508 individual assingment v 1

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1.0 INTRODUCTION

This individual assignment report is focused on identifying what is Induction of New

Recruits and how it effects the selected organization and its performance. Further it has

given the concentration to critically examine the current state and suggestions forimprovement.

To accomplish the above complex study of Induction of New Recruits, I will look at a

practical example from the Consumer Durable industrySinger Sri Lankae which is the

consumer durable industrys market leader in Sri Lanka.

2.0 EMPLOYEE ORIENTATION

The process of employee orientation begins when a person enters an organization.

Individuals may be exposed to minimal job orientation or to an extensive training

experience prior to beginning work. Others may learn on the job after minimal

preparation. The quality and quantity of these training experiences can have a major

impact on the readiness of the employee to be a productive member of the work force.

New employee orientation is typically defined as a planned and systematic attempt

by the organization to introduce new employees to the job duties, organizational

expectations, policies and procedures, and the culture of the organization. The

objectives of many orientation programmes include the following.

Provide information about the job and company. Teach essential skills job related skills. Discuss the necessary attitudes that the employee must acquire. Help the new employee get off to a good start by developing an understanding of

how things get accomplished in the organization.

Clarify what roles are assigned to the employee.3.0 BENEFITS OF EMPLOYEE ORIENTATION


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The key component of any job orientation programme is to convey to the new comer

what the organization will be like as well as to provide factual information about

benefits provided. An effective orientation programme can result in a highly motivated

employee ready to be productive in the work place. An ineffective programme can lead to

a confused and anxious employee who does not understand what duties to perform or

where the job fits into the larger picture of the organization. Under taking employee

orientation programmes would also prevent the slowdown of productivity, control staff

hiring and reduce staff turnover costs. Hence, it is advantageous to the organization to

conduct well planned orientation programmes for the benefit of the organization and the

employee. (Annexure 01)

4.0 INDUCTION PROGRAMMES

Effective employee orientation must be a planned process that ties into the larger

organizational vision and strategy. Given broader goals for new comer orientation,

planned learning activities are often embedded during the first week, month, and perhaps

a follow up of three to six months on the job, to discover what training needs that have to

be addressed, to help the new comers fit into the organization.

Induction programmes are often packaged as half-day or one-day events in which new

comers are provided with information about the company and policies, tour the facility,

and are introduced to their work group and supervisor. The effectiveness of this type of

orientation has been questioned as new comers are often over whelmed with information

that may not be retained. One option being explored by an increasing number of

companies is placing basic company information in the intranet, so that, new comers can

access information whenever required. A typical induction programme will include the

few of the following areas.

Introduction to the organization. Introduction to terms and conditions of the organization.


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Introduction of how the particular department fits into the overallorganization

Set-up of payroll details Introductions to key members of staff Specific job-role training Tour of various departments.

5.0 INDUCTION PROGRAMME MODEL

An effective induction programme model would essentially highlight three main areas

which are Training Needs Assessment, Training and development and Evaluation.

Components of the induction programme model are detailed in figure 5.1

Figure 5.1: Induction Programme Model

(Source: Author)

New Staff

Induction

HRDSupportSystem

OrientationSession

Peer

Support

System

Continous

SupportingSystem


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Table 6.1.1: Industry & Market Dynamics

SingerIndustry

Outline

Mainly consumer durables

15 companies in the industry. 06 major companies. Annual Growth Rate: 30% (approx.)

Values &

Business

Philosophy

We are committed to becoming an integral part in the lives of our

people by engaging in ethical and sustainable business activities

and being a model corporate citizen

We wish to become an organization loved by all the people of ournation by providing quality products based on outstanding

technology, coupled with unmatched service

Market Share Consumer Durables 40%

Furniture 7%

Vision To be the foremost retailer in appliances in Asia Pacific

Mission To improve quality of life by providing comforts & conveniences

at fair pricesCore Values Trust, Service Excellence, Convenience & Heritage

Market Visibility Multi-brand category with local & overseas brands.

Competition &

Market Volatility

Highly competitive. Differentiate in service & facilities.


