HUMAN RESOURCE

MANAGEMENT
BPL 215; BBA 215; BTM 224; DTH 221; DBA 123; DPL 214

Induction
by
Margaret Atiro
1
 INDUCTION
Introduction
Meaning and Definition of Induction
Contents of Induction
Need for Induction
Problems Faced during Induction
Induction Programme Planning
Employee Induction Programme
Strategies to Improve Induction Process
Summary
 Introduction
A candidate when selected by the organisation
gets placed finally by receiving an offer letter.
When new candidates enter the organisation,
they are unfamiliar with everything.
It is essential for the employers to welcome the
new employees and acquaint them with all
related issues of the organisation.
This process is known as induction.
New employees enter into a new environment,
meet new people and are not sure how they will
be accepted by others.
 Introduction
Employers ease the transition and get the
relationship off to a good start.
Induction was first developed in U.S., early
1970s.
Induction plays a vital role in helping new
employees adjust to the
new organisation,
new environment,
new rules and regulations.
Organisations use the process to make their
employees feel happy and comfortable.
 Grooming global managers
 Meaning and Definition of Induction
When new employees join an organisation,
they carry their own set of expectations and
desires.
They are complete strangers to the people,
work place and the work environment.
As a result, they feel insecure, shy and nervous.
In the absence of information and support,
there is anxiety, apprehensions and fear in their
minds.
They may undergo reality shock caused by a
gap between their expectations and the real
 Meaning and Definition of Induction
It can lead to some adverse consequences in the
form of:
employee’s morale getting lower,
high dissatisfaction towards the job,
low commitment towards the organisation &
poor interpersonal relationships with other
employees or frustration compelling the
employees to quit the organisation.
 Meaning and Definition of Induction
In a study, researchers discovered new
employees:
initial days on the jobs were the most
disturbing and fretful.
‘New employee’s initiation’ practices by peers
strengthened anxiety.
Anxiety interfered with the training process.
Anxieties even lead to employee turnover.
The new employees were reluctant to discuss
their problems with their seniors or
supervisors.
 Meaning and Definition of Induction
Induction can help the employers overcome
these problems.
Once an employee is selected and placed on an
appropriate job, the process of familiarising and
socialising with the job and organisation begins.
This process is called induction. Induction is
“the process of receiving and welcoming an
employee when he first joins an organization
and giving him the basic information he needs
to settle down swiftly and happily and start his
work.”
 Meaning and Definition of Induction
The initial induction is primarily carried out by
a man-ager from personnel or HR department,
who can exp-lain the new employee about the
organisation and its policies.
The actual job induction should be done by a
supervisor or senior colleague in the employee’s
department.
It is feasible to assign a person who can show
the new employee the work to be done in the
first few months.
 Meaning and Definition of Induction
The duration of the induction program differs
from organisation to organisation and depends
on the type of position of the new employee.
Most induction programs take about a week.
However, the training can go up to a month or
three also.
The essential thing to remember is not to
create ‘information overload’.
 Meaning and Definition of Induction
If possible some background information
about the organisation should be conveyed to
the employee prior to the joining.
Sometimes we may find that the terms
Induction and orientation used
interchangeably.
However, there is a difference between the two.
Induction is more informal than orientation
and includes acquainting the new entrants with
the company, its policies, culture etc in the form
of a presentation.
 Meaning and Definition of Induction
However, Orientation is a more formal program
that follows induction and is practical in nature.
It usually consists of familiarizing the employee
with his work environment, the machines and
equipment, and the job and tasks that the new
employee is expected to perform.
 Meaning and Definition of Induction
The purpose of induction is to make the new
entrant feel at home and develop a sense of
pride in the organisation and to secure
commitment to the job.
The new entrant is explained the duties and
responsibilities to be performed, organisation
policies and rules to be obeyed, and other
relevant information to get acquainted and
accommodated within the organisation very
promptly.
 Contents of induction
Good induction program leaves the employees
with few doubts or queries regarding their job
and the organisation. The induction program
should not be inflexible in nature and should be
revised time and again on the basis of employees’
feedback.
Information to be conveyed to the new employee
during induction:
i. Brief history and growth of the organisation.
ii. The ‘vision’ and ‘mission’ of the organisation.
iii. Products and services of the organisation.
iv. Organisational structure, rules & regulations.
 Contents of induction
Information to be conveyed to the new employee
during induction:
v. Names and titles of key executives.
vi. Employees’ title and department.
vii. Overview of job and its relationship with other
jobs.
viii. Terms and conditions of the service and company
policies regarding
 wages,
 working hours,
 shifts,

 overtime holidays etc.

ix. Location of department and employee facilities.
 Contents of induction
Information to be conveyed to the new employee
during induction:
x. Opportunities for training, international exposure,
promotion and growth.
xi. Disciplinary and grievance procedure.
xii. Benefits, services and facilities of employees.

