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Learning Objectives
Understand the nature and purpose of orientation

Describe the stages in orientation Identify the problems faced in placing new hires
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Induction & Orientation


Induction is the process of receiving and welcoming a new employee and give the basic information to settle down quickly and happily and start the work Introducing the new employee to the job, job location, other employees, organization, surroundings etc Lack of information, lack of knowledge about the requirements of the job, lack of knowledge about the new environment etc disturb new employees Gains more significance as the turnover rate increases among new employees

Induction
Objectives of induction Putting the new employee at ease Creating interest in the job & the company Providing basic information about working arrangements Indicating the standards of performance and behavior expected from the employee Creating the feeling of social security Minimizing the reality shock

Induction
Information to be provided a) About the company History, growth, products, market, customers Conditions of employment working hours, holidays, shifts etc Pay, allowances & deductions Leave rules Disciplinary rules & procedure Health, safety & medical care Canteen / restaurant facilities Uniforms

Induction
b) Information to be provided About the department Introduction to the employees in the department Describe briefly about the department Position of the employee in the departmental organization structure Work distribution Equipments to be used by the employee

Induction
Information to be provided c). About the superiors and subordinates Introduction to the person / persons to whom the new employee should report Introduction to superiors with whom the work is related indirectly Introduction to the subordinates with whom the new employee has to work Introduction to the subordinates who will report to the new employee

Induction
Advantages of induction a) First impression matter a good deal & results a less turnover b) Newcomer adjusts to the work quickly and saves supervisors time c) Reduces employee dissatisfaction and grievances d) Develops a sense of belongingness and commitment

Induction
Induction problems a) Busy and / or untrained supervisors may fail in carrying out the programme b) New employee may not cope up with too much information in short time c) Gap between the wider orientation by the HR department and the narrow orientation by the concerned department d) Employee may be required to fill too many forms during the induction programme

Induction
How to make the programme more effective a) Anticipate possible problems and find solutions in advance b) Warm and friendly welcome may be extended to the new employees c) A phased induction programme would place the new employee at ease and learn slowly d) Periodical follow-up & filling the gaps in the information then reduce the problems e) Attaching a colleague to the new employee for a month or minimum required period f) Providing written and documented information through video cassettes.

Induction & Orientation Programmes


Strategic choices
formal or informal individual or collective serial or disjunctive investiture or divestiture

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Formal Orientation Programme

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Model of Employee Placement Assessment-classification

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Opening Vignettes
Infosys has set up[ a huge facility at Mysore to train its employees WIPRO Spectra Mind helps youngsters (employees) pursue further studies Cisco uses web-based technology to train its employees GE largely depends on OJT
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Inputs in T & D
Skills Education Development Ethics Attitudinal changes Decision making skills
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Training Process

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Training Process
Needs assessment Deciding on objectives of T&D

Designing T&D programme


Implementation of the programme Evaluation
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Needs Assessment
Issues in assessment Benefits from assessment Outcomes of not assessing

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Methods Used in Training Needs Assessment

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Needs Assessment Methods

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Training Methods
Training Methods

On-the job

Off-the job

Job rotation Coaching Job instruction Step by step Committee assignments

Vestibule training Role play Lecture methods Conference / seminar Programmed instruction

Advantages and Disadvantages of E-Learning

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Impediments to Effective T & D


Commitment lacking

Inadequate budget allocation


Universities award only degrees, not skills Poaching of trained workers Displaced workers are not helped Interaction between employers and Bschools Organised labour can help
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Opening Case
Two bee-keepers story Bee Keeper 1 focused on the number of flowers visited by bees Bee Keeper 2 focused on honey produced, irrespective of the number of flowers visited Who is right?
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Objectives of Appraisal
1. To effect promotions based on competence and performance. 2. To confirm the services of probationary employees upon their completing the probationary period satisfactorily. 3. To assess the training and development needs of employees. 4. To decide upon a pay raise where (as in the unorganised sector) regular pay scales have not been fixed.

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Objectives of Appraisal (Contd)


5. To let the employees know where they stand insofar as their performance is concerned and to assist them with constructive criticism and guidance for the purpose of their development. 6. To improve communication. Performance appraisal provides a format for dialogue between the superior and the subordinate, and improves understanding of personal goals and concerns. This can also have the effect of increasing the trust between the rater and the ratee. 7. Finally, performance appraisal can be used to determine whether HR programmes such as selection, training, and transfers have been effective or not.

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Objectives of Appraisal

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How Performance Appraisal can Contribute to Firms Competitive Advantage

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The Performance Appraisal Process

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Problems of Rating
Leniency or severity

Central tendency
Halo error

Rater effect
Primacy and recency effects

Perceptual set
Spillover effect
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Status effect

Methods of Performance Appraisal

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Challenges of Appraisal

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Appraising Teams

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Legal Issues
Legally Defensible Appraisal Procedures Legally Defensible Appraisal Content Legally Defensible Documentation of Appraisal Results Legally Defensible Raters

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Deference Between Job Evaluation and Performance Appraisal

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Job-evaluation Process

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Methods of Job Evaluatoin

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