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A

TERM PAPER
REPORT
ON
CELEBRITY ENDORSEMENT

By
MOHD AAMIR HUSSAIN
BBA
Semester 3
A7006415067

Under the guidance of:


NITIN SIR
LECTURER

*Term Paper Report in partial fulfilment for the award of Degree of


Bachelors of Business Administration (3rd Sem) of Full Time 2015-2018

Amity Business School


Amity University, Uttar Pradesh
Lucknow

1
DECLARATION

I, MOHD AAMIR HUSSAIN student of BBA, third semester


batch 2015-2018 here declare that TERM PAPER submitted by me
from Bachelors of Business Administration, Amity Business
School, Amity University, Lucknow campus for partial
fulfilment of third semester term paper report. This is a
comprehensive report on “CELEBRITY ENDORSEMENT ”
which is produced in best possible manner.

MOHD AAMIR
HUSSAIN
BBA-Sem 3
A7006415067

2
ACKNOWLEDGEMENT

Among these are my faculties, friends and family members to


whom I wish to extend my gratitude on the event of completing my
term paper.
Through the columns of this Term Paper I wish to express my most
sincere and profound gratitude to HOI for giving me opportunity to
involved in the term paper.
I am also thankful to Dr. R.P. Gupta, (Professor, ABS, Amity
University U.P.,Lucknow Campus) for being my guide.
I extend special thanks to my friends and family for their constant
support. This work cannot be completed without the help of above
mentioned people.

Varun Lalwani
BBA 3rd SEM.
A7006415074
2015-2018

3
STUDENT`S CERTIFICATE

Certified that this report is based on the TERM PAPER project


undertaken by me in AMITY UNIVERSITY from 29 th August to
28th September 2016 under the guidance of Prof. R.P. Gupta in
partial fulfilment of the requirement for award of degree of
Bachelor of Business Administration (BBA SEM 3) from AMITY
UNIVERSITY Uttar Pradesh.

Varun Lalwani Prof. R.P. Gupta (DirectorABS)


(Student) (Faculty Guide)

4
FACULTY CERTIFICATE

Forwarded here witha Term Paper report on topic Induction


Process submitted by Varun Lalwani, E roll-A7006415074, student
of 3rd semester (2015-2018) This project work is in partial
fulfilment of the requirement of the award of degree of
BACHELOR OF BUSINESS ADMINISTRATION from AMITY
UNIVERSITY, Uttar Pradesh, Lucknow.

Dr. R.P. Gupta


Professor
Amity University U.P.
Lucknow

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INDEX
S.NO Topic Page No

1- Introduction
2- Topic Description
3- Main Induction Process
4- Building an Induction Process

5- Example Induction Plan

6- Preparing an Induction Plan

7- Conclusion

8- Bibliography

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Executive Summary

This concept involves officially endorsed business processes; it does not


include unofficial and frequently clandestine initiation practices such
as hazing.
An induction programme is the process used within many businesses to
welcome new employees to the company and prepare them for their new role.

Induction training should, according to TPI-theory, include development of


theoretical and practical skills, but also meet interaction needs that exist
among the new employees.

An Induction Programme can also include the safety training delivered to


contractors before they are permitted to enter a site or begin their work. It is
usually focused on the particular safety issues of an organisation but will often
include much of the general company information delivered to employees.

Introduction

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Benefits

An induction programme is an important process for bringing staff into an


organisation. It provides an introduction to the working environment and the
set-up of the employee within the organisation. The process will cover the
employer and employee rights and the terms and conditions of employment.
As a priority the induction programme must cover
any legal and compliance requirements for working at the company and pay
attention to the health and safety of the new employee. An induction
programme is part of an organisations knowledge management process and is
intended to enable the new starter to become a useful, integrated member of
the team, rather than being "thrown in at the deep end" without understanding
how to do their job, or how their role fits in with the rest of the company.

