Hi, Iam newly join a manufacturing firm. Want to prepare a Induction Program & Company PPT , Employee Handbook, Can somebody pls help me with the formts? Thanks & Regards, Dipti
From India, Mumbai
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From India, Mumbai
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Designing an Induction Programme
Objective
1) To cut down recruitment costs.
2) To improve job satisfaction, morale, and motivation.
3) To serve as an introduction to the benefits of training and development.
4) To ensure that new people become independent sooner in routine operations so that other staff members don't have to spend much time on formal guidance.
5) To demonstrate how much SIVA SHAKTHI values new people and to show willingness to give time and attention to them.
6) To reduce the anxiety of new people through the induction process by providing information and understanding of SIVA SHAKTHI rules and regulations systematically.
7) To reduce absenteeism and staff turnover.
8) To promote a safe and equitable work environment through awareness of policies and responsibilities in these areas.
9) To help the staff member establish effective working relationships and social networks.
10) To create a positive attitude and commitment to the organization.
Why a Planned Induction Pays Dividends
Most new employees arrive for their first day of work full of enthusiasm and excitement. The initial interest can either be put to positive use or destroyed depending on how it is nurtured. New employee induction is not difficult and need not consume a large amount of time. In fact, when done properly, induction will save time in the long run. The goal of induction is to capitalize on each new employee's enthusiasm and keep it alive once the work begins. When induction is successful, a new employee will become a valued asset to the organization.
Provide a Welcome
One never gets a second chance to make a good first impression. Induction is the time to roll out the red carpet. This simple act is often overlooked when a new employee arrives for work. Why is it that most organizations hold elaborate 'going away' parties when an employee leaves? It suggests that leaving is a cause for celebration. Wouldn't it be better to have a celebration when a new employee arrives? Why not have a party at the beginning to let the new employee get acquainted? An easy way to provide such a welcome is to designate a room and time (usually an hour will be sufficient) to invite selected employees to meet the new person. Coffee and biscuits add a nice touch. This will make the new employee the center of attention at the beginning and provide an opportunity to meet key people in a relaxed, informal setting. All members of the new employee's 'team' should be encouraged to attend the gathering. They should be coached to go out of their way to make the new employee feel welcome. Nothing is worse than an insincere gathering where 'veterans' talk with each other and exclude the newcomer. If this happens, it is better to postpone this event until employees understand their roles.
Develop a Positive Perception
Induction is a critical time. This is when a new employee develops perceptions about the organization, other employees, and the supervisors or managers. New employees are naturally observant of the environment. They notice how well things are organized, whether a business-like atmosphere exists, and whether it will be an enjoyable place to work. This initial opinion, once formed, can be hard to change. It is essential to do everything possible to create a positive perception. When the new employee sees the real company, it should be the same one he or she saw during the recruitment and interviewing process. If this is not the case, the new employee will reconsider if this is the atmosphere in which he or she wants to work. Many new employees change their minds quickly without giving an organization the full benefit of their consideration because the job seems different from the one they expected. These expectations are usually based on perceptions generated during the interview.
One creates a positive perception by being organized and having a planned induction.
Confirming Job Decision
Induction is a great way to allow the new employee to confirm that he or she has made the right employment choice. An employee will be looking for assurance from the organization to reinforce the decision of choosing the company as the place to work. The initial expectations that are communicated have a decided impact on an employee's job performance. If one expects quality performance and communicates it by both word and deed, one increases the probability of getting high performance. On the other hand, if one communicates a low expectation, that's what one is likely to receive. We control a new employee's expectations. If we developed expectations during the recruiting process that are not realistic, we will soon find ourselves with the same job opening. Keep in mind that every interaction one has with a potential employee communicates expectations and sets an example.
Setting the Stage for Training
Without a well-planned induction program, new employees are forced to learn on their own. This can be time-consuming and inefficient. Often an employee will lack some essential information or receive incorrect or misleading information. If an induction program is lacking or poorly planned, considerable time will be wasted reinventing the wheel. When given proper direction, a clear assignment, and specific information, a new employee is more likely to get started correctly and will be receptive when it is time to begin training.
