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Organisational behavior project
Made by Guruprasadkharkar eMBADiv A Roll NO 42
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Acknowledgement Synopsis Company profile Subject of study Methodology Data collected Analysis Conclusion Recommendation
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10Bibliography 11Annexure 1
ACKNOWLEDGEMENT I would like to sincerely thank Mr Inderjeet Chopra from Ernst & Young for helping me in this project. I would also like to extend a word of thanks to my professor Mr Cabral whose detailed explanation on this topic helped me in completing this project.
SYNOPSIS Method:-Prepared a questionnaire based on certain guidelines offered by the professor. Then visited the company and collected the data from two managers and twonon-managers. Result:-Majority of the people surveyed said that they were very happy with their induction process and the process helped them in a great way in understanding the organization and its work culture. Conclusion: - Induction process does help the employees in a great way it helps them in understanding the organization. It also helps the employees to bond with their peers as in management team work plays a very important role.
Ernst & Young (EY) is one of the largest professional service firms in the world and one of the "Big Four" accounting firms, along with Deloitte, KPMG and PricewaterhouseCoopers (PwC). Ernst & Young is a global organization of member firms in more than 140 countries, headquartered in London, UK Ernst & Young is the result of a series of mergers of ancestor organizations. The oldest originating partnership was founded in 1849 in England as Harding & Pullein. In that year the firm was joined by Frederick Whinney. He was made a partner in 1859 and with his sons in the business it was renamed Whinney Smith & Whinney in 1894
In 2002 EY merged with many of the ex-Arthur Andersen practices around the world, although not those in the UK, China or the Netherlands. In 2006 EY became the only big four to have two member firms in the United States with the inclusion of Mitchell & Titus, LLP, the largest minority-owned accounting firm in the United States.  In 2010 EY acquired Terco, the Brazilian member firm of Grant Thornton.
EY has four main service lines and share of revenues in 2011: Assurance (46%): comprises Financial Audit (core assurance), Financial Accounting Advisory Services, Fraud Investigation & Dispute Services, and Climate Change & Sustainability Services. Tax Services (26%): includes Business Tax Compliance, Human Capital, Customs, Indirect Tax, International Tax Services, Tax Accounting & Risk Advisory Services, Transaction Tax. Advisory Services (19%): consisting of four subservice lines: Actuarial, IT Risk and Assurance, Risk, and Performance Improvement. Transaction Advisory Services (TAS) (9%): deals with companies' capital agenda – preserving, optimizing, investing and raising capital. The firm's name arises from the global merger between Ernst & Whinney and Arthur Young in 1989.The motto of the firm is "Quality In Everything We Do"
SUBJECT OF STUDY INDUCTION When a person joins an organization he/she is completely new to it so to make them familiar with the organization the induction process is held. In India it is called induction but in foreign countries it is called socializing. In induction the person gets an opportunity to interact with other people in the organization and this helps in effective team building. The induction program may be inbound or outbound depending on the company policy. The duration of the induction period depends on what position the person is joining the organization. In some companies the HR department is responsible for the induction program while some outsource it to others. The induction process is mostly prevalent in the private sector.
METHODOLOGY The methodology used for this project was the questionnaire method the required data was collected from two managers and two non-managers(sample size 4) from the company. The questionnaire used was a multiple choice one so it was easy to answer for the respondents.The questionnaire was prepared in such a way so that it would be very easy to understand and answer. The questions asked were framed in such a way so as to exactly gauge the views of the person on induction.
DATA COLLECTED After collecting the data from four members (two managers & two non-managers) of the organization Ernst & young I have noticed that they have a very detailed induction program for their employees. This induction culture is most prevalent in the private sector as the organization is a very result oriented one. According to the survey all the aspects of an induction like group activities, group interaction, workshops were held for the employees. The employees are also happy with the efforts taken by the organization during the induction process. This has also helped them in their work. As given to us in our theory the induction process for the managerial level people was from 3-5 days and for non-managers it was for a day. The only one discontent is that the employees fell that there should be an outbound induction program as they feel that would be more effective.
Which one do you think is more effective inbound or
Was it useful to interact with the heads of the organization.
Did the induction program help you in understanding the
Did the organization take any specific steps to enlighten you on your specific roles and duties in the organization.
Was it actually useful while working in the organization.
6)didthe team building activities help while working
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7)Do you feel induction really helps and is needed while a person enters any organization
CONCLUSION The conclusion that I have come to after doing this project is that induction does really help the employees in knowing the organization. When aperson joins any organization he/she is either a fresher or has a previous work experience in some other firm so the induction helps the employee understand better about the new organization, work culture, and also his new team members. On a personal level to the induction experience is enriching as the person understands his/her hidden qualities and how can they be streamlined towards goal achievement. During the induction process some workshops are also held which help the indivual in evaluating himself/herself in comparison with the others. This helps the individual to maybe understand his/her weaklinks and in future make efforts to polish them.
RECOMMENDATION I would like to make one recommendation to the organization that as majority of the employees want an outbound induction program may be the company can give a thought over it. Considering the nature of the company as it is a finance company conducting an outbound program might not be that beneficial but maybe some group activities or corporate games can be incorporated so that the new employees join in with a great vigour and enthusiasm about working in the firm.
BIBLIOGRAPHY Company profile gathered from www.EY.com Other information from www.google.com www.hrcite.com Books referred Organizational behaviour :- udaipareek Organizational behaviour :- fredluthans
ARTICLE ON THE TOPIC
Induction procedures not up to scratch, say HR professionals
Four in 10 employers believe that their induction process is in need of a thorough overhaul, despite most (91%) HR professionals saying that this is the most crucial part of an employee's training. This is according toXpertHR's 2010 induction survey, which also found that a quarter of the 122 employers surveyed considered induction to be very low on their list of organisational priorities. Charlotte Wolff, training editor at XpertHR, said that an effective induction programme can make the difference between high and low retention rates for new joiners. "It is a unique opportunity for employers to capture the hearts and minds of their employees from the start, helping to build a productive, engaged workforce. Organisations with successful induction programmes attributed this success to a number of factors, including the commitment and skills of those who deliver it. However, the research found that induction was hampered at 61% of companies by a lack of line manager engagement in the process. Line managers were expected to deliver induction at 86% of the companies surveyed. However, only 22% were provided
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with training skills related to inducting employees and only 41% were given guidance on how to deliver it. Employers also reported that both insufficient investment into induction and a lack of resources to manage or deliver induction were an issue at around two in five companies.