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Effectiveness of onboarding Process

Autor:   •  December 12, 2017  •  19,447 Words (78 Pages)  •  511 Views

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CHAPTER - 1[pic 3]

INTRODUCTION

CHAPTER 1

1.1 INTRODUCTION

INDUCTION

Human resource undoubtedly forms the crust of the effective functioning of any organization. Every organization recruits new employees into their organization. The new recruits into the organization vary from people who are fresh graduates to those with a great deal of experience. Irrespective of what category they belong to, these new recruits on their first day at work feel very anxious about what they are going to face in their new organization. The new recruits are confronted with a completely new environment, culture and work atmosphere.

When a new employee joins an organization, he is completely a stranger to the people, work place and the work environment. Therefore, he is likely to feel insecure, shy and nervous. In the absence of information and support there is likely to be anxiety and fear in his mind. He may undergo reality shock caused by a gap between his expectations and the real situation.

Induction or "on-boarding" is a business management term used for the process of helping new employees become productive members of an organization. Similar terms are induction, and socialization. In general induction can be defined as the process of acquiring, accommodating, assimilating and accelerating new users into a system, culture or methodology. Proponents have described the process as being more than orientation, and emphasize the importance of making the most of the "honeymoon" stage of a hire, a period which has been described as being 90 days or 100 days or the full first year.

Rather than delegating the job of training the newcomer to a co-worker (called the "Just follow Joe around" method by one commentator) or having the employee watch a video presentation, or letting the employee learn on his or her own by trial and error, proponents of induction advocate assigning the process to a person designated as an "induction manager", or a similar title reflecting specific responsibility for new hires. It is often valuable to have new employees, particularly those in leadership roles, start some induction activities even before their first day.

Various writers have devised their own system of mnemonics when describing what an induction manager should remember and the sequence in which the methods should be carried out. The description first referred to above suggests a four step process of "acquiring, accommodating, assimilating and accelerating" new hires (and includes a fifth "a", referring to "aligning" other members of the management to the need for revising new hiring procedures to include an induction process). Another refers to a four step "a.i.d.e." process of "acclimation, integration, and dialogue and expectation management".

Another system, called the Onboarding Margin, describes the milestones in bringing a new hire onboard as "prepare, orient, integrate and excel", with an emphasis during each of the phase of the process upon "cultural mastery", "relationship development", "early career support" and "strategy immersion and direction". This system inverts the traditional model of orientation, where content is presented upon arrival and instead engineers content after context, to promote greater mastery due to greater ability of new hire to absorb.

Induction Defined

- Induction is the process of integrating employees into their new work environment. It is the last stage of the recruitment process, goes beyond the orientation process and is the first steps toward retention.

- Induction focuses on the following:

- a strong employer welcome,

- affirmation of the employee’s right choice in a job,

- affirmation that the employee fits into the cabinet, and

- Long-term relationship building.

Induction as Employee Practice

The term "induction" has also been used to refer to the process where an ambitious new employee maximizes his or her first months on the job to learning how to become effective (and thereby to advance within the organization), emphasizing a different set of four ("awareness, alignment, accountability and authenticity"), and to attracting and keeping clients

Induction, Organizational Socialization and Why It Is Important

Organizational socialization, similar to induction, is the process by which "a person secures relevant job skills, acquires a functional level of organizational understanding, attains supportive social interactions with coworkers, and generally accepts the established ways of a particular organization”. One author considers that socialization (induction) is vital due to the prevalence of reorganizing many organizations are facing. Organizations need to understand induction socialization, and the effects of undertaking these employment practices poorly. For example, successful employee socialization has been linked to increased commitment, job satisfaction, intentions to remain with the organization, and job performance. However, individuals (employees) vary in personality terms, as to how proactive they are in their search for organizational information

INDUCTION PROCESS

- Placement

- Orientation

- Induction

- Relationship Reinforcement & Review

- Employee Engagement Propagation

Placement

This involves specific positioning of new employee on a defined job role after he or she must have accepted the offer of employment and endorsed the statement of job description which highlights key performance areas.

Orientation

Orientation is a social function which serves as a familiarization program provided to new employees. It’s not actually structured to be a training program. It stands as a ‘getting to know us’ program. “Orientation involves processes and programs that normally begin on the first day of employment and extend from one day to several weeks;

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