Employee Induction
Make time to meet.
Be on time.
Avoid interruptions.
HUMAN RESOURCE DEPARTMENT
The first point of contact that a new member of staff has with any organization is with the personnel/human resource department, and it is here that the first impressions are made. Therefore, it is here that the first stages of induction should be carried out through informing and encouraging. As a central function, personnel or manpower departments, as they are sometimes called, are often detached from other departments, and it is here that disenchantment can begin. The personnel/human resource department is responsible for placing job advertisements and arranging interviews. These advertisements and interviews should properly reflect the job and all that is involved in it. Job descriptions have to be accurate and agreed upon by those in operating departments. It is most important that there should be a common understanding of new staff between those recruiting them and those managing them on a day-to-day basis.
List of information and important things that a new entrant should know but it varies according to the place and department:
1) Medical Examination
2) Emergency exits
3) Office tour
4) Meeting with Personnel
5) Security system explained
6) Disciplinary System
7) Training
8) How the new person's job fits in with that of others
9) List of the staff names, jobs, and telephone numbers
10) The new person's working area
11) Washrooms and Lavatories
12) Telephones (New Person's Number, Internal/Outside lines, Switchboard, Messages, etc.)
13) Photocopying equipment and access
14) Canteen/Dining Facilities
15) Car Parking, Travel Arrangements
16) Restricted Areas
17) Job Description (Detailed)
18) Unit/Department special projects and responsibilities (Possible involvement of the new person)
Checklist for Planning an Induction Course
1. Have appropriate rooms been booked?
2. Are the rooms big enough for all course activities?
3. Is the level of heating/cooling appropriate throughout the venue?
4. Is the light right for slides, overhead projector?
5. Is blackout material available if required?
6. Is the sound right?
7. Is amplification required?
8. Are there enough seats?
9. Are the seats comfortable enough for the whole period of the course?
10. Are adequate power points available?
11. Have you considered possible interruptions and guarded against it:
- Telephones in the training room
- Noise from adjoining rooms
- Noise from outside
- Unrestricted entry
12. Do participants need to bring anything?
13. Have you sent joining instructions:
- A map
- Details of how to get to the venue
- Details of start/finish times
- Train/plane times
- Dietary requirements
- Names of course leaders
- Contact address and telephone numbers
- Has attendance been confirmed?
14. Is the preparation completely professional?
Questionnaires
Questionnaires can be carried out to improve the process of Induction in the future. Constant review and the survey done when new employees are inducted can help improve the quality of the Induction being given.
In the questionnaire section, there are lists of questions that can be used as part of the Induction program after delivering the Induction.
Induction Checklist/Induction Sign-off Form
Write Y (Yes) or N (No) on the topics for which you received Induction.
Induction Checklists YES NO
1) The unit/Department 'mission, goals, and specific objectives
2) Structure of the unit/Department/Organization (ORGANIZATION CHART)
3) Probationary Period
4) Time Keeping/Recording - Hours, breaks, and Lunchtime
5) Leaves and Holidays
6) Pension Schemes and Life Insurance
7) Car and other EXPENSES Claims
8) Disciplinary Procedure
9) Grievance Procedure
10) General rules, regulations, and Employee relations reference materials
11) Department Special Policies
12) Transfer
How did your induction rate?
This exercise helps in evaluating the kind of Induction received. This can also be used to review and improve the induction process. One needs to think back to when one started his/her current job. Read each statement and circle either T (true) or F (false) as it relates to the induction received. Then check the rating in this box following this Questionnaire.
1) I was made to feel welcome. T F
2) I was introduced to other members of the work group. T F
3) My boss paid attention to me and made me feel welcome. T F
4) My induction seemed well planned. T F
5) Company Benefits were well explained the first day. T F
6) My office or workspace was set up and waiting for me. T F
7) I received a tour of the organization by a qualified person. T F
8) All the necessary paperwork and forms were available. T F
From India, New Delhi
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7Objective
1) To cut down recruitment costs.
2) To improve job satisfaction, morale, and motivation.