Induction involves providing information about a

number of aspects relating to the job and relating to
the organisation necessary for the smooth
acceptance of the employee into the organisation.
 Need for Induction
Employers have to realise that induction is not
just a nice gesture put on by the organisation to
welcome their new employees.
It serves as an important element of the
recruitment and retention process.
Recruitment is an expensive process as it takes
time, money and effort to find the right people
for the organisation.
Thus, to maintain its efficiency it becomes
crucial for the managers to welcome and
introduce the new hires properly.
 Need for Induction
Key purposes of having induction:
To create a positive corporate image:
Efficiently organised induction training gives the new
employee the first proper impression of the enterprise.
New employees need to understand the organisation's
goals, vision and mission, values and philosophy,
personnel practices, moral principles, corporate social
responsibility.
It shows that the organisation is deeply concerned
about the well-being of its employees.
Employees’ own evaluation of the organisation is the
most trusted source of forming a positive corporate
image of the organisation.
 Need for Induction
key purposes of having induction:
To reduce start -up costs:
Proper induction helps the employee get ‘up to
speed’ more quickly, thereby reducing the costs
associated with learning the job and also by
avoiding any slip-ups that might be caused by
novice employee.
A well conducted induction ensures that the
new hires are settled in promptly and
comfortably in a constructive role.
 Need for Induction
key purposes of having induction
To reduce anxiety:
Any employee, when put into a new, strange
and different situation, will experience anxiety
that can hamper the ability to learn to do the
job.
Effective induction helps reduce anxiety levels
that results from entering into an unknown
situation.
It also provides guidelines for behaviour and
conduct, so the employees do not have to
experience the stress of guessing.
 Need for Induction
key purposes of having induction:
To promote good employee - employee
relations:
Proper induction facilitates good interpersonal
relations and teamwork among employees.
It integrates the new employees into the organisation
and develops a sense of belonging.
An induction process is not only for new employees,
the same benefits can be received by staff who have
been promoted or transferred to new divisions/
departments/ units or those who have returned from a
long period of absence.
 Need for Induction
key purposes of having induction:
To reduce employee turnover:
Employee turnover increases as employees feel
they are not valued by the organisation.
Induction shows that the organisation values
the employee, and helps provide the tools
necessary for succeeding in the job.
A well planned induction program is helpful to
increase the rate of staff retention.
 Need for Induction
key purposes of having induction:
To save time for the supervisor:
Induction helps in supplying information about
the organisation and the job.
If the initial induction is effective then the
chances for the supervisors and co-workers to
spend time teaching the new employee again are
less likely.
To develop realistic job expectations:
To learn about the values and attitudes of the
organisation, it is important that employees learn
as soon as possible what is expected of them and
 Need for Induction
key purposes of having induction:
To secure job satisfaction and loyalty:
To avoid making mistakes that are unnecessary or
can prove to be harmful for the organisation, the
new employees can learn from experiences of others
through induction.
This satisfies the employees and makes them feel
wanted in the organisation, which develops loyalty
towards the job and the organisation.
Giving an induction to the new employees helps
them adjust themselves to the work environment
and in getting necessary information about various
aspects of the job and organisation.
 Problems Faced during Induction
i. training programmes are complex and not
simple.
ii. The person who provides induction is not
competent enough.
iii. The employee is burdened with lots of
information in a short span of time.
iv. The employee is given too many forms to
complete.
v. The new hire is loaded with plenty of work in
the initial days.
 Problems Faced during Induction
vi. The new employee finds it difficult to adjust
in the organisation.
vii. The organisation does not respond to the
problems encountered by the new entrant.
viii. The new hire is not able to integrate its
values with that of team mates or the
organisation.
ix. Employee is given such tasks where there are
high chances of failure that can discourage the
employee.
 Problems Faced during Induction
x. Employee develops wrong perceptions due to
short periods spent on each job.
xi. Assigning the new employee the most
unhappy and negative team members.
xii. Lack of trust arises in every sphere as the
employee is not clear about anything.
xiii. Increase in employee absenteeism rate and
employee turnover rate.

