire a welcome package

We’ve all been a new employee before; and if you can remember, the first day is a nerve-
racking experience. Help mitigate some of those nerves and start the working relationship off
on a positive note by giving your new hire a welcome package.

A welcome package is an opportunity for employers to provide pertinent information about the
organization and company culture, while also rewarding the new hire – which is an important
component of employee retention.

The creative minds behind the employee welcome package called the “Induction Box” had this
to say about how employees respond to their welcome package:

“The response we got from our new employees is more than what we expected. The new
employee welcome kit solidifies everything —- our cultures, our values, and our expectations.
On top of all, we love seeing the faces of our new employees light up when they receive them.”

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Provide great onboarding and training

You want your new hire to feel comfortable immediately – and one of the best ways to
accomplish that is through an organized and efficient onboarding process. Research suggests
that 69% of employees that experience great onboarding will stay with an organization for three
or more years. HR software like CakeHR can help organizations streamline their onboarding
and mitigate employee turnover.

In addition to onboarding, new employees need training to acclimate into your team quickly.
An excellent training program will provide the new hire with a better understanding of their
role while also increasing their productivity for the organization; it’s a win, win.

Organizations are turning to learning management systems (LMS) software as a way to

improve their training programs. LMS software provides a centralized, digital solution that
enables organizations to create, manage, deliver, and track employee training more efficiently
than traditional training programs.

Introduce the new hire across the organization

You want new hires to feel welcomed and part of the team. To help accomplish this objective,
you should take time to introduce your hires to different people throughout the organization.

In addition to the employees who will work directly with the new hire, find opportunities to
introduce them to employees in different departments, customers, supply-chain partners, and
especially, upper management. Not only will these introductions make the new hire feel valued,
but it also gives you an opportunity to communicate their role within the larger organizational
ecosystem.
Further, one of the most important techniques to help new hires feel acclimated is to arrange a
one-on-one time with their direct managers. In fact, a study from LinkedIn found that 96% of
employees stated that the most important part of their onboarding was the time spent with their
direct managers.

Arrange social events without involving work

A recent survey from Korn Ferry that workplace stress has risen by nearly 20% in the last 30
years. In fact, 66% of employees lose sleep because of work-induced stress, and 16% have left
their job because of the mounting stress from their employer.

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Candidates want to see your culture in action
Stress in the workplace is common, but it can be even more overwhelming for new hires.
Between the inordinate amount of new information and tasks to the unfamiliarity of the people
and the environment, it can create added pressure that leads to increased turnover.

To help mitigate workplace stress and improve rapport between your team and new hire,
consider arranging social events outside the office. These social outings allow your team to
build organic relationships with each other, relieve workplace stress, and promote team-
building.

Use Shadowing or Assign a Mentor

The objective for most new hire training is to provide resources and materials that can help the
employee acclimate themselves to the role and the organization. While reading guides or
watching training videos are helpful, they are less engaging than hands-on, immersive learning.

On-the-job employee training through shadowing or mentoring can drastically increase the
speed at which your new hire adjusts. Shadowing, in particular, helps new hires understand the
subtle nuances of a position by seeing first-hand how an experienced employee accomplishes
similar tasks. Watching how someone else executes the job provides context and increases the
new hire’s competency.

Assigning a mentor is another way for employers to integrate new hires into an established
team. While mentoring is similar to shadowing in that your new hire is training with an
experienced employee, it takes things a step further.

Shadowing mostly involves watching another employee execute their job. However, a mentor
is designed to take on the role of a leader. This employee will take the new hire under their
wing and be their support system as they familiarize themselves with their role and the
organization.

Both shadowing and mentoring are hands-on training techniques that will improve your
onboarding and new employee satisfaction.

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It Should Extend Beyond the Training/Probation Period

A lot of the strategies above discuss techniques that are designed to educate, engage, and retain
new hires. While this is paramount to the onboarding of these new employees, the organization
continue to focus on employee satisfaction after the training and probation period.

