1. Welcomes the new comer to the organization.
2. Explain the overall objectives of the company and the department. 3. Explain the employees’ role in achieving the objectives. 4. Show the location or place of work.
5. Handover the rules and job descriptions.
6. Give detail the training opportunities and promotional advancement. 7. Discuss the working conditions.
8. Furnish all details regarding salary and benefits.
9. Guide the employees through a tour of entire of the organization. 10. The induction program usually done either by formal induction program and or by informal induction program. Some large organizations follow the formal induction program, which carefully planned induction-orientation training program helps a new employee to quickly adjust to the new surroundings, assimilate the new culture, and Reduce Insecurity, Reduced Anxiety, Reduced Cultural Shock, and Reduced Exploitation. In some medium and small organizations informal induction program is carried out either by Supervisor system and or Buddy or Sponsor system.
Elements of good Induction Programme
A good induction programme has three main elements which is described below:
1. Introductory Information: Introductory information regarding the history of the company and company’s products, its organizational structure, policies, rules and regulations etc. should be given informally or in group session in the personnel department. It will help the candidates to understand the company and the organizational policies and standards well.
2. On the Job Information: Further information should be given to the new employee by the department supervisor in the department concerned where he is placed on the job about departmental facilities and requirements such as nature of the job, the extent of his liability and the employee activities such as recreational facilities, safety measures, job routine etc.
3. Follow up Interviews: A follow up interview should be arranged several weeks after the employee has been on the job by the supervisor or a representative of the personnel department to answer the problems that are a new employee may have on the job.
5.7 EMPLOYEE SEPARATION
Employees separate from the campus in a variety of ways. Some separations are voluntary and initiated by the employee, such as resignation or retirement. Others are involuntary and initiated by management, such as lay off or medical separation. The death of an employee or dismissal for cause creates unique challenges. Each type of separation requires specific, different actions by you, though some processes are common to all. Your common sense and good judgment will serve you well in response to the special circumstances that arise with each employee’s separation. Whatever the circumstances, every employee leaving the campus, whether voluntarily or involuntarily, should feel they were treated with respect.
Keep this goal in mind as you review the guidelines for different types of separations in this chapter. Σ Death of an Employee
Σ Exit Interviews
Σ Job Abandonment
Σ Lay off
Σ Medical Separation
There are numerous reasons for supervisors to conduct training among employees. These reasons include: Σ Increased job satisfaction and morale among employees.
Σ Increased employee motivation.
Σ Increased efficiencies in processes, resulting in financial gain. Σ Increased capacity to adopt new technologies and methods. Σ Increased innovation in strategies and products.
Σ Reduced employee turnover.
Σ Enhanced company image, e.g., conducting ethics training (not a good reason for ethics raining!).
Reasons for emphasizing the growth and development of personnel include:
Σ Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization.