INTEGRATION OF

INDIVIDUAL WITH
ORGANIZATION & ROLE
ANALYSIS PROCESS.
EMPLOYEE INDUCTION &
SOCIALIZATION

 Employee induction is a technique by which a new

employee is rehabilitated into his surroundings and, he is
introduced to the practices, policies and purpose of the
organization.
OBJECTIVES OF INDUCTION PROGRAM
 To provide comprehensive understanding of the
organization regarding the following:-
 Mission
 Goals
 Objectives
 Values
 Products
 Policies
 Services
 Functions
 people.
 To provide complete information .i.e. what is valued in an
organization. Which kind of behavior pattern is accepted in
an organization and what is expected out of employees.
 Detailed understanding of the nature of tasks performed by
the other people so that employee can easily co-ordinate
with others.
 To provide minimum (KSA) knowledge, skills, and abilities
required to perform a job.
VARIOUS TECHNIQUES OF
SOCIALIZATION
 General orientation- this is the basic introduction given
to the employee by the human resource department so
that employee can get familiar to the organization.
 Specific orientation- this is the orientation given by the
departmental head or the respective supervisor under
whom employee needs to work.
 Follow-up orientation- this is the introduction of
organization carried by both the above two.
PROGRAM
OR EMPLOYEE ON-BOARDING
PROGRAM
 It’s a comprehensive approach which starts before
orientation and extends well beyond the first few days.
 Employee on-boarding revolves around the following
key areas:-
1. Work area

2. Communication process

3. General support
VARIOUS TOOLS AND METHODS USED
FOR INDUCTION
1) Company document and other literature-documents
carrying the following details of the company which
include-
1. Induction booklet

2. Other documents (broachers, news letter, articles,

manuals, reports, speeches.)
o Area orientation- it include making the employee
familiar to near by schools, hospitals, which can be the
primary need of employee and his family.
2) Formal induction program- it can be done through
following techniques:-
a) Planned classroom training- more details regarding
policies, procedure, goals, objectives of the organization
are taught in the classroom. It helps the employee to
interact with his supervisors.
b) Sensitivity training-
Sensitivity training is about making people
understand about themselves, and others reasonably, which
is done by developing social sensitivity and behavioral
flexibility in them.
Social sensitivity in one word is empathy. It is ability of
an individual to sense what others feel and think from
their own point of view.

Behavioral flexibility is ability to behave suitably in

light of understanding.
PROCEDURE OF SENSITIVITY
TRAINING
 An unstructured group of 10-15 people is formed
Unstructured group without any objective looks to the
trainer for its guidance But the trainer refuses to provide
guidance and assume leadership Soon, the trainees are
motivated to resolve the uncertainty. Then, they try to
form some hierarchy. Some try assume leadership role
which may not be liked by other trainees.
 Then, they started realizing that what they desire to do
and realize the alternative ways of dealing with the
situation
 Sensitivity Training Program requires three steps:
i) Unfreezing the old values –It requires that the trainees
 become aware of the inadequacy, of the old values. This
can be done when the trainee faces dilemma in which his
old values is not able to provide proper guidance. This
step consists following:-
 Behavioral camps

 Socialization camps- these informal interaction camps

create the batch identity among the employees and
friendly atmosphere.
 ii) Development of new values – With the trainer’s support,
trainees begin to examine their interpersonal behavior and
giving each other feedback. The reasoning of the feedbacks
are discussed which motivates trainees to experiment with
range of new behaviors and values. This process constitutes
the second step in the change process of the development of
these values.
iii) Refreezing the new ones – This step depends upon how
much opportunity the trainees get to practice their new
behaviors and values at their work place.
3) Informal induction program- it can be done at the
residence of the supervisor or at office, or by visiting
various departments, through presentations or simply on a
tea. It can create family like feeling in the employee and
employee can easily pick up the behavior pattern of his
supervisor.
4) Visiting site orientation- induction can be done through
simply visiting the respective site. But it should be
properly planned and timely managed because it will leave
a first impression on employee’s mind.
5) Induction placement- this is an on job training where
induction is done during the actual working of task for a
specific period.
6) Mentoring system- induction is done through mentoring
where mentor should give adequate time to the employee.
7)Performance appraisal- through periodic appraisal to learn
desirable or undesirable behaviors' in an organization.
NEW TRENDS IN INDUCTION
 Quick induction to the company (1 day to 1week.)
 IT enabled services (HR services, manuals, policies,
procedures are on websites.)
 Vision, mission, values are shared by companies (due to
globalization)
 Candidates are also very choosy now-a-days (they find
their comfort zone.)
 Induction into the organization is faster because of
improved Knowledge Skills and Ability.
PROCESS OF
ROLE ANALYSIS
ROLE ANALYSIS TECHNIQUE

 Developed by Ishwar Dayal and John M.Thomas

 RAT or RAP is designed to clarify role expectations and
obligations of team members to improve team effectiveness.
 The role incumbent may not have a clear idea of the behaviors
expected of him or her by others and equally often, what others
can do to help the incumbent fulfill the role is not understood.
 Particularly applicable for new teams, but it may also be
helpful in established teams where role ambiguity or confusion
exists.
 In a structured series of steps, role incumbents, in conjunction
with team members, define and delineate role requirements.
 The role being defined is called the Focal Role.

 In a new organization, it may be desirable to conduct a role

analysis for each of the major roles.
STEP I
 It consists of an analysis of the focal role initiated by the
focal role individual.
 The role, its place in the org., rationale for its existence,
and its place in achieving overall organisation goals are
examined along with the specific duties of the office.
 The specific duties and behaviours are listed on a
chalkboard and are discussed by the entire team.
 Behaviours are added and deleted until the group and the
role incumbent are satisfied that they have defined the
role compeltely.
STEP II
 It examines the focal role incumbent’s expectation of
others.
 The incumbent lists his/ her expectations of the other
roles in the group that most affect the incumbent’s
performance. And these expectations are discussed,
modified, added to, and agreed upon by the entire group.
STEP III
 It consists of explicating other’s expectations and desired
behaviors of the focal role, that is, the members of the
group describe what they want from and expect from the
incumbent of the focal role.
 These expectations of others are discussed, modified and
agreed upon by the group and the focal role person.
 Upon conclusion of step III, the focal role person assumes
responsibilities for making a written summary of the role as
it has been defined i.e. ROLE PROFILE…derived from the
results of the discussions in step I to III.
 Role Profile:
a) A set of activities classified as to the prescribed and
discretionary elements of the role.
b) The obligation of the role to each role in its set.
c) The expectations of this role from others in its set,
THIS HELPS IN UNDERSTANDING OF EACH
INDIVIDUAL’S ‘ROLE SPACE’.
CONCLUSION
 The role analysis technique is a non threatening activity
with high payoff.
 Often the mutual demands, expectations and obligations
of interdependent team members have never been
publicly examined.
 Each role incumbent wonders why “those other people”
are “not doing what they are supposed to do”, while in
reality all the incumbents are performing as they think
are supposed to do.
NAINA SHARMA & NIDHI GIRDHAR