Organizations that don’t place an emphasis on employee growth and retention will lose their
most important assets – their employees. You should always look for opportunities to support
your team, new and old.

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Getting Started with the Onboarding Process
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Finding the best candidates for positions in your organization is only part of building an
effective team. The process of onboarding new employees can be one of the most critical
factors in ensuring recently hired talent will be productive, contented workers.

However, in some organizations, onboarding is often confused with orientation. While

orientation might be necessary—paperwork and other routine tasks must be completed—
onboarding is a comprehensive process involving management and other employees that can
last up to 12 months.

Before implementing a formal onboarding program, employers should

answer some key questions to attain team and upper management buy-in,
including:

When will onboarding start?

How long will it last?
What impression do you want new hires to walk away with at the end of the first day?
What do new employees need to know about the culture and work environment?
What role will HR play in the process? What about direct managers? Co-workers?
What kind of goals do you want to set for new employees?
How will you gather feedback on the program and measure its success?

Once these questions have been answered, HR professionals and upper management can devise
a plan of action to help new employees quickly assimilate company policies and workflow
while getting fully acquainted with the organization's culture.

Creating an Onboarding Program

"If we don't worry about onboarding before the employee starts, then we're way behind," said
Ben Peterson, CEO of BambooHR, an HR technology company. "Rather than having a stack
of papers waiting for their signature, send them out to the employee beforehand, for electronic

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signature. Give them their benefits selection. Find the technology to help you automate the
paper-pushing process."

As soon as new employees receive a job offer, they can also receive access to the company's
online onboarding portal, said Amber Hyatt, director of product marketing at SilkRoad, a talent
management solutions firm.

"Here they discover content that's designed to engage them, like a friendly note from their
manager, first-day information, welcome messages and photos from new teammates, a glossary
of company acronyms, a virtual copy of your employee handbook as well as other details about
the new hire's department and job responsibilities," she said.

New-hire portals also benefit HR through dashboards that can organize and track tasks that
need to be completed and managed electronically, such as W-4 or I-9, benefits and payroll
forms, Hyatt said.

In addition to having new employees fill out new-hire paperwork online, consider providing
the answers to questions they may have, such as where to go on day one, who to ask for upon
arrival and what to wear, she said.

Set up new hires' desk, phone, computer and password logins before they arrive, said Peterson.

"The worst thing for a new employee is being wooed through the recruiting process and then
arriving on the job and the receptionist isn't even expecting you or your office isn't set up," he
said.

The First Day

The two main goals on the first day should be setting expectations and introducing objectives.
Employees need to have crystal clear ideas about what their job duties and responsibilities are
on Day 1, Peterson said.

"New employees need to get to know the job and get to know their new co-workers. Social
interaction is critical. You want them back on Day 2, right?" he asked.

New employees at BambooHR are taken out to lunch on the first day. "We cared enough to
hire them, we want them to know we care enough to build rapport," Peterson said.

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Aligning expectations is critical.

"Organizations that don't focus on acclimating new employees to their corporate culture are at
a significant disadvantage," said Hyatt. "Employees who know what to expect from their
company's culture and work environment make better decisions that are more aligned with the
accepted practices of the company."

To keep existing team members from resenting a new employee, make sure roles and
responsibilities are outlined for the entire team, Peterson advised.

"Sometimes existing team members could feel threatened that someone new could take over
their responsibilities. So it's a good idea to clarify the position of the new hire as well as [the
positions of] other team members whose work is closely related, how they'll interact with each
other, and how projects will run," he said.