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(Source: HR DepartmentSinger Sri Lanka)

7.1 NON SALES STAFF INDUCTION01 Day Programme

The purpose of having a separate induction for non-sales staff is that, the knowledge and

skills required for non-sales staff to perform their duties differ, that from of the sales

staff. Hence, the non-sales staff induction programme is designed with a more operational

focus.

Non sales staff attends the induction programme generally, after two to three months

training on the job. At this stage the recruits have a basic understanding about the

organization and the processes. However, a formal induction programme is required for

recruits to have a broader understanding about the organization.

Attending the induction programme, after several months of on the job training, can be

viewed as being advantageous. This provides them the opportunity to grasp the practical

Diredctor HR

Assistant Manager HR

Group Human

Resources DevelopmentManager

Manager Field Training

HR Executive Field

Training

HR Executive Field

Training

Asst Manager Human

Resources Dev


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aspects of a working environment. Therefore, when attending the induction programme ,

they have a better understanding of the processes and products. Hence, are able to better

grasp the programme content and apply them on the job. The programme mainly covers

the following aspects relevant to non sales staff.

Introduction to Singer Sri Lankao Corporate Profile

Growth of the company and Current Market Situation Introduction to Company Vision ,Purpose and Values Employee benefits

Introduction to products

Corporate Social Responsibility Tour of the building and introduction to key members of staff Introduction to collaboration tools (Usage of Emails and etc.)

The programme is generally conducted in batches depending on the intake. As a result,

some recruits might be left without induction training for several months, until the next

intake.

7.2 SALES STAFF INDUCTIONFive Days Programme

The purpose of having a separate induction for Sales staff is that, the knowledge and

skills required for sales staff to perform their duties differ, that from of the Non sales staff

hence, the sales staff induction programme is designed with a more practical focus.

Introduction to terms and conditions


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Introduction to the company. Departmental Objectives Specific job-role training

7.2.1 Introduction to terms and conditionsThe nature of the Insurance business is such, that, many technical terms and

conditions are used in day to day operations. Terms, conditions and clauses, play an

important part in the hire purchase consumer durable industry. In this business module

until the last installment is paid by customer the sole ownership is with the hire

purchasing company. It is very important and crucial to distinguish cash price and the

gross hire price. Therefore, it is of paramount importance for the salesman to be aware of

the terms, conditions and clauses. It is the salesmans duty to ensure that, the hire

purchase business is made aware of the terms and conditions applicable. The induction

programme is designed in such a way that terms, conditions and clauses are carefully

communicated to the new recruits, in a manner that is easy to understand.

7.2.2 Introduction to CompanySinger Sri Lanka has been operating in the consumer durable industry for over hundred

and sixty years. There are unique values, principles and procedures which the company

abides by, which have enabled Singer to maintain its leadership. Such as Produce

(Manufacturing), training (Train to use the product correctly), Sell and Service (Excellent

after sales service). Hence, the most challenging task of a new employee would be to

embrace the culture of the organization.


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However, the induction programme is designed to ensure that, new employees are made

comfortable to fit in to the culture of the organization. The following aspects of the

organization are addressed at the induction programme.

Vision, Mission ,Values Strategy and Structure Product Portfolio and related areas

7.2.3 Departmental Objectives

It is important that, the overall objectives of the department are communicated to new

employees by trainers. It will provide them with a better understanding of their role

within the department, and how the department fits in to the overall organization. The

objectives may vary depending on the department. For example, the objectives of the

operations department are communicated, though specialists in the operations

department, who undertake the operations aspect of the induction programme.

7.2.4 Specific Job-Role Training

Providing job specific training effectively, integrates the new employee into the

organization, and assists with retention, motivation and job satisfaction. As a result, the

individual can contribute effectively to the team. It is mainly provided through on the job

training, onsite training and, off the job training. All sales and non-sales staff are

provided job specific training, during the first three months of joining the organization.

This includes product and process training, tour of the premises and introduction to co-

workers and other departments.

8. Induction - Business Goal attainment & Performance


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There is a direct link between Induction of new employee and the Business Performance.

If an induction of an employee is done successfully and effectively it will leads to the

positive performances during his career.

Figure 8.1 Inductions and Performance

(Source: http://panlprizhr.files.worldpress.com/2011/12/induction- retrieved on 1st of

June 2012.)