Therefore, companies must be very sensitive

towards their induction programmes if they want
to retain the best of their employees.
 Induction Programme Planning
Induction programmes range from brief,
informal introductions to lengthy and formal
ones.
In informal induction new employees have to
report to the personnel department for the
explanation of organisation policies before they
actually report to their supervisor or senior.
An organisation needs to make four strategic
choices before designing its induction
programme.
Based on the choice of strategy, the organisation
makes a detailed plan of the induction
 Induction Programme Planning
The four strategic choices for designing an
induction programme are:
a) Formal or Informal
b) Individual or Collective
c) Serial or Disjunctive
d) Investiture or Divestiture
 Induction Programme Planning
a) Formal or Informal:
In a formal induction programme,
management provides a structured
program that helps the new recruit to
understand the basics of everything.
In this type of induction, the new
employee feels like a management trainee
or executive.
It is elaborate and is spread over a couple
of days, weeks or months.
 Induction Programme Planning
a) Formal or Informal:
It comprises of three stages of induction:
General induction - generally given by the HR

department
Specific induction - given by employee’s direct

job supervisor or representative about the

department and the job
Follow up induction - by the HR department or

supervisor to ensure that all issues have been

clarified to the employee and that all queries
have been answered properly.
 Induction Programme Planning
a) Formal or Informal:
The formal induction programme is usually done
by the HR specialist and the supervisor together.
The HR specialist focuses on organisational
issues, employee benefits, organisation’s policies
etc. while the supervisor outlines the issues
relating to the job.
The new employee is directly placed on the job
and is expected to learn and adjust in the work
environment or organisation.
This method helps in enhancing the employees’
innovative as well as problem-solving skills as they
have to handle everything on their own.
 Induction Programme Planning
b) Individual or Collective
Each new employee is inducted separately.
It has a personal touch; the employees are
personally taken to meet top management.
This makes them feel very special and gives
them a chance to explore the organisation on
their own.
It is likely to preserve individual differences
and perspectives.
 Induction Programme Planning
b) Individual or Collective
Employees are given detailed information
about their job
Interactions are planned keeping the
specific job requirements of the employee.
Disadvantages of this technique:
it expensive and time consuming affair.

it prevents the new employee from sharing

their anxieties with the management out of

fear or embarrassment.
 Induction Programme Planning
b) Individual or Collective
Small companies with few employees prefer to
have the individual approach.
To minimise expenses and utilise the time
efficiently, companies prefer to induct new hires
collectively.
In collective induction, a group of new employees
are inducted together.
Only a general picture of the organisation and its
related policies is shared.
It does not give specific details of each employee’s
jobs.
It is generic and has a set pattern.
 Induction Programme Planning
c) Serial or Disjunctive
A serial induction is one where an
experienced employee from the same
department/unit /division inducts the new
hire.
The old employee acts as a tutor or role
model for the new recruit.
By doing so, the organisation can achieve the
benefit of sustaining its traditions and
customs.
 Induction Programme Planning
c) Serial or Disjunctive
Disadvantages:
ifthe old employee is frustrated and is uninterested in
work and the organisation, the employee may pass the
same negativity to the new recruit, which can turn out
to be very harmful for the organisation.
When new hires do not have any predecessors to guide

them, the induction becomes disjunctive.