The First Few Months

It's important for HR to have a one-month check-in to make sure that that the new employee is
comfortable, happy and engaged, said Peterson. "Reviewing and giving thoughtful feedback
on your new hire's early contributions are also important during onboarding," he said.
According to a BambooHR survey, three-fourths of new hires said training during the first
week on the job is most important to them. Meanwhile, 41 percent of HR professionals felt
they needed to update training in onboarding.
"If you aren't communicating what new hires are supposed to be doing and arming them with
the tools to do it properly, you're setting them up to fail," Peterson said.
You also don't want to inundate your new hires with too much information.
"While it's important to get your new hire ramped up and productive quickly, you also need to
make sure you provide on-the-job training in a manageable flow," he said.
Hopefully, new hires have picked a mentor by the end of the first month, Peterson added. Fifty-
six percent of respondents in the BambooHR study said that having a buddy or mentor at work
was very important when getting started.
The Aberdeen Group report found that high-performing organizations are nearly two-and-a-
half times more likely than lower-performing employers to assign a mentor or coach during the
onboarding process.
"Mentoring programs can be as simple as assigning a new employee a go-to person or having
an elaborate team of mentors for any questions that might arise," Hyatt said.

The First Three to Six Months

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Peterson advised HR to conduct another check-in between three and six months, depending on
the employee and the role.
"Unfortunately, only 15 percent of companies continue onboarding after six months," he said.
Remember, nearly 90 percent of employees decide whether to stay or go within that first six
months. "You have a huge impact on that choice. Sometimes you just have to show that you
sincerely care," he said.
The First Year
"An employee's performance at the end of the first year will prove if they're fully productive,"
said Peterson. "Now you can plan for future development. Show them what their career looks
like at the company. Sadly, sometimes they don't belong there," he said.

The end of the first year is when traditional onboarding transitions into retention and employee
satisfaction.

"Shift from on-the-job training to continuous development. It's also a great time to have the
compensation conversation," Peterson said.

"Your new hires will thank you for setting them up on the path to success and your company
will be well on its way to turning those new hires into seasoned employees."

While there are many ways to design an onboarding program,

some components are integral to the process:

PREBOARDING

Some organizations want to begin the onboarding process after the offer is accepted but before
the actual start date. In these situations, employers may want to develop strategies to link new
employees to the organization. Examples include the following:

Inviting the employee (and, perhaps, his or her family) to tour the facility (this visit may include
a house-hunting trip and community tour if relocation is involved).
Mailing or e-mailing information to the employee regarding the organization, including
benefits information, the organizational chart and company literature.
Sending a care package to the recruit. Care packages might include cookies, coffee, a coffee
mug with the company logo or other logo wear.

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Matching the new employee with a buddy who connects with the new employee prior to the
first day to answer basic questions (e.g., What is the dress code? What can I expect on my first
day? Where do employees tend to eat?).

ORIENTATION

New-hire orientation is a formal event to introduce the new employee to the organization's
structure, vision, mission and values; review the employee handbook and highlight major
policies; complete required employee paperwork; review pertinent administrative procedures;
and provide mandatory training. This process can overload a new employee with information
and is therefore best done over a few days or a week, if possible.

FOUNDATION BUILDING

Throughout the onboarding process, an organization's unique pillars of culture, mission,

employee value proposition, brand and other relevant foundations must be lived and conveyed
consistently. New hires will not absorb this in the first week or first month; it will take many
months to learn and apply. Identifying the enduring values and aspirational goals unique to the
organization will help guide the development of an onboarding program. See Effective
Onboarding Should Last for Months.

Gallup's Creating an Exceptional Onboarding Journey for Your New Employees suggests
onboarding should take up the better part of a year. Gallup has discovered that there are five
main questions asked during that time that, when addressed, lead to an exceptional onboarding
program that sets up employees for success.

THE 5 QUESTIONS OF ONBOARDING

1) "What do we believe in around here?"

2) "What are my strengths?"

3) "What is my role?"

4) "Who are my partners?"

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5) "What does my future here look like?"

The explanations and examples in Gallup's study provide detailed guidance on how an
organization might provide answers to these pivotal questions that will support your
onboarding foundations.

MENTORING AND BUDDY SYSTEMS

Many organizations offer a formal or informal mentoring or buddy system to support the new
employee during the onboarding period. Mentors and buddies may be volunteers or selected
by the department manager or HR professional. In some companies, recent hires are assigned
to be buddies, as they have firsthand knowledge of what has helped them most. See What is
the advantage of a buddy system?

