HUMAN RESOURCE HUMAN RESOURCE MANAGEMENTMANAGEMENT

Induction Or OrientationInduction Or OrientationPlanned introduction of employees to Planned introduction of employees to

their jobs, their co – workers and the their jobs, their co – workers and the organisation.organisation.

Orientation also called Induction, is Orientation also called Induction, is designed to provide a new employee designed to provide a new employee with the information he or she needs with the information he or she needs to function comfortably and to function comfortably and effectively in the organisation. effectively in the organisation.

Objectives of InductionObjectives of InductionTo help new comer overcome his To help new comer overcome his

natural shyness and nervousness in natural shyness and nervousness in meeting new people in the meeting new people in the environment.environment.

To develop among the newcomers a To develop among the newcomers a sense of belonging and loyalty to the sense of belonging and loyalty to the organisation.organisation.

To develop a close and cordial To develop a close and cordial relationship between newcomers and relationship between newcomers and the old employees and their the old employees and their supervisor.supervisor.

Objectives (contd.)Objectives (contd.)To ensure that the newcomers do not To ensure that the newcomers do not

form negative or false impression form negative or false impression and attitude towards the and attitude towards the organisation or the job because first organisation or the job because first impression is the last impression.impression is the last impression.

To give newcomers necessary To give newcomers necessary information such as leave rules, rest information such as leave rules, rest period, locker room etc. period, locker room etc.

Advantages of Formal Advantages of Formal InductionInduction

Helps in build up a two way channel Helps in build up a two way channel of communication between of communication between management and workers.management and workers.

Proper induction facilitates informal Proper induction facilitates informal relations and teamwork among relations and teamwork among employees.employees.

Effective induction helps to integrate Effective induction helps to integrate the new employees into the the new employees into the organisation and to develop the organisation and to develop the sense of belonging.sense of belonging.

Types of Induction ProgrammeTypes of Induction ProgrammeFormalFormal InformalInformal IndividualIndividualcollectivecollective

Contents of Induction Contents of Induction ProgrammeProgramme

History and operation of companyHistory and operation of companyProducts and services of companyProducts and services of companyPolicies and procedures of companyPolicies and procedures of companyGrievance procedureGrievance procedureBenefit and services for employeesBenefit and services for employeesOpportunities for training and Opportunities for training and

development, promotion, transfer development, promotion, transfer etc. etc.

PlacementPlacement

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

Placement ProblemsPlacement Problems Difficulty with the placement is that Difficulty with the placement is that

we tend to look at the individual but we tend to look at the individual but not at the job.not at the job.

Job in this context may be classified Job in this context may be classified into three categories.into three categories.

1.1. IndependentIndependent

2.2. SequentialSequential

3.3. PooledPooled

Training & DevelopmentTraining & Development

Training is an attempt to improve Training is an attempt to improve current or future employee current or future employee performance by increasing an performance by increasing an employees ability to perform through employees ability to perform through learning, usually by changing the learning, usually by changing the employee’s attitude or increasing his employee’s attitude or increasing his or her skills and knowledge.or her skills and knowledge.

Training refers to the process of Training refers to the process of imparting specific skills. (Employees)imparting specific skills. (Employees)

T & DT & D

Development refers to learning Development refers to learning opportunities designed to help opportunities designed to help employees grow. (Executive)employees grow. (Executive)

Education is theoretical learning in Education is theoretical learning in classroom.classroom.

T & DT & DThe need for training and The need for training and

development is determined by the development is determined by the employee’s performance deficiency employee’s performance deficiency computed as follows-:computed as follows-:

Training & Development need = Training & Development need = Standard Performance – Actual Standard Performance – Actual PerformancePerformance

Difference between T & EduDifference between T & Edu Training -: Training -: 1. Application base, 1. Application base, 2.Job Experience, 2.Job Experience, 3. Specific Task, 3. Specific Task, 4. Narrow Perspective.4. Narrow Perspective.

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

Inputs in T & DInputs in T & D

SkillsSkillsEducationEducationDevelopmentDevelopmentEthicsEthicsAttitudinal ChangesAttitudinal ChangesDecision making and Problem solving Decision making and Problem solving

skillsskills

T & D as a source of Competitive T & D as a source of Competitive AdvantageAdvantage

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

Training ProgramTraining Program

Need AssessmentNeed Assessment

Establish Training ObjectivesEstablish Training Objectives

Designing Training & Development ProgramDesigning Training & Development Program

Implementation of Training ProgramImplementation of Training Program

EvaluationEvaluation

Training ProcessTraining Process Need Assessment -: Diagnoses the Need Assessment -: Diagnoses the

present problems & future challenges to present problems & future challenges to be met through training and be met through training and development.development.

Need Assessment Methods -: As followsNeed Assessment Methods -: As follows Group Assessment – Group Assessment –

1.1. Org goals & objectives.Org goals & objectives.

2.2. Personnel skill inventoriesPersonnel skill inventories

3.3. Exit interviewsExit interviews

4.4. Customers Satisfaction dataCustomers Satisfaction data

Training processTraining process Individual Analysis -:Individual Analysis -:1.1. Performance AppraisalPerformance Appraisal2.2. InterviewsInterviews3.3. QuestionnairesQuestionnaires4.4. Attitude Surveys.Attitude Surveys.