Good induction programmes can increase productivity and reduce short-


term turnover of staff. These programs can also play a critical role under the
socialization to the organization in terms of performance, attitudes and
organizational commitment. In addition well designed induction programmes
can significantly increase the speed to competency of new employees thus
meaning they are more productive in a shorter period of time.

A typical induction programme


A typical induction programme will include at least some of the following:

 any legal requirements (for example in the, some Health and


Safety training is obligatory)
 any regulatory requirements (for example in the banking sector certain
forms need to be completed)
 introduction to terms and conditions (for example, holiday entitlement,
how to make expense claims, etc.)
 a basic introduction to the company, and how the particular department
fits in
 a guided tour of the building
 completion of government requirements (for example in submission of
a P45 or P60)
 set-up of payroll details
 introductions to key members of staff
 specific job-role training

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Best practice

In order to fully benefit the company and employee, the induction programme

should be planned in advance. The timetable should be prepared, detailing the

induction activities for a set period of time (ideally at least a week) for the new

employee, including a named member of staff who will be responsible for

each activity. This plan should be circulated to everyone involved in the

induction process, including the new starter. If possible it should be sent to the

new starter in advance, if not co-created with the new starter.

It is also considered best practice to assign a buddy to every new

starter. If possible this should be a person who the new starter will

not be working with directly, but who can undertake some of the

tasks on the induction programme, as well as generally make the

new employee feel welcome. (For example, by ensuring they are

included in any lunchtime social activities.)

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Induction

Induction is the process for introducing a new employee to their work

environment. It extends from the moment the prospective employee reads the

advertisement for the position and fuses with their training and development

as a part of the organisation.

Why do we need an induction procedure?

A proper induction will give both the employees and the organisation the

following benefits:

(1) It improves the motivation of new employees by helping them (2) quickly

assimilate the workplace culture, as well as (3) their knowledge of the

products/services provided by the organisation and the systems in place. This

in turn (4) boosts confidence and improves (5) work quality and productivity,

as well as helping to (6) reduce incidences of early leaving, which can be

extremely costly to the organisation. (7) As induction involves other staff

other than the inductee, the process can also be useful in developing the skills

of existing staff.

As well as these benefits induction can ensure that (8) health and safety rules

are properly disseminated to all staff and a good induction will help with an

(9) Investment in People application.

How do we put together an Induction procedure?

A successful induction process has three Goals -

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1. Helps new employees settle in;
2. Helps new employees understand their responsibilities and what is
expected of them;
3. Ensures the employer receives the benefit of the new employee as
quickly as possible.

Who should attend an induction process?

An induction process is not simply for new employees. The same benefits can
be received by staff who have been promoted or transferred or those who have
returned from a long period of absence. Furthermore you should be careful to
include against long term temporary staff, who are entitled to the same
training and development as permanent staff members. To not do so could
harm your organisation and may be considered discriminatory.

What should we put in an Induction process?


An induction process should have three themes running through it. It should
be;
1. Flexible and interesting;
2. Employee centred;
3. Meets equal opportunities requirements.

Objectives of induction

Despite its particular term, induction is simply another part of the training
process that organisations invest in their staff. Like any form of training it
should have the objective of developing the relevant skills, knowledge and
behaviour of employees that their posts require. Such training should be
SMART (Specific, Measurable, Action orientated, Relevant, Time bound)

Roles of other people in induction


It is not sufficient to simply present a new staff member with a file of
information and told to get on with it. An induction process should involve
other employees, helping build relationships within your organisation. The
following people may well be involved in the process.

The employee’s Line Manager has the primary responsibility to identify the
needs of the inductee and assess their learning styles as well as ensuring that
the programme is followed through.

The Training/personnel dept, or whoever is responsible for training, needs to


advise line managers, ensure training is provided, manage group events and
oversee delivery of the programme.

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Senior Managers, including the trustees, should be available to set out the
vision of the organisation to new employees. Their involvement can help to
motivate inductees by demonstrating the organisation’s concern that new
employees feel they are an important part of the organisation. It will also help
inductees see the ‘big picture’ in which their work takes place.