3) To serve as an introduction to the benefits of training and development.
4) To ensure that new people become independent sooner in routine operations so that other staff members don't have to spend much time on formal guidance.
5) To demonstrate how much SIVA SHAKTHI values new people and to show willingness to give time and attention to them.
6) To reduce the anxiety of new people through the induction process by providing information and understanding of SIVA SHAKTHI rules and regulations systematically.
7) To reduce absenteeism and staff turnover.
8) To promote a safe and equitable work environment through awareness of policies and responsibilities in these areas.
9) To help the staff member establish effective working relationships and social networks.
10) To create a positive attitude and commitment to the organization.
Why a Planned Induction Pays Dividends
Most new employees arrive for their first day of work full of enthusiasm and excitement. The initial interest can either be put to positive use or destroyed depending on how it is nurtured. New employee induction is not difficult and need not consume a large amount of time. In fact, when done properly, induction will save time in the long run. The goal of induction is to capitalize on each new employee's enthusiasm and keep it alive once the work begins. When induction is successful, a new employee will become a valued asset to the organization.
Provide a Welcome
One never gets a second chance to make a good first impression. Induction is the time to roll out the red carpet. This simple act is often overlooked when a new employee arrives for work. Why is it that most organizations hold elaborate 'going away' parties when an employee leaves? It suggests that leaving is a cause for celebration. Wouldn't it be better to have a celebration when a new employee arrives? Why not have a party at the beginning to let the new employee get acquainted? An easy way to provide such a welcome is to designate a room and time (usually an hour will be sufficient) to invite selected employees to meet the new person. Coffee and biscuits add a nice touch. This will make the new employee the center of attention at the beginning and provide an opportunity to meet key people in a relaxed, informal setting. All members of the new employee's 'team' should be encouraged to attend the gathering. They should be coached to go out of their way to make the new employee feel welcome. Nothing is worse than an insincere gathering where 'veterans' talk with each other and exclude the newcomer. If this happens, it is better to postpone this event until employees understand their roles.
Develop a Positive Perception
Induction is a critical time. This is when a new employee develops perceptions about the organization, other employees, and the supervisors or managers. New employees are naturally observant of the environment. They notice how well things are organized, whether a business-like atmosphere exists, and whether it will be an enjoyable place to work. This initial opinion, once formed, can be hard to change. It is essential to do everything possible to create a positive perception. When the new employee sees the real company, it should be the same one he or she saw during the recruitment and interviewing process. If this is not the case, the new employee will reconsider if this is the atmosphere in which he or she wants to work. Many new employees change their minds quickly without giving an organization the full benefit of their consideration because the job seems different from the one they expected. These expectations are usually based on perceptions generated during the interview.
One creates a positive perception by being organized and having a planned induction.
Confirming Job Decision
Induction is a great way to allow the new employee to confirm that he or she has made the right employment choice. An employee will be looking for assurance from the organization to reinforce the decision of choosing the company as the place to work. The initial expectations that are communicated have a decided impact on an employee's job performance. If one expects quality performance and communicates it by both word and deed, one increases the probability of getting high performance. On the other hand, if one communicates a low expectation, that's what one is likely to receive. We control a new employee's expectations. If we developed expectations during the recruiting process that are not realistic, we will soon find ourselves with the same job opening. Keep in mind that every interaction one has with a potential employee communicates expectations and sets an example.
Setting the Stage for Training
Without a well-planned induction program, new employees are forced to learn on their own. This can be time-consuming and inefficient. Often an employee will lack some essential information or receive incorrect or misleading information. If an induction program is lacking or poorly planned, considerable time will be wasted reinventing the wheel. When given proper direction, a clear assignment, and specific information, a new employee is more likely to get started correctly and will be receptive when it is time to begin training.
Employee Induction
Make time to meet.
Be on time.
Avoid interruptions.