Issues in need assessment -:Issues in need assessment -:1.1. Org SupportOrg Support2.2. Org AnalysisOrg Analysis3.3. Task and KSA analysisTask and KSA analysis4.4. Person AnalysisPerson Analysis

Training ProcessTraining Process Deriving an instructional objectives -:Deriving an instructional objectives -: It help to know the inputs for the training It help to know the inputs for the training

program and as well as for the measures of program and as well as for the measures of success that would help assess success that would help assess effectiveness of the training program.effectiveness of the training program.

Designing training & development program Designing training & development program -:-:

1. Who are the trainees?1. Who are the trainees?2. Who are the trainers?2. Who are the trainers?3. Methods & techniques?3. Methods & techniques?4. Level of training?4. Level of training?5. Learning principles?5. Learning principles?6. Where to conduct the program?6. Where to conduct the program?

Training processTraining process Implementation of training programImplementation of training program

EvaluationEvaluation

Types of trainingTypes of training On the job -:On the job -: Skill imparted Skill imparted

1.1. Job instructionJob instruction Job KnowledgeJob Knowledge

2.2. Apprentice trainingApprentice training --------,,---------------,,-------

3.3. InternshipInternship --------,,---------------,,-------

4.4. Job rotationJob rotation broadens broadens experience experience

5.5. Coaching / Mentoring Practical job Coaching / Mentoring Practical job skills to enkance career growth skills to enkance career growth

Coach / MentoringCoach / Mentoring Development approach : formal / informalDevelopment approach : formal / informal One – to – one learning : Mentor-protégé relationshipOne – to – one learning : Mentor-protégé relationship Mentor – internal member or externalMentor – internal member or external Coach – generally the immediate bossCoach – generally the immediate boss AT&T, IBM and Kodak……. but…..AT&T, IBM and Kodak……. but….. Coaching on decline – lean firmsCoaching on decline – lean firms Role : coaching, challenging assignments, personal support, Role : coaching, challenging assignments, personal support,

encourage +ve visibility, counselling & role modellingencourage +ve visibility, counselling & role modelling Mentoring for Women & minorities – to fight out the glass Mentoring for Women & minorities – to fight out the glass

ceilingceiling Problems : Problems :

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

Reverse Mentoring : GE ; Bill Gates & Warren Buffet Reverse Mentoring : GE ; Bill Gates & Warren Buffet

Types of trainingTypes of training Off the job -:Off the job -:1.1. LectureLecture2.2. Simulation Simulation

i.i. Business gamesBusiness gamesii.ii. In Basket ExercisesIn Basket Exercisesiii.iii. Case StudyCase Studyiv.iv. Role playingRole playingv.v. VestibuleVestibule

3.3. Behaviour ModellingBehaviour Modelling4.4. Laboratory training / Sensitity Training / T- Laboratory training / Sensitity Training / T-

GroupsGroups5.5. E-LearningE-Learning

i.i. Distance Learning : Video ConferencingDistance Learning : Video Conferencingii.ii. Computer Based training (CBT)Computer Based training (CBT)iii.iii. Virtual realityVirtual reality

1.1. Corporate Universities – 2000 in Corporate Universities – 2000 in US : GM, Mc.Donald’s, Disney, US : GM, Mc.Donald’s, Disney, Motorala, gE, Intel. Motorala, gE, Intel.

India : Univ & Colleges -Nirma India : Univ & Colleges -Nirma University, Dhirubhai Ambani’s, ISB University, Dhirubhai Ambani’s, ISB Hyderabad, Narsimonji Inst. Mgt. Hyderabad, Narsimonji Inst. Mgt. Edu. , BITS , Sportking Inst. Of Edu. , BITS , Sportking Inst. Of fashion Tech fashion Tech

Training Cost Reduction Training Cost Reduction LearnShare- a consortium of non-LearnShare- a consortium of non-

competing firmscompeting firms GM, Motorola, Reynolds Metals 3 Universities GM, Motorola, Reynolds Metals 3 Universities

and othersand others The consortioum can deliver learning material The consortioum can deliver learning material

anywhere on earth instantly & with less cost anywhere on earth instantly & with less cost than if they were to act alone…. Synergy … than if they were to act alone…. Synergy … cooperation …..amongst non-competitors.cooperation …..amongst non-competitors.

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

SimulationSimulation

You are a top manager. Your Sr. Vice You are a top manager. Your Sr. Vice President sends you this message :President sends you this message :

““Be in the boardroom in 10 minutes. The Be in the boardroom in 10 minutes. The CEO is out on his boat, a storm has CEO is out on his boat, a storm has knocked out all communications. Worse, knocked out all communications. Worse, there has been a massive fire in the call there has been a massive fire in the call Centre in Bangalore. We could lose Centre in Bangalore. We could lose billions……….”billions……….”

The board has given senior staff members The board has given senior staff members emergency powers. You’ve been called for emergency powers. You’ve been called for help. What will you do?help. What will you do?