INDUCTION

Lecture outline

Introduction
Prerequisites of an effective induction Program
Objectives of Induction
Content of an induction program
Does good induction lead to employee Retention?
Steps in induction
Methods of induction
Types of induction
Problems and issues in Induction
Phases of Socialization
Organizational practices in induction
Research
• 70% of new hires make the decision to stay at or leave an
organization within their first six months (HCI 2012)

• 25% of all turnover occurs in the first 45 days (People

Fluent Research 2012)

• Delivering on Brand Promise is the No1 Employee

Engagement factor in Asia in 2013 (Aon-Hewitt
Engagement Survey)

• Formal Onboarding increases the chance of keeping a

new employee for at least 3 years by 69% (Aberdeen
Group 2013)
What new hires wished they’d known?
• The exact assigned position, the expectations and requirements of
the position, and the culture.

• Honesty goes a long way toward preparing new leaders for the reality
of their new position.

• The true state of the department and the lag of technology at the
company. It would not have deterred me from accepting, it would,
however, have better prepared me for what challenges I would be
faced with.

• A more realistic preview of the current state of the organization and

the anticipated future challenges.

• How my job relates to the bigger picture?

Introduction (important concepts)
Induction- a formal training that acquaints new recruits
with an organization’s technology , processes , systems
and others.

Socialization – learns the values and expected behavior-

informal & spontaneous process of learning about the org
culture by the newcomer.

On boarding – individual’s first contact to the time he/she

formally joins an organization
Prerequisites of an effective induction
Program
It should have clear objectives.
Assessment must be carried out to ensure that the
objectives are met.
Organization must take advantage of pre employment
enthusiasm.
Should be preferably modular in nature
Delivery methods must be versatile
Should minimize the line and HR manager’s time &
resources
Very much reflect the organization’s desired image
Should be regularly be reviewed & updated for
usefulness
Wipro in India
• orientation - focused on their individual strengths.

• Newcomers shared stories in their lives when they felt "born to

act." and discussed how to enable this at work.

• Those workers were even given sweatshirts emblazoned with

their names, and not the company's.

• Six months later, those who went through the employee-

centered orientation were up to 32% less likely to have quit
than those who sat through a typical company-focused
onboarding process.
IBM’s “Assimilation Process
• affirming, beginning and connecting.

• Affirming occurs prior to a new employee’s start date and includes welcoming the new employee,
preparing a workstation and assigning a coach.

• Beginning occurs during the employee’s first 30 days. On the first day, strict rules are in place to ensure
that the new worker is met in person, introduced to the team, has a functional area in which to work,
completes paperwork and is introduced an intranet onboarding platform, known as “Your IBM.” During this
crucial first month, managers make sure that any needed resources are available, clarify roles and
responsibilities, encourage the newcomer, and schedule “check in” times to be sure that the new employee
is making progress with “Your IBM.” •

• Connecting occurs during the employee’s first year on the job and consists of three phases. After two
months, an “ask coach” checks in to make sure things are on track. At this stage, networking is a priority, so
the employee is encouraged to find interest communities within the company. Between four and six months
into the newcomer’s tenure, the focus becomes his or her accomplishments and understanding IBM’s way
of getting things done.

• By the end of one year, IBM considers new employees to be fully integrated. One of the most valuable
elements of the Assimilation Process is the individual assigned as a new employee’s coach—a friend to
answer questions, reinforce concepts, share processes and tools, and help transmit the intangible cultural
values of the firm.
Objectives
Aids the new joinees to settle in.

Helps them understand their responsibilities and duties

and also terms & conditions of employment.

Ensures that the employer benefits from the new recruits

as quickly as possible
Managing people
• Set up to fail Syndrome
• Performance keeps deteriorating despite your close
monitoring….weak performers line down to your
expectations.

• Starts with a positive relationship

• A missed deadline ,a lost client , makes the employee
question his own performance ….stops giving the best
shot…
 Its Content
Organizational issues
Brief history ,evolution and operations of the company
Vision , values, norms &organizational culture
Introduction to core business
Systems ,policies and procedures of the company
Details on major customers
Organization layout-location of departments
Standing instructions and disciplinary procedures
Health and safety requirements
Opportunities for training ,promotion , growth & transfer
Introduction to relevant HR policies and procedures
Job location , tasks ,job objectives
Employee Handbooks
Employee benefits
Does good induction lead to employee
Retention?
• Providing the new employee a welcome pack before or on
the day of joining
• Introducing the new employee so that he feels welcome
• Providing them a buddy or a mentor to ease the transition
• Conducting the induction plan that contains tasks for the
first three months
• Conducting a planned induction workshop and other role
– specific learning solutions
Process of Orientation program
development
1. Ascertaining the organization’s policy & expectations

2. Determining the objectives

3. Determining the type of orientation

4. Deciding the mode of delivery

5. Collecting the participants feedback

Methods of Induction
Formal or informal

Individual and collective

Serial & disjunctive

Investiture and Divestiture

Types of induction

Organizational induction

Departmental induction

Job induction

Human induction
Problems encountered during induction
Untrained trainers

Overloading of information

Highlighting the company’s problems to new recruits

Lack of preparation on the part of HR and management

Difficult tasks given to the newbie

Lack of diversity – different learning levels

Absence of Evaluation & follow up.