9.0 INDUCTION OF NEW RECRUITSSINGER - POSITIVE AREAS Vs

NEGATIVE ARES

There are positives as well as negatives of Induction of new recruits at Singer Sri Lanka.

I have evaluated these at the following table.

Table 9.1 Positives and Negatives of Induction programmes at Singer
http://panlprizhr.files.worldpress.com/2011/12/induction-http://panlprizhr.files.worldpress.com/2011/12/induction-http://panlprizhr.files.worldpress.com/2011/12/induction-


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POSITIVE AREAS NEGATIVE AREAS

The company has identified the critical

areas and invested adequate resources for

Induction Programmes for both Sales and

Non Sales Staff members.

Usage of outdated & disorganized materials

for both Sales and Non Sales Staff

Induction programmes.(Confused and

Complex structure of such Materials)

These two unique models have helped

them to properly organize and implement

productive Induction sessions for new

recruits.

Some Trainers are not up to the certain

standards in delivering their presentations

specially on the Sales Induction

Programme.

The Existing follow up process to evaluate

the progress of the new recruit is a reallyimportant aspect.

The Existing Programme schedule for Sales

Staff seems to be outdated and should needto refined as per current market conditions.

10.0 INDUCTION OF NEW RECRUITSSINGER SRI LANKA PLC

SUGESSIONS FOR IMPROVEMENT

10.1 CHANGE OR PERISH?

The World is changing more rapidly than ever before. Todays most successful

organizations are changing fast. Their leaders recognize that internal changes must keep

pace with what is happening in the external environment. Organizations must poise

themselves to change, not only to prosper but to survive in todays World. As illustrated

in Figure 10.1, rapid technological changes, a globalized economy, changing markets,

rise of e-commerce (Market changes) and the human capital are creating more threats as

well as more opportunities for organizations.


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Figure 10.1: Forces driving the need for major organizational change

(Source: http://www.awidernet.com)

In order to cope up with the given context Existing Induction Programmes of Singer Sri

lanka will have to adapt to the new reality for Change as illustrated in figure 10.1 in

order to survive and guide the people and organizations through the uncertainty and

confusion of rapid change.

10.2 Induction Check List

In order to establish an effective and methodical induction programme it is advisable and

important to have a check list. It will comprise of introduction, personal information,

about the organization, group work or team work, employee position and follow up

programmes. (Annexure 02).

10.3 Improve Presentation and Programme standerds


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Key issues that the company is facing is quality and the Structured presentation materials

which are being used in Induction training, how to enhance the lecturing standards of the

all trainers and re arranging the programme schedule of the Sales Induction Programme.

How to improve the quality and the Presentation Structure of Existing Training

Materials

Identify the all relevant areas related to the Induction programmes Usage of modern training materials such as Case studies and interactive training

tools to make the Induction training programmes much vibrant and interesting.

Develop Master document which guides the supporting documents needs to bedeveloped to make induction programmes much organized and methodical

manner.

How to enhance the Lecturing standards of all trainers

Improve the knowledge on current market practices Refresher Training to Trainers Train the trainers on how to gather the new techniques and improve their soft

skills in training.

How to re arrange the programme schedule of the Sales Staff

Identify the most relevant contents which needs to be covered during the inductionProgramme and prioritize them based on the importance

Continuation of the refresher courses and sales skill development courses inorder to support sales agents to make them understanding that their job, by

nature, is stressful, show them the good side and the bad side of it and educatethem on how they could cope or minimize stress by themselves.


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Eliminate on unwanted and repeat stuff which are wasting the considerable timeslot of the existing training schedules.

12.0 LIST OF REFERENCES

Armstrong, M. (2009), Armstrongs Handbook of Human Resource Management

Practice, 11th

Edition, London : Kogan Page

Dessler, Gary & Varkkey, Biju (2011), Human Resource Management, Pearson

Education Inc., published by Dorling Kindersley (India) Pvt. Ltd.

Richard L.Daft,(2009),Principles of Management,Cengage Learning,New Delhi :India

Edition

Richard L.Daft,(2001),The Leadership Experience,Harcourt College publishers,USA

508 individual assingment v 1

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