Specialists can provide specialist information on topics such as Health and


Safety, quality measures, union representation etc.

Nominated peer/buddy can provide informal support and accelerate


assimilation into the team/department by offering advice and information as
needed.

Meeting Customers/suppliers/distributors can help the inductee understand


his/her role in relation to these outside groups and the importance of their own
role in linking with them.

Stages of induction

Induction does not simply begin and end on an employee’s first day at work.
Proper induction starts from the moment the need for recruitment is identified
and carries on throughout the first year, blending into the organisation’s
programme of staff training and development.

Job advert– The advert should be realistic, with a design and copy that reflects
the culture of the organisation. The emphasis for the advert should be on the
aspects of the work that current employees find satisfying and it must be
accurate about pay, conditions and any special conditions that apply. A proper
job advertisement will begin the selection procedure to ensure the most
suitable person is chosen.

Application pack – This should provide literature about the organisation


(Q&A’s, who we are, what we have achieved, what it is like to work here,
where we are, local facilities), a suitable job description and a brief outline of
the terms and conditions. Where there are conditions that are not part of the
contract, i.e. a no-smoking policy, then these should be properly marked.

Pre-employment handbook – This can take the form of an actual handbook, or


simply an introductory letter to the successful candidate. The important points
are that it should be friendly and jargon free. It should set out the
arrangements for the first day-

 The time and place the employee should arrive,


 Parking/transport arrangements at site

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 The name of the person who will meet them/whom they should ask for
 What type of clothing should be worn (dress code, safety clothing etc)
 Any specific security arrangements they should be aware of
 The catering facilities that are on site/near by,
 A list of the documents they will need to bring on the first day
 An outline of the work of the first day.

The pre-employment pack/letter should enable the employee to predict exactly


what will happen on their first day, which in turn will do a great deal to
reassure and overcome apprehension. If an inductee can go home at the end of
the first day and say that the day was as expected, the pre-employment
material will have been successful.

Primary induction- This is the first face-to-face induction the inductee will
have as an employee of the company.

It should address both the inductee’s and the employer’s immediate needs and
priorities such as;
1. Health and Safety,
2. Conveniences,
3. Personal details- the following is a list of information that may be
needed
a. P45
b. Driving license
c. Car insurance
d. Birth certificate
e. Passport
f. Previous pension details
g. 1st aid certificate
h. Medical documents if a health check is to be carried out
4. Details of the next of kin, General Practitioner, etc
5. Important documents the employee needs to receive from the
organisation-
a. Employee handbook
b. ID
c. Safety rules
d. Clocking in card
e. Locker key
f. Vending/restaurant tokens
g. Car park entry
h. Authority to draw protective clothing
i. Documents for company car.

By the end of day the inductee should know;


1. The location of work site, toilets and facilities,
2. Time-recording procedure,
3. Rest/meal break times,

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4. Health and Safety rules,
5. Location of their personal work station,
6. Rules about PC/phone use,
7. Key points of conduct
8. Have been introduced to their immediate supervisors and
colleagues.

Taking in all of this information can be very overwhelming on the first day
and easy to forget in the coming days and weeks. It is therefore important to
present it well and support the inductee. Some ideas on how to do this are;

- Have everything set out on paper, including the names of the people the
inductee is to meet, and send the inductee a timetable of the first day, as
part of their pre-employment pack.
- Nominate a key person who is responsible for each task that the inductee
will have to do and make sure they are prepared and trained to do it.
- Ensure that the people who are to meet the inductee are available,
punctual and friendly.
- Don’t hold inductions on a Monday, as staff are often busy getting back
“up to speed” after the weekend.

Once the primary induction is finished, the employee will still need to be
inducted into the culture and systems of the organisation and given training to
allow them to complete their work.