Problems of boredom & rigidity

Consequences of ineffective induction

Suffer from low morale

Fails to contribute due to role ambiguity

Suffer from loss of productivity on account of inadequate

work knowledge

Fail to work to their highest potential due to lack of

motivation , commitment and belongingness

Trends in induction
 Fewer chalk and talk sessions to Multi media

presentations

E-leaning programs

Socialization issues and cultural issues given more

importance
Gamification: Induction DBS Bank -
Induction Program Online Game
• An induction training designed for new recruits. The course is based on a travel
theme and is driven by a mentor.

• The journey begins by issuing a boarding pass to the learner and starts from
banks' global branches to the branches within India and further to the corporate
HO and eventually concluding at the office desk allocated to the learner.

• During the journey, it talks about organization values, growth data, multiple
setups, internal systems, and policies that govern the bank culture.
•
• The course is woven within a maze and the learner would clear the maze to
proceed from one stage in the journey to another. During each stage, the learner
would collect souvenirs by visiting various interactivities on course frames which
would qualify him/her to attempt the maze game.
•
• To maintain learner interest, Stereoscopic 3D effects have been built on select
screens and these provide a newness and an element of inquisitiveness to the
induction program. Engaging videos, personalized welcome messages from
department heads, rich media, and select screens in 3D ensure learner interest
throughout yet cover the details in a cost and time effective manner.
Organizational practices of induction

• Indian oil corporation(Indian Oil Institute of Petroleum

management)

• HPCL – “Samavesh”

• Tata Motors Ltd – 5 day induction

• NTPC – initial one week followed by 52 week induction

Onboarding-Antecedents of success
• Onboarding is a multifaceted operation influenced by a number
of factors pertaining to both the individual newcomer and the
organization.

• These factors into three broad categories

1. New employee characteristics are individual differences
across incoming workers, ranging from personality traits to
previous work experiences.
2. New employee behaviors refer to the specific actions carried
out by newcomers as they take an active role in the
socialization process.
3. Finally, organizational efforts help facilitate the process of
acclimating a new worker to an establishment through
activities such as orientation or mentoring programs
Employee adjustment
1. Role clarity
2. Self-efficacy
3. Social acceptance
4. Knowledge of organizational culture

5. 4 c’s of Onboarding:
• Compliance is the lowest level and includes teaching employees
basic legal and policy-related rules and regulations. •
• Clarification refers to ensuring that employees understand their new
jobs and all related expectations.
• Culture is a broad category that includes providing employees with a
sense of organizational norms— both formal and informal.
• Connection refers to the vital interpersonal relationships and
information networks that new employees
How digital is changing employee
onboarding?
1.Automation of compliance related work
• Online paperwork/formalities before joining
• Share an e-employee handbook prior to joining
• Assign an e-mentor and establish a social connect
• Set up e-learning modules
• Share videos or podcasts especially around the brand and culture
• Connect new hire to external and internal social channels to stay engaged

2. Establish a personal connect

3. Access to data-driven insights
4. Support your pre-boarding activities
 Pre boarding Activities
• A pre-joining fun challenge (e.g. a quiz).
• Sending the new hire and family some company
merchandise
• Assigning a ‘buddy’ who periodically ‘checks-in’ and
converses with the new hire
• Sharing a simple yet exciting schedule on what to expect
in the first few days.
• Schedule an informal meet-up/video call with the team or
lunch with the manager.
Onboarding ideas
• 1. “We give employees a BINGO lunch card for them to
use to set up lunches with the lateral attorneys and
partners during their first three months at our law firm.” —
Lisa Kelly, attorney hiring & HR administrator

• 2. “Every new hire is given the training and resources

to learn our own TinderBox software application within
their first week, and by the end of their first week, they are
asked to create a personal bio within the application and
distribute to the organization.
 Socialization process
• The socialization process involves the following three phases:

• 1. Pre-arrival

• 2. Encounter

• 3. Metamorphosis
Outcomes:
 Productivity
 Motivation
 Performance
 Commitment
 Turnover
 Rating of course (Average course grading )
S. Feedback from the PG (point grade) W (weights)
No participant

1 Achievement of course 1 35
objective

2 Following instructions 2 10

3 Practical training 3 10

4 Applicability of knowledge of 4 30
skills

5 Topic & presentation grading 5 15

6 PG Grade weight