Professional Documents
Culture Documents
PLACEMENT,
INDUCTION,
INTERNAL MOBILITY
AND SEPARATIONS
ANNOTATED OUTLINE
PLACEMENT
Placement is the actual posting of an employee to a specific job—
with rank and responsibilities attached to it. Most organisations put
new recruits on probation for a given period of time after which their
services are confirmed. Placement, however, should be made with
as little disruption to the employee and organisation as possible.
Benefits of Placement
The employee is able to:
Show good results on the job.
Get along with people easily.
Keep his spirits high, report for duty regularly.
Avoid mistakes and accidents.
8-3
Induction Or Orientation
Follow up meetings may also be required at regular intervals to find how the
new recruit has adjusted himself to new environs.
Placement, Induction, Internal Mobility And Separations
8-5
Internal Mobility
Transfer
Purposes of transfer
To meet organisational requirements
To satisfy employee needs
To utilise employees better
To make the employee more versatile
To adjust the workforce
To provide relief to overburdened employees
To reduce conflicts
To punish employees
8-8
Transfer
Transfer policy: Organisations should clearly specify their policy regarding
transfers. Such a policy would normally consist of the following things
Specify circumstances under which the transfer has been effected
Name the persons authorised to effect transfers
Mention the basis for the transfer
Clarify the position regarding pay, allowances, benefits etc
Promotion
Bases of promotion
Merit based promotions
Seniority based promotions
Demotion
Causes of demotion
Employee unable to meet job requirements
Organisation forced to demote employees because of adverse business conditions
Demotions happening to check errant employees
Demotion policy: A clear cut policy regarding demotions would help employees
adjust to complex organisational demands admirably. To this end, punishable
offences must be listed in advance. Better to state the reasons before punishing
an employee. Any violation must be properly investigated and followed by a
consistent and equitable application of the penalty. There should be enough
room for review.
Placement, Induction, Internal Mobility And Separations
8-12
Employee Separations
D o’s D on t’s
G ive as m uch warning as possible for D on’t leave the room , creating confusion. Tell the
m a ss lay offs employee that he or she is laid off or terminated.
Sit down one-to-one with the individual D on’t allow tim e for debate
in a private office D o n ’ t m a k e p e r s o n a l c o m m e n ts ; k e e p t h e
Complete the firing session quickly conversation professional
P re p a re th e in d iv id u a l w h o is b e in g D on’t rush the employee off-site unless security
asked to leave to cope with his em otions is really an issue
O ffer written explanations of severance D on’t fire people on im portant dates (birthdays,
be nefits anniv ers ary o f their em ploy m ent, the day their
Provide outplacement assistance away m other died, etc.)
from com pany headquarters D on’t fire em ployees when they are on vacation
Be sure the em ployee learns about the or have just returned
layoff from a m anager, not a colleague E m p l o y e e s w h o c o n ti n u e t o w o r k w i t h t h e
A ppreciate the contributions m ade by c om pa ny sh ou ld n ot b e ig no red. T he y are as
the em ployee – if they are appropriate vulnerable to the changes as the ones being let go.
(S. A le xan der, The W a ll S treet Journa l 81, 1 991. A lso see “Ea sing the E xit”, B. W o rld, 1.9 .200 3)
Employee Separations
Employee Separations
Employee Separations