New employees should have the chance to become

more creative as there is no burden of old
traditions or any imposition of conventional way
of doing things.
 Induction Programme Planning
d) Investiture or Divestiture
Is conducted usually for high level
appointments.
The employees are appointed on the basis of
what they can bring to the organisation and
the usefulness of their personal
characteristics.
The organisation prefers them to remain the
exact way that they naturally behave and the
organisation merely makes use of the skills,
values, and attitudes that the employees are
believed to have in their possession.
 Induction Programme Planning
d) Investiture or Divestiture
Investiture: The organisation gives formal
sanction to the employees to choose their
subordinates, design the decor of their office,
decide their own work schedules etc.
They are given the freedom to mould the
practices in their own way.
Divestiture: the organisation tries to make
modifications or remove certain personal
characteristics of the new employee so that
they can fit the employee to the demands of
the organisation.
 Induction Programme Planning
d) Investiture or Divestiture
Many occupations and organisations require
newcomers to break previous links, and forget
old habits in order to create a new self-image.
The main aim behind this approach is to
change the old mind-set of the new member
so that a new set of values and norms can be
taught easily.
Such induction techniques are used by
military, police etc.
 Employee induction programme
Once management decides on the four
strategic choices, the employee induction
programme is planned.
It involves a series of steps.
All requirements of the employees and the
management are kept in mind while
formulating the induction programme.
 Employee induction programme
An induction programme involves:
i. Induction programme planning
ii. Introduction to the organisation
iii. Information on organisational policies
iv. Meeting with the top management
v. Meeting with the concerned supervisors
vi. Guided tour of the organisation
vii. Socialisation with other employees
viii. Feedback
 Employee induction programme
Induction programme:
i. Induction programme planning:
The HR team plans the induction programme
keeping in mind the four strategic choices.
Arrangement of venue, trainers, appointme-
nts with the top management and concerned
supervisors, information brochures and
forms, food and refreshments is carried out.
The new employees are informed about the
venue, time and duration of the induction
along with a detailed schedule of the
programme.
 Employee induction programme
Induction programme:
ii. Introduction to the organisation:
The first activity in an induction programme is
to welcome the new employees and provide them
with adequate information on the organisation,
its products and services, branches, locations,
key personnel and also the organisational
structure.
 Employee induction programme
Induction programme:
iii. Information on organisational policies:
The employees are given information about the
policies and employee benefits.
Information on the work timings, dress code,
code of conduct, grievance mechanism etc.
are shared with the employees.
The employees are also provided with
information on the employee benefits such as
pay structure, medical benefits, promotional
and training opportunities, fringe benefits,
facilities in the organisations etc.
 Employee induction programme
Induction programme:
iv. Meeting with the top management:
All employees like to meet the leaders of the
organisation where they will work.
It not only inspires them but helps them in
understanding their vision and also clarifying
their initial concerns with them.
It provides an opportunity for employees to
build a relationship with the management.
 Employee induction programme
Induction programme:
v. Meeting with the concerned supervisors:
When new employees are given an opportunity
to interact with their immediate supervisors,
they not only feel at ease, but also get clarity
about their job and its related activities.
They share their concerns and are also able to
understand the nature of work in a better
manner.
 Employee induction programme
Induction programme:
vi. Guided tour of the organisation:
Induction programme also helps the employees
to be aware of the processes of the
organisation.
A tour of the premises also helps them in
understanding the locations of various
employee facilities such as gym, library, rest
rooms, canteen etc.
 Employee induction programme
Induction programme:
vii. Socialisation with other employees:
In group induction, the employees interact
with other new employees and get a chance to
interact with other existing employees.
This is usually done by conducting
management games, ice-breaking sessions
etc.
 Employee induction programme
Induction programme:
viii. Feedback:
Once the induction programme is over, an
evaluation of the induction programme must
be carried out among the new employees as
well as among the staff of the HR department.
This makes them aware of the areas to be
improved and also know what parts of the
induction was carried out well.
The feedback helps the HR department to
plan induction programmes in a better way in
the future.
Strategies to improve the induction process
There is no perfect induction programme
in any organisation.
Induction training is subject to changes
and should be modified as per the needs of
the new employees coming into
organisations.
Each time an induction programme is
conducted, the HR department learns how
to improve the programmes through
feedback from those who attended it.
Induction programmes have to be
Strategies to improve the induction process
Strategies to improve the induction process:
i. Uses of visuals
ii. Including stories
iii. Usage of positive terms
iv. Involve senior management
v. Answer to queries
vi. Participative learning methods
vii. Tests
viii. Communicate organisation’s principles
ix. The importance of safety
x. Standardise training
Strategies to improve the induction process
Strategies to improve the induction
process:
i. Uses of visuals
Researchers have found that 83 percent of
human learning occurs visually.
Information is best stored in the mind in the
form of pictures.
The human brain can process pictures faster
than words.
Using more pictures in the form of videos,
photos, diagrams and colourful charts enable
employees to remember the information given
Strategies to improve the induction process