Main Induction Process

Ideally this should start in the first week, but again be careful to avoid
overload. Rather than seeing induction as happening on one day, see it as a
yearlong procedure that merges with your training programme.

When planning the induction programme, you should consider three broad
topics with which you want the employee to be familiar;

1- Work environment- Health and Safety issues, Employee welfare, work


hazards and preventative measures
2- The organisation- A structured view of the organisation should be given
through providing mission statements and business plans and explaining
communication and involvement systems that show;
 How employees fit in the organisation through organisational charts,
accountability charts and meeting people
 The roles and culture within the organisation through explaining policies and
meeting people
3- Job instruction- Explained by the line manager through the job description,
setting targets and performance measurements and explaining the value and
importance of the work, as well as ensuring the inductee receives the relevant
training to actually carry out the work.

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As with all training it is essential for the employer to review and evaluate the
process.

Evaluating Induction

Primary Evaluation - The reaction, learning and behaviour of the inductee and
how well these match up to the objectives of the induction.
Secondary Evaluation - The effects of the induction on the organisation in
terms of staff retention, attendance, flexibility, equal opportunities, health and
safety and customer care.

Induction programmes, as with any training, should be modified according to


the results of the evaluation.

Building an induction programme

The key people involved in training and supporting the proposed employee
need to meet (i.e the directors/trustees/line managers/personnel department) to
discuss exactly what they expect the induction to achieve in light of their
expectations having written the job description and person specification.

Some questions that should be asked are;

At the end of the first week-

1. What does a new employee need to have known?


2. What key policies and procedure do we need to have conveyed to the
new employee?
3. What positive behaviours do we want to have reinforced?
4. What should we have done to help integrate the new employee into the
team/department?
5. How can we have given the employee a sense of accomplishment?
6. What feedback will the new employee need?
7. Will we have made ourselves sufficiently accessible?

It is important to design some tasks that the employee can achieve during their
first week (see point 5). These should give them the feeling that they have
started work (otherwise they may feel bored and detached if they are simply
receiving training and information) and also give them a sense of
accomplishment, so should have an easily achievable end. This will in turn
reinforce their motivation to the organisation and wanting to stay a part of it.

15
At the end of the first month-

1. What additional things does the employee need to have known?


2. What policies/procedures need to have been in place to affect job
performance?
3. What impressions or models should we want to have been reinforced
in this month?
4. What task can we assign the employee that allows for growth over this
month?
5. What can our organisation do to broaden delegation to include the
employee?
6. What training objectives do we want the employee and the
organisation to meet?

You should have the same points in mind when planning the induction for the
six month point and should also ask the employee the following questions -

1. What info did you need in the first 6 months that you did not receive?
2. What tools and information were or would be helpful in the first 6
months?
3. What changes would you make to induction?

At one year-
1. What additional things does the employee need to know by the end of
the 1st year?
2. What policies/procedures need to be in place and aware of to affect job
performance?
3. How can we have encouraged the employee to be self-sufficient over
the year and in the future?
4. Does the employee have capabilities/skills that aren’t being utilised?
5. How well have we met our goals?

When you have answers to these questions you will need to write a checklist
that states;

- What task is to be done,


- By whom,
- By when,
- How long will it take to do and a
- A check box for the employee and person responsible to say it has
been done.

This checklist should be given to the employee and they should regularly
update it accordingly. As it is completed copies can be put in the employee’s
personnel file. Alternatively, you may wish to have a checklist for the first
week which the employee maintains and which is then put on their file, and
have the line manager/personnel department keep the longer term plan.

16
A sample checklist is attached but those responsible for writing the induction
programme should attempt their own first and then check it against the sample
one.

Wow! That was a lot. We don’t want to do it now.

Employing somebody is a big responsibility and one that should be taken very
seriously. As with everything if this is the first time that you are employing
somebody then you have everything to do. Next time it will be much easier.
Taking care at the start will also reap benefits that you may never notice,
because your preparation has helped reduce the chance on incidents and
unhappiness. It is unprepared organisation’s that have the most problems and
find them the hardest to solve.