Generally, the role of the mentor or buddy is to offer the new employee a connection to
someone who can guide him or her but is not in a position of direct authority or acting in an
official capacity. The mentor or buddy may be responsible for such mundane tasks as giving
directions to the restrooms or cafeteria or instructions on parking guidelines, or he or she may
be involved in helping the employee understand the nuances of working in the organization
(e.g., the hot buttons for those in executive leadership or getting projects approved).

Mentors and buddies may be teamed with a new employee for a day, week, month or even a
year, depending on the length of the formal onboarding program and the personal relationship
that develops, especially in more-informal arrangements.

REBOARDING

Whether employees are returning from extended time off (e.g., a layoff, medical leave or
secondment) or experience an internal transfer or promotion, "reboarding" refers to updating
the employee on current and new projects; acclimating him or her to new team cultures and
relationships; and helping the employee understand different expectations for success on the
job. Investing in reboarding can lead to increased productivity in a shorter time frame and allow
employees the time to reconnect socially and emotionally to their teams and work, resulting in
stronger engagement and job satisfaction.

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Reboarding employees already have knowledge of the organization's culture, benefits and
administrative processes. Therefore, the success of reboarding relies mainly on the manager
and team members to integrate the employee into his or her role and culture of the team.

For example:

 An employee returning from a few months of medical leave would need to meet only
new employees he or she will be working with, learn of any new or changed company
policies, get up-to-date on current projects, etc. A welcome-back gathering might be
planned to show team support.
 An employee transferring from one division to another may need more intensive
training on processes in that division or team, how he or she fits into ongoing and new
projects, the roles of others on the team, specific short-term goals for the employee, and
other meaningful instructions.

Roles and Responsibilities

"Onboarding is everyone's responsibility" is an often-used phrase in organizations, but without

actionable items and accountability, onboarding programs will never succeed. While every
organization is unique in how the onboarding responsibilities are shared throughout the
organization, there are some general guidelines for allocating onboarding duties and
accountability:

 HR department. Completing and collecting employee paperwork (e.g., forms, benefits);

reviewing work hours, the history and background of the organization, and the
organizational chart; touring the facility.
 Training department. Delivering the onboarding program elements; guiding lectures
and discussions about organizational culture, goals and objectives; reviewing company
videos.
 Supervisor. Discussing duties and responsibilities, work behaviors, and standards and
expectations; introducing team members and other members of the organization;
touring the department; reviewing other roles and relationships within the department.
 Co-workers. Sharing how the group works as a team, how to get things done, how to
find/requisition tools and equipment, and where to turn for support.
 Executive team. Helping the employee understand the organization's mission, vision,
values, strategic goals and objectives; reviewing roles and responsibilities at a higher
level; describing organizational culture.
 Mentor/buddy. Introducing team members and others within the organization,
reviewing informal rules and policies, answering day-to-day questions.

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Tailoring Onboarding to Different Audiences

All employees, no matter their level or status, will need some sort of onboarding process, since
this is how an organization conveys culture, rules and guidelines for all employees. However,
the process may be modified to meet the differing needs of various groups of employees.
Tailoring is an opportunity to specialize your onboarding program to meet the EVP promised
during recruitment.

EXECUTIVES

Executive onboarding requires focused integration to succeed, such as supporting the new
leader in aligning with stakeholders and building relationships with the rest of the team.
Understanding the organizational culture is imperative, as he or she must work within it even
if the goal is to change it. See Onboarding Isn't Enough.

MANAGERS

All supervisory and management employees will need a review of not only the employee
handbook and company policies and programs, but also information on how to administer or
lead these various programs and policies. Ongoing training on how to answer the five questions
of onboarding for their direct reports will be crucial to success. Learning how to coach
employees, especially new hires, as part of their manager duties will help employers make good
on their employee value proposition. See Viewpoint: 5 Key Steps to Effective Manager
Onboarding.

Both new and current managers can improve their skills and readiness to lead teams by earning
SHRM's People Manager Qualification (PMQ) through a self-paced, virtual learning
experience.