ii. Including stories
Stories and images provide an emotional
connection to information and it helps
people to understand and remember
information easily.
Success stories or instances from the
professional lives of the top management
can help not only in motivating and
inspiring the employees but also forming
a good relationship with the employees by
connecting to their feelings
Strategies to improve the induction process
iii. Usage of positive terms
Employees are unsure and tentative when they
join an organisation.
They may be anxious about their abilities and
also unsure of what is expected out of them.
Instead of scaring the employees with an over
emphasis on the drive to perform the best and
the organisation’s policy of appreciating only the
best efforts, it would better to use positive
language where employees are encouraged to be
them-selves and focus on giving their best so that
they achieve success which will indirectly result
in the success of the organisation.
Strategies to improve the induction process
iv. Involve senior management
It is the top management who drives the
culture of the organisation.
Meeting the top management helps the
employees to connect to the ideas and
goals of the organisation and also serves
as a special way of welcoming new
starters.
Strategies to improve the induction process
v. Answer to queries
Induction programmes must be a place to get
clarity in all aspects.
Only when the concerns and doubts of the
employees are completely answered can the
employees work freely in the organisation.
If they find that there is no room for
clarification or questioning, then the
employees do not feel a sense of
belongingness.
This alone could be a reason for employees to
leave the job.
Strategies to improve the induction process
vi. Participative learning methods –
Lecturing and one way communication
does not help employees to remember the
information provided.
Employees must be given opportunities
to participate.
Demonstrations, group games, solving
puzzles, role plays etc. help in better
understanding of the information.
Strategies to improve the induction process
vii. Tests
Simple tests and quizzes can help the
employees to recall and store information.
Surprise quizzes and riddles can also help
in keeping the induction programme
lively.
Strategies to improve the induction process
viii. Communicate organisation’s
principles
Not only should the new employees know
the organisation’s core values and principles,
they must also know what the organisation
will never tolerate any aberration in terms of
principles and value.
Some organisations do not tolerate smoking
in the premises while other organisations
even have facilities for smoking within the
building itself.
Strategies to improve the induction process
ix. The importance of safety
While induction programmes are carried
out new employees must be educated on
the safety measures that they must keep in
mind while working.
Safety measures are important for
everyone and all must know the basic
safety issues.
Information on simple safety measures
such as fire exits and fire alarms can be
provided and also be included while
Strategies to improve the induction process
x. Standardise training
Well-structured induction training removes
chances of last minute problems.
Consistent induction training helps all new
employees learn the organisation culture and also
ensures that all employees are provided with the
same basic information about the organisation.
Thus, we can say that induction programme not
only provides an opportunity for a new employee
to get to know the organisation and its environ-
ment, but it also helps the employee to be motiva-
ted and inspired to work in the organisation.
 Summary
Induction is the process of receiving and
welcoming employees when they first join an
organisation and giving them the basic
information so that they can settle down easily
and start their work.
Induction is a vital tool in the hands of
managers to retain their workforce and to
derive their maximum potential.
The duration of the induction program differs
from organisation to organisation and depends
on the type of position of the new employee.
 Summary
Induction programs may range from a week to a
month.
The purpose of induction is to make the new
entrant feel at home and develop a sense of pride
in the organisation and to bring commitment to
the job.
Induction programme must provide information
on the history and growth of the organisation, its
vision and mission, products and services,
organisational structure, rules and regulations,
names and titles of key executives and employee’s
title and department.
 Summary
The programme must also provide an overview of job
and its relationship with other jobs, terms and
conditions of the service including wages, working
hours, shifts, overtime holidays, location of
department and employee facilities, opportunities for
training, international exposure, promotion and
growth, disciplinary and grievance procedure,
benefits, services and facilities of employees.
Induction programmes are needed to create a positive
corporate image, reduce start -up costs and anxiety,
promote good employee relations,
reduce employee turnover, save time for the
supervisor, develop realistic job expectations and
secure job satisfaction and loyalty.
 Summary
Common problems faced in the induction
programmes are complexities in programmes,
ineffective induction trainer, information
overload, too many forms to complete, overload
of work in the initial days, lack of trust arising as
employees not clear about anything, increase in
employee absenteeism rate and employee
turnover rate.
Induction programmes may be designed as
formal or informal, individual or collective, serial
or disjunctive, investiture or divestiture.
 Summary
Induction programme involves programme
planning, introduction to the organisation,
information on organisational policies, meeting with
the top management, meeting with the concerned
supervisors, guided tour of the organisation,
socialising with other employees and obtaining
employee feedback.
Some of the strategies to improve the induction
process are use of visuals, including stories, usage of
positive terms, involving senior management,
answering queries, use of participative learning
methods, including simple tests, communicating
organisation’s principles, stressing on the
importance of safety and standardising training.
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