Having said that, there is a lot of help out there. IVAC is willing to work with
you on planning your induction. We have a range of material on induction
methods, which can help you plan for your organisation, including sample
induction packs from other groups.

There are also many books covering this issue. The ones used to write this
information are:

New Starters Induction Record


Boxes on the right to be initialled by line manager and new starter to confirm
procedure has been actioned.

Completed form to be entered onto personnel file within 1 [week/month] of


the employee start date.

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Example Induction Plan
Example Induction Plan

Employee’s Name:

Date Employment Started:

Employee Responsible for Induction:

Activity Signed by Signed by


staff manager
By the End of the First Day
Had initial meeting with manager
Had outline of your role, responsibilities, level of
authority and work priorities.
Check that there are no matters outstanding from
the recruitment process, e.g. all pre employment
checks completed.
Discuss the terms and conditions of employment
and ensure that
you discuss:
- Information about pay day
- Payment method
- Completion of time sheets
- How to report sickness and absence giving the
name and telephone number of the person to be
contacted, by what time
and what information will be needed
- Explain annual leave entitlement, where this is
recorded and who approves this.

Explain the disciplinary and grievance


procedures, including whistle blowing, bullying
and harassment –

Explain work rules and codes of conduct


Check that all relevant personal information has
been obtained. For example who to call in an
emergency.
Ensure that the new employee know where the
basic amenities are.
e.g. lavatories, cloakrooms, tea/coffee making
facilities and eating area

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Draw the new employee’s attention to any
specific points about working for the setting, e.g.
no smoking policy, dress code, hours of work, tea
and lunch breaks
Explain the emergency procedures, e.g.
evacuation exits and procedure, the sound of the
fire alarm, the name and location of the appointed
first aider
Introduce the new employee to everyone in the
setting explaining who they are and what their
role is

End of first day review Date:


_____________________

Signed: ____________________________ (Manager Name)


________________
Signed: ____________________________ (Employee Name)
_______________

By the End of the First Week


Know how to access all the equipment needed to
do your job
Be issued any other necessary items, like keys, ID
Cards, Building Codes.

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Be given copies of polices and procedures and
checklist
Risk Assessments
End of first week review Date:
_____________________

Signed: ____________________________ (Manager Name)


________________
Signed: ____________________________ (Employee Name)
_______________

By the end of the First Month


Have an initial Performance and Development
Review meeting that covers
 Information on how their role will support
children across the six areas of learning and
development
 Identifies any training needs.
 Workload.
 Progress and difficulties

This should lead to clear work targets and a


learning and development plan.
Plan regular meeting with the new employee to
discuss workload, progress and any difficulties.
Employee signs to say that they are aware of and
have read all policies and procedures
End of first month review Date:
_____________________

Signed: ____________________________ (Manager Name)


________________
Signed: ____________________________ (Employee Name)
_______________
By the end of Three Months
Completed your induction programme, and
undertaken a probationary review with your line
manager and demonstrated capability to meet the
requirements of the role to the standard set.

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End of Three Month Review Date:
_____________________

Signed: ____________________________ (Manager Name)


________________
Signed: ____________________________ (Employee Name)
_______________

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Induction policy and procedures checklist
Policy/ Procedure covering Explaine Received Read &
d Copy Understood
Safeguarding / child protection

Maintaining privacy and


confidentially

Food Hygiene

Behavioural management

Smoking, drugs and alcohol

Health and Safety

Uncollected child

Missing Child

Complaints

Arrivals and departures

Outings

Administering medicine and illness

Injuries and infection control

Equal Opportunities

SEN:
Other:

Other:

Signed by
Employee……………………………………………………………

Signed by
Manager………………………………………………………………

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How to Prepare an Induction Programme
Related Resources

The aim of an induction programme is to make sure that new employees are
given all the help and guidance they need for them to do their job to the
required standard as soon as possible.