REMOTE WORKERS

Employees who telecommute all or part of the time will need guidance on how regular check-
ins will be conducted, as well as such details as the use of company equipment for nonbusiness
purposes, time monitoring, privacy at home and communications challenges. What behaviors

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are encouraged or expected in order to fit into the organizational and team cultures should be
explained in detail.

DIFFERENTLY ABLED WORKERS

Persons with disabilities also may need information about accommodation options and how to
arrange them with human resources or their manager. Both employees and managers should
feel comfortable with the process of asking for and providing accommodations that will support
success on the job.

VETERANS/RETURNING SERVICEMEMBERS

Veterans often are challenged to translate their military skills into private-sector jobs. They
may benefit from additional support in determining how their skill set relates to their role and
adds value to the team. SeeEngaging with Veteran Talent: A Quick and Practical Guide to
Sourcing, Hiring, Onboarding, and Developing Veteran Employees (Book).

SECOND-CHANCE/FORMERLY INCARCERATED
WORKERS

Returning to the working world can be a shock, and more time to acclimate and assistance from
a supportive buddy would be beneficial. Highlighting available training and development
programs would be key for this population. See 4 Best Practices for Second-Chance Hiring.

GIG WORKERS

Independent contractors and consultants, while not employees, may need instruction on billing,
accessing the premises, basic conduct expectations and other unique issues the organization
should address in an abbreviated onboarding process. Similarly, interns, temporary workers or
seasonal employees may have different benefits, rules of conduct, policies and programs that
the employer should explain to them. See How to Onboard a Gig Employee.

Onboarding Delivery Approaches

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Various components of an onboarding program can be delivered using different approaches
and methodologies combined to suit the organization and available resources.

Some employers are using innovative practices, such as games, video, and team-building
exercises, to get new hires excited about joining the company. They're also working to make
sure people can hit the ground running with functional workstations and equipment. Some
examples of this include:

 Facebook has its "45-minute rule," which means all new employees can begin to work
within 45 minutes of arriving because all of their systems and devices have been set up
before they report for their first day.
 Leaders at Suffolk Construction, a national construction firm based in Boston, invite
entry-level hires to participate in a variety of team-building exercises, including rowing
the Charles River.
 New employees at Bedgear, a Farmingdale, N.Y.-based manufacturer of performance
bedding, take a walking tour of downtown Manhattan to visit other retailers that sell
customized products, including Warby Parker and Samsung.
 See Original Onboarding Options from 4 HR Leaders.

WEB-BASED/VIRTUAL ONBOARDING

Whether your workplace is fully in-person, fully remote or a hybrid model, online onboarding
has become mainstream. Offering online orientation activities streamlines the process, supports
paperless documentation, and offers a way for employees and their families to access benefits
and other company information at any time. Other onboarding activities can be completed
around varying schedules and at a pace most helpful for individual employees, and information
can easily be tailored for various audiences.

Metrics

Employers should evaluate their organization's onboarding strategies using a variety of metrics
that are meaningful to the organization. Some examples include:

 Time-to-productivity. This metric measures the time it takes for a new hire to get up
to speed and contribute to the organization, and it is strongly influenced by the
onboarding program. Establish key performance indicators for each position, then
measure how many days it took a new hire to get there.

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 Turnover/retention rates. Examine the turnover/retention rates for different
"graduating classes" (e.g., those who began their employment in a particular year) and
track the different rates of those classes. See New Hires Skip Out When the Role
Doesn't Meet Expectations.

 Retention threshold. Track the point at which most new employees tend to exit the
organization (e.g., 50 percent of employees tend to quit the organization within the first
90 days of employment). If the organization tends to lose many employees during the
first 90 days of employment, for example, the organization may want to conduct in-
depth exit interviews to determine the cause (e.g., promises made but not kept, lack of
thorough understanding of any negative working conditions).

 New-hire surveys. Survey new employees at various intervals during their first year of
employment to learn where their pain points are. Survey your buddy/mentor appointees,
as well, to learn what they believe is working and what isn't.

