Induction Or Orientation
 Planned

introduction of employees to their jobs, their co – workers and the organisation. also called Induction, is designed to provide a new employee with the information he or she needs to function comfortably and effectively in the organisation.

 Orientation

Objectives of Induction
 To

help new comer overcome his natural shyness and nervousness in meeting new people in the environment.  To develop among the newcomers a sense of belonging and loyalty to the organisation.  To develop a close and cordial relationship between newcomers and the old employees and their supervisor.

Objectives (contd.)
 To

ensure that the newcomers do not form negative or false impression and attitude towards the organisation or the job because first impression is the last impression.  To give newcomers necessary information such as leave rules, rest period, locker room etc.

Advantages of Formal Induction
 Helps

in build up a two way channel of communication between management and workers.  Proper induction facilitates informal relations and teamwork among employees.  Effective induction helps to integrate the new employees into the organisation and to develop the sense of belonging.

Types of Induction Programme
 Formal  Informal  Individual  collective

Contents of Induction Programme
 History

and operation of company  Products and services of company  Policies and procedures of company  Grievance procedure  Benefit and services for employees  Opportunities for training and development, promotion, transfer etc.

 Placement

refers to the allocation of people to jobs. It includes initial assignment of new employees and promotion, transfer, or demotion of present employees.

Placement Problems

Difficulty with the placement is that we tend to look at the individual but not at the job. Job in this context may be classified into three categories. Independent Sequential Pooled

 4. 5. 6.

Training & Development
 Training

is an attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employee’s attitude or increasing his or her skills and knowledge.  Training refers to the process of imparting specific skills. (Employees)

 Development

refers to learning opportunities designed to help employees grow. (Executive) is theoretical learning in classroom.

 Education

 The

need for training and development is determined by the employee’s performance deficiency computed as follows-:

Training & Development need = Standard Performance – Actual Performance

Difference between T & Edu
 Training

-: 1. Application base, 2.Job Experience, 3. Specific Task, 4. Narrow Perspective.
 Education

-: 1.Theoretical Orientation, 2. Classroom learning, 3. General Concepts, 4. Broad Perspective.

Inputs in T & D
 Skills

 Education  Development  Ethics  Attitudinal

Changes  Decision making and Problem solving skills

T & D as a source of Competitive Advantage

& D offer competitive advantage to a firm by removing performance deficiencies, making staff stay long, minimising accidents, Scrap & damage and meeting future employees needs.

Training Program
Need Assessment Establish Training Objectives Designing Training & Development Program Implementation of Training Program Evaluation

Training Process

Need Assessment -: Diagnoses the present problems & future challenges to be met through training and development. Need Assessment Methods -: As follows Group Assessment – Org goals & objectives. Personnel skill inventories Exit interviews Customers Satisfaction data

  5. 6. 7. 8.

Training process
 2. 3. 4. 5.  8. 9. 10. 11.

Individual Analysis -: Performance Appraisal Interviews Questionnaires Attitude Surveys. Issues in need assessment -: Org Support Org Analysis Task and KSA analysis Person Analysis

Training Process
 Deriving

an instructional objectives -: It help to know the inputs for the training program and as well as for the measures of success that would help assess effectiveness of the training program.  Designing training & development program -: 1. Who are the trainees? 2. Who are the trainers? 3. Methods & techniques? 4. Level of training? 5. Learning principles? 6. Where to conduct the program?

Training process
 Implementation  Evaluation

of training program

Types of training
 2. 3. 4. 5. 6.

On the job -: Skill imparted Job instruction Job Knowledge Apprentice training --------,,------Internship --------,,------Job rotation broadens experience Coaching / Mentoring Practical job skills to enkance career growth

Coach / Mentoring
        

Development approach : formal / informal One – to – one learning : Mentor-protégé relationship Mentor – internal member or external Coach – generally the immediate boss AT&T, IBM and Kodak……. but….. Coaching on decline – lean firms Role : coaching, challenging assignments, personal support, encourage +ve visibility, counselling & role modelling Mentoring for Women & minorities – to fight out the glass ceiling Problems :
  

Reverse Mentoring : GE ; Bill Gates & Warren Buffet

Managers do not have the time for mentoring Some new hires – argumentative or uninterested Personality conflict

Types of training
 2. 3.
i. ii. iii. iv. v.

Off the job -: Lecture Simulation

4. 5. 6.
i. ii.

Behaviour Modelling Laboratory training / Sensitity Training / TGroups E-Learning
Distance Learning : Video Conferencing Computer Based training (CBT) Virtual reality

Business games In Basket Exercises Case Study Role playing Vestibule



Corporate Universities – 2000 in US : GM, Mc.Donald’s, Disney, Motorala, gE, Intel. India : Univ & Colleges -Nirma University, Dhirubhai Ambani’s, ISB Hyderabad, Narsimonji Inst. Mgt. Edu. , BITS , Sportking Inst. Of fashion Tech

Training Cost Reduction
 LearnShare-


a consortium of non-competing

 GM,

Motorola, Reynolds Metals 3 Universities and others  The consortioum can deliver learning material anywhere on earth instantly & with less cost than if they were to act alone…. Synergy … cooperation …..amongst non-competitors.

 Teaching

thru’ Interactive satellite Broadcasts : GM – 1400 employees ; Wholesaler Integrated Learning program – 32000 distributors target.

You are a top manager. Your Sr. Vice President sends you this message : “Be in the boardroom in 10 minutes. The CEO is out on his boat, a storm has knocked out all communications. Worse, there has been a massive fire in the call Centre in Bangalore. We could lose billions……….” The board has given senior staff members emergency powers. You’ve been called for help. What will you do?

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