Remember that the induction process begins during the recruitment and
selection phases when contact is first made with potential new employees. It is
therefore key that the things you do and say before their first day are as well
thought through and prepared as those after the candidate takes up the post.

Also, bear in mind that further assessments should be made of a new person’s
suitability during this ‘settling-in’ period (otherwise known as the
‘probationary period’), and, if, by the end of this period, they have not reached
the standard required, it could be that the job is not for them. Interestingly, it is
around the three/four-month point that the highest number of resignations
occur. This is commonly referred to as ‘the induction crisis’. Whether the new
employee changes their mind about the role or you decide that they are not
suitable, the ‘induction crisis’ can be quite demoralising and upsetting for both
parties.

Methodology

So, use the framework below to help plan and design a thorough and
comprehensive induction programme to ensure that all your new employees
successfully complete their probationary periods:

The Induction Process[1]

 Recruitment
 Pre-employment
 First day
 First week
 First month
 End of probation period
 Evaluation

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Recruitment (including the selection interview)

The nature of the job, its role and key responsibilities should be covered in the
job description and explained in the selection interview. You may also
consider sharing some or all of the information listed below to give a real
insight into the structure and culture of the organisation, behaviours and
standards expected and future plans/intentions:

 organisation, department and/or team structure chart


 organisation, department and/or team vision statement, aim, goals,
objectives, etc.
 organisation, department and/or team competency framework/appraisal
system
 employment terms and conditions, e.g. hours of work, holidays, sick
pay policy, salary, benefits, etc.

Pre-employment

All new employees should receive a formal employment contract which


contains a link to the online New Starters Details Form, which collects all the
necessary information required. As well as this information you should also
advise new employees to look at the ‘new employees’ web page for further
information.

You may also feel it necessary to send joining instructions giving the
following information by phone or email:

 where and when to report


 who will meet them
 a map, transport and car parking instructions
 what else to bring, e.g. tools, special clothing, packed lunch, etc.

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Preparing the programme

The content of individual induction programmes will vary according to the


needs of the individual. New employees may fall into one or more groups, for
example:

 school-leavers/skill-seekers
 graduates
 long-term unemployed
 people with disabilities
 experienced individuals changing jobs either within or from outside the
organisation
 shift workers
 Internal employees moving department

Each group will have different needs and therefore induction programmes
should be designed with this in mind. Also consider those people with special
needs, i.e. with disabilities, or very young people who will perhaps have
limited, if any, experience of working life. Induction programmes for certain
jobs or roles should also take into account factors such as health and safety
rules and regulations.

New employees will have a considerable amount of information to absorb


when starting their new role. Try to divide the induction programme into
subjects or areas of responsibility enabling the individual to build up their
knowledge gradually, preventing confusion or overload.

First day

New starters will doubtless be nervous and even apprehensive on their first
day. It is important that they are made to feel welcome and given time to
assimilate to their new environment and colleagues. They should be:

 met and introduced to their team colleagues


 given a tour of the building(s) or workplace, pointing out toilets and
restaurant facilities, etc.

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 talked through their induction programme and timetable (see link
above or on web site)
 satisfied that all necessary paperwork has been completed and received

First week

With all new employees, explain and discuss the key aspects of their job, the
goals and objectives of their immediate team and how they in turn contribute
to the objectives of the organisation. This is likely to involve them being
introduced to members of other teams and/or departments, and visits to other
offices and/or locations.

At the end of the first week, managers should determine how new employees
are settling in and:

 review the induction programme and assess the understanding of the


information provided at this point
 agree how to clarify or revisit any areas where understanding is
confused or inadequate
 explain what is expected in subsequent weeks
 ask for feedback from the employee on how they are feeling and if
they feel they have the right amount of support

First month

By the end of the first month, you should aim to have drafted some personal
objectives to give them clear direction and focus. You may also start
compiling ideas for a personal development plan. The plan would include
areas in which they have shown limited knowledge and/or skill during the
induction so far.