 Employee satisfaction and engagement. These two metrics are closely related to
onboarding because how we start in an organization creates a first impression that's
hard to modify. Engagement starts with onboarding and providing a culture that
embodies the organization's EVP results in greater employee satisfaction.

 Performance measures. For example, compare the performance of a group provided

with only one week of onboarding experiences in the past with that of a similar group
provided a full month's worth under a revised program.

 Informal feedback. Especially in smaller organizations, employers may want to gather

small focus groups consisting of recent new hires (or conduct this research one-on-one)
and ask open-ended questions to determine their satisfaction not only with the
onboarding process, but with the organization as a whole. See How to Conduct an
Employee Focus Group.

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 CHAPTER -4

LEGAL PROCEDURE OF INTEGRATION

OF NEW EMPLOYEE

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According to my experience At webcraft experts
Findings:
The findings of the study are as follows –

 Induction programme- it includes involvement of every department which exists

in Webcraft experts. It is designed systematically. It involves different speakers
from each department which increases the communication of the employee and
making the employee well verse with the surroundings.

 Work culture – Webcraft experts has a well-defined organization structure. The

mission and vision statement of the company do play an important role in
motivation of the employees. Employees are satisfied with the company’s
policies, administration and code of conduct which contributes in their
motivation.

 Work environment- The study reveals that majority of the employees are satisfied
with the infrastructure and facilities provided by the company. Most of the
employees agreed the company recognizes and appreciates their work. Majority
of the employees agreed that there is job security to their present job. The
company is providing good safety measures for ensuring the employees help to
get motivated.

 Reward & recognition for performance – from the study it is clear that most of
employees agree to the fact that performance appraisal activities and support from
the co-workers is helpful to get motivated. The study reveals that challenging
roles and responsibilities in work helps to get motivated.

 Interpersonal relationship- The study reveals that a good relationship amongst

employee’s performance. The study also reveals that employee empowerment
activities such as education enhancement schemes, scope for growth helps to get
motivated.

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  Employee empowerment & growth- The study shows that employees feel that
various employee education programs and HR initiatives taken by the company
play a very important role in their motivation. This has given a boost to their
motivation level and improved their performance.

 Other findings- this study also reveals that employees work for the “Webcraft
experts”.

Limitations:
The limitations of the study are the following-
 The data was collected through questionnaire. The responds from the respondents may
not be accurate.
 Some respondents may not be willing to give correct information. This may lead to
incomplete information.
 The sample taken for study was only 236 and the results drawn may not be accurate.
 Since the organization has strict control, it acts as another barrier for getting data.
 Another difficulty was limited time-span of the project.
 Lack of experience of Researcher.

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 CHAPTER- 5
DATA ANALYSIS AND
INTERPRETATION

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Induction Evaluation and Feedback Questionnaire

Q---
Is your first day of induction satisfied?

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INTERPRETATION-

First day of induction is very important for new employees, in the first few weeks of a new
job there is a lot that a new starter will need to know, which can be quite overwhelming. By
creating a tailored induction program for new staff, they may feel more comfortable in their
new surroundings and have a better understanding of your business and the expectations of
their role going forward.

Analysis clearly represents that 50 % of the employees are strongly agree that they are satisfied
with the first day of induction, 25 % are moderately agree,
12.5 % strongly disagree, 7.5% are moderately disagree, 5% are not sure about it.

Q - Were you personally introduced to your new colleagues, managers

and other appropriate people during your first few days in office?

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INTERPRETATION-
Properly introducing yourself to your new co-workers can help smooth your transition into a
new work environment. It enables you to build positive, friendly relationships at work with
people who can offer you important guidance during your first days at your new job. By
following a few key strategies, you can make sure to introduce yourself to your team in a
memorable way. In this guide, we review how to make a great first impression on your new
co-workers.
Responding to the question 90% of the employees said yes that they were personally introduced
to your new colleagues, managers and other appropriate people during your first few days in
post. And 10 % answered no.

Q -What type of interview is taken while selection?