You should solicit feedback from the people who have been involved in the
induction process and use it to assess the new employee’s progress. If you
have any concerns regarding their performance or ability, you should address
them at the earliest opportunity. Often, new starters simply need greater clarity
or reminding of certain key requirements

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Conclusion

Induction of people new to the organization is a continuing training need for


businesses small and large. Much energy and effort is devoted to Induction,
often without too much effective return either for the individual(s) concerned
or for the organization. This is a shame as the Induction period immediately
after joining is a very important one for everyone concerned.

From the individual's point of view it is the period where they find their feet,
learn about their new organization, their new job and the people with whom
they will be working. It is also the period during which they absorb the
culture, ethics and standards of the business and begin to form judgements
about what is acceptable and non-acceptable in terms of behaviours and
inputs. 

From the organization's point of view Induction is the period which, if used
effectively equips and prepares the new joiner for their role and gives them the
basic knowledge required to begin functioning effectively and safely at the
earliest possible moment. Induction is also the period during which the
employer can quickly confirm the wisdom of the decision the individual has
made to come and work there and make them feel welcomed and valued.

A poor induction period where the individual is left to fend for themselves is,
at best, unsettling for the individual and time-wasting for the organization and
means that people take longer to learn what they need to know. At the worst it
can lead (and often does) to the New Joiner leaving in the first few weeks or
even days, thus wasting the cost of the initial recruitment and making it
necessary to duplicate the cost and effort involved to fill the vacancy again.

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Problems with Induction 

Many induction 'programmes' are geared only to the needs and possibilities of
the organization itself, for example, one day 'courses' run when enough new
entrants can be gathered together, often weeks or months after the individual
has begun work, has already formed opinions, and imbibed a mixed set of
impressions and values, and is often resentful of being drawn away from the
workplace for a seemingly unnecessary programme. Another fault with this
type of course or event based induction is that it tends to be so full of formal,
often legislative based information that the average recipient will absorb little
and retain even less of what is covered. Such organization-driven Induction is
generally so formulaic that it misses a number of issues:

 the timing is often wrong for the individual


 Line Managers are not always happy to release people weeks or
months after they have started
 New Entrants learn by experience and mistakes rather than in a
structured way
 much of the formal procedural/legislative material is generally more
suited to other means of delivery eg. Intranet, manuals, leaflets etc
 information 'delivered' is not necessarily what the new entrant wants or
when they want it.

What should Induction address?

One way of devising an effective Induction content is to think in terms of


providing three sets of information / knowledge - these are:
 what the new entrant needs/wants to know 
 what the organization , as a good employer wants to make known to
the individual
 what has to be made known to the new entrant e.g. legislative
requirements, employment conditions etc.

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What the Individual wants to know

Interestingly, the key early concerns of all new entrants, irrespective of age or
seniority tend to be similar. These early concerns are about very personal
issues such as:
 Who is my boss and what are they like?
 Who will I be working with? What are they like?
 What are the arrangements for pay, holidays, meal breaks, flexi time?
 What is my workplace like? Will I have all the equipment I need?
 What are the 'rules', standards etc which I need to fit in with?
Until these personal issues are addressed the new entrant will have little
interest in, or retention of, other information.

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Bibliography
“How to design and deliver induction training programmes” Michael
Meighan, Practical Trainer Series, Stylus Publisher, 1995, ISBN 074941667

“Induction” Alan Fowler Good Practice, Chartered Institute of Personnel


Development, ISBN 0-85292-814-9 (1999)

“Employee Induction” Alan Fowler Developing Skills Chartered Institute of


Personnel Development, ISBN 0-85292-645-6 (1996)

“Effective Induction and Training” Larry R Smalley Management Skills


Series Practical Guidebook, Richard Chaney Associates, 1995 ISBN 0-7494-
1660-2

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