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INTERPRETATION-

The PATTERNED INTERVIEW format has a structure to it. There is a set of pre-determined
questions that will be asked from each candidate for a position. The STRESS INTERVIEW is
the interview in which the interviewers try to 'discomfort' the candidates in various ways and
observe how they react to various difficult situations. An IN-DEPTH INTERVIEW is a
qualitative research technique that allows person to person discussion. It can lead to increased
insight into people's thoughts, feelings, and behaviour on important issues. This type of
interview is often unstructured

Responding to the type of interview 20 out of 40 employees think that patterned interviews are
generally taken. 25% employees have the opinion that depth interviews are often used. Rest
believes that stress or any other type of interview is being taken.

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Q - Has your induction helped you understand your job,
responsibilities, and performance standards?

INTERPRETATION-
The purpose of an induction program is to help employees settle into their position at a new
company, business or organisation. To ensure the induction program is successful, create a

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checklist that specifies all the documents and information new staff will receive on their first
day of the job.

Analysis clearly represents that 50 % of the employees are strongly agree that their induction
helped understand them their job, responsibilities and performance standards, 25 % are
moderately agree,
25% moderately disagree, 12.5% are not sure about it.

Q -Do you feel there were any areas missing from your induction
programme?

Q -Have appropriate policies and procedures important to your job (e.g.

health and safety regulations, work processes, annual and public

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holiday leave entitlements and how to apply for annual leave, FOI/Data
Protection) been shown to you and explained to you?

INTERPRETATION-
The main purpose of an induction is to integrate your new hires into the company and show
them the systems, procedures, culture, values and the organisation itself. It also helps them
ease into a new environment at a time when many new employees will make a call in those
early days on whether to stay or leave.

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Analysis clearly represents that25 out of 40 employees (50 %) shows that 50% employees are
satisfied with this procedure whereas 10 out of 40 employees (25%) are not satisfied with the
current recruitment and selection procedure and 25% were unable to answer.

Q - My goal plan is clearly visible and aligned with the organization

goals?

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INTERPRETATION-

Employee goals are at the heart of successful performance management. Goals help align
employees with the organization’s mission. They also help employees see how their
contributions fit into the big picture and the value they bring to the company.

Goals direct and guide employee efforts, motivate performance, and improve performance
evaluation and strategic planning.

In other words, without the right goals, performance and engagement suffers.

Responding to this question that their goal is aligned with the organization goal 37.5%
employees agreed. 12.5% employees are strongly agree on this, 25% are neutral, 25%
employees are not agree.

Q - How satisfied were you with the on-boarding experience?

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INTERPRATATION-
On boarding is important because it acclimates employees to their role, the company's
philosophies, and what the company has to offer. It also engages employees, creating workers
that are committed to the company's success and helps retain new hires by making them feel
like a member of the team.

Analysis clearly represents that 62.5% of the employees are satisfactory with their on-boarding
experience, 25 % are unsatisfactory, 12.5% are not sure about it.

Q - During the induction program, did you receive a folder with

company information?

INTERPRETATION-

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It is important to give at least brief introduction of the organization to employees where they
are going to work in Induction. Brief information about history of the company, nature of
business, work culture, policies, procedures, departments, rules and regulations, nature of job,
duties and responsibilities, is provided to employees to create a proper background in their
minds before they start working actively in the company.

Analysis clearly represents that 62.5% said yes, 25 % said no, 12.5% are not sure about it.

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Chapter – 6
Conclusion

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The study concludes that, the induction program procedure in Webcraft experts is found
effective. The study on employee induction highlighted so many factors which will help to
satisfy the employees. The study was conducted among 236 employees and collected
information through structured questionnaire. The study helped to findings which were related
with employee induction programs which are provided in the organization.

The presentation delivered by every department really play a significant role in satisfying the
employees of the organization. They are major factors that make an employee feel good in his
work and results in his satisfaction too. The organization can still concentrate on specific areas
which are evolved from his study in order to make the induction programs more effective. Only
if the employees are properly satisfied- they work well and only if they work well the
organization is going to benefit out it. Steps should be taken to improve the induction programs
procedure in the future. The suggestions of this report may help in this direction.

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 Chapter – 7

Suggestions and Recommendations:

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The suggestions for the findings from the study are follows-

 As only one induction is conducted for the FT, CONTRACT, C2R and PROJECT
TRAINEE it results in time consuming for the PROJECT TRAINEE as their
documentation is less compared to the others. So induction programmers for the all four
category should be different.

 The documentation part should be completed in the starting as it is time consuming and
lengthy procedure.

 The company already has a happy culture but there is scope for better transparency in
the organization. This can be achieved through better communication between
employees.

 Better career development opportunities should be given to the employees for their
improvement.

 Employees should be given opportunity to travel abroad for work, it helps gain
knowledge and exposure. This plays a pivotal role in enhancing their motivation level.

 A growth map should be created for employees and adequate training should be
provided which helps one see himself/herself inching towards his/her mission.

 Corporate retreats should be held to enhance better coordination and team spirit
amongst employee

Scope for future research:

The present study on employee induction helps to get clear picture about the factors which
satisfies the employees. This in turn help the management to formulate suitable policy to
satisfy the employees. Hence, the satisfaction level of the employees may also change. The
factors that satisfies the employees may change with change in time because the needs of
employees too change with change in time. So, continuous monitoring and close observation
of factors that satisfy the employees is necessary to maintain a competent work force. Only

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with a competent work force an organization can achieve its objective. Moreover, human
resource is the most valuable asset to any organization. A further study within department

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 Chapter-8

BIBLOGRAPHY

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Websites referred:

● www.managementstudyguide.com

● https://www.eurekaforbes.com

● www.businessstudynotes.com

● www.academia.edu

● www.scribd.com

● https://www.ukessays.com/

● https://www.webcraftexperts.com/

Books referred:
 V.S.P.Rao, “Human Resource Management”, Excel Books publication, Second Edition.

 Robbins, “Organizational Behavior”, Pearson Publications, Thirteenth Edition

 Research Methodology -C.R.Kothari.

 Personnel and Human Resource Management – P. Subba Rao, Himalaya Publication 92

Official:

 Employee Handbook
 HRMS 93

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 ANNEXURES

Name of Employee: -----------------------------------------------------------------------

Designation: --------------------------------------------------------------------------------

QUESTIONNAIRE:
Recruitment &selection of IT personnel in Webcraft Experts, Jaipur
This questionnaire survey is purely for academic purpose. Any information collected through
this survey is confidential and would not be shared with anyone other than the people
involved in this. Name: ...............................................................................................
Designation: ............................................. Age: ............................... Department:
..................................... Qualification: ......................... Answer the following questions:
(kindly give your unbiased response)

Please ask your new employee to fill out the following questionnaire towards the end of their
induction program. Managers should retain a copy and act on the comments relating to their
induction procedures.

1. Is your first day of induction satisfied?

 Strongly agree
 Moderately agree
 Strongly disagree
 Moderately disagree
 Can’t say
2. Were you personally introduced to your new colleagues, managers and other
appropriate people during your first few days in office?

 No
 yes

3. What type of interview is taken while selection?

 Patterned
 Stress

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  Depth
 Other

4. Has your induction helped you understand your job, responsibilities and
performance standards?

 Agree
 Disagree
 Moderately
 No opinion

5. Do you feel there were any areas missing from your induction programme?

 YES

 NO

6. Have appropriate policies and procedures important to your job (e.g. health
and safety regulations, work processes, annual and public holiday leave
entitlements and how to apply for annual leave, FOI/Data Protection) been
shown to you and explained to you?

 YES
 NO
 Can’t say

7. My goal plan is clearly visible and aligned with the organization goals?

 Strongly agree
 Moderately agree
 Strongly disagree
 Moderately disagree
 Can’t say

8. How satisfied were you with the on-boarding experience?

 Satisfactory

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  Unsatisfactory
 Can’t say

9. During the induction program, did you receive a folder with company
information?

 YES

 NO

 Can’t say

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