HUMAN RESOURCE DEPARTMENT
The first point of contact that a new member of staff has with any organization is with the personnel/human resource department, and it is here that the first impressions are made. Therefore, it is here that the first stages of induction should be carried out through informing and encouraging. As a central function, personnel or manpower departments, as they are sometimes called, are often detached from other departments, and it is here that disenchantment can begin. The personnel/human resource department is responsible for placing job advertisements and arranging interviews. These advertisements and interviews should properly reflect the job and all that is involved in it. Job descriptions have to be accurate and agreed upon by those in operating departments. It is most important that there should be a common understanding of new staff between those recruiting them and those managing them on a day-to-day basis.
List of information and important things that a new entrant should know but it varies according to the place and department:
1) Medical Examination
2) Emergency exits
3) Office tour
4) Meeting with Personnel
5) Security system explained
6) Disciplinary System
7) Training
8) How the new person's job fits in with that of others
9) List of the staff names, jobs, and telephone numbers
10) The new person's working area
11) Washrooms and Lavatories
12) Telephones (New Person's Number, Internal/Outside lines, Switchboard, Messages, etc.)
13) Photocopying equipment and access
14) Canteen/Dining Facilities
15) Car Parking, Travel Arrangements
16) Restricted Areas
17) Job Description (Detailed)
18) Unit/Department special projects and responsibilities (Possible involvement of the new person)
Checklist for Planning an Induction Course
1. Have appropriate rooms been booked?
2. Are the rooms big enough for all course activities?
3. Is the level of heating/cooling appropriate throughout the venue?
4. Is the light right for slides, overhead projector?
5. Is blackout material available if required?
6. Is the sound right?
7. Is amplification required?
8. Are there enough seats?
9. Are the seats comfortable enough for the whole period of the course?
10. Are adequate power points available?
11. Have you considered possible interruptions and guarded against it:
- Telephones in the training room
- Noise from adjoining rooms
- Noise from outside
- Unrestricted entry
12. Do participants need to bring anything?
13. Have you sent joining instructions:
- A map
- Details of how to get to the venue
- Details of start/finish times
- Train/plane times
- Dietary requirements
- Names of course leaders
- Contact address and telephone numbers
- Has attendance been confirmed?
14. Is the preparation completely professional?
Questionnaires
Questionnaires can be carried out to improve the process of Induction in the future. Constant review and the survey done when new employees are inducted can help improve the quality of the Induction being given.
In the questionnaire section, there are lists of questions that can be used as part of the Induction program after delivering the Induction.
Induction Checklist/Induction Sign-off Form
Write Y (Yes) or N (No) on the topics for which you received Induction.
Induction Checklists YES NO
1) The unit/Department 'mission, goals, and specific objectives
2) Structure of the unit/Department/Organization (ORGANIZATION CHART)
3) Probationary Period
4) Time Keeping/Recording - Hours, breaks, and Lunchtime
5) Leaves and Holidays
6) Pension Schemes and Life Insurance
7) Car and other EXPENSES Claims
8) Disciplinary Procedure
9) Grievance Procedure
10) General rules, regulations, and Employee relations reference materials
11) Department Special Policies
12) Transfer
How did your induction rate?
This exercise helps in evaluating the kind of Induction received. This can also be used to review and improve the induction process. One needs to think back to when one started his/her current job. Read each statement and circle either T (true) or F (false) as it relates to the induction received. Then check the rating in this box following this Questionnaire.
1) I was made to feel welcome. T F
2) I was introduced to other members of the work group. T F
3) My boss paid attention to me and made me feel welcome. T F
4) My induction seemed well planned. T F
5) Company Benefits were well explained the first day. T F
6) My office or workspace was set up and waiting for me. T F
7) I received a tour of the organization by a qualified person. T F
8) All the necessary paperwork and forms were available. T F
From India, New Delhi
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Greetings,
I second Mrs. Sastry. I appreciate what Ashish has shared and his effort. But I am waiting for Dipti to blog on her question while implementing them. I am sure her situations are unique and will require a new approach. In case she has cracked it on her own, it would be nice to read about her journey while designing and implementing it.
Regards,
(Cite Contribution)
From India, Mumbai
Acknowledge(0)Amend(0)
I second Mrs. Sastry. I appreciate what Ashish has shared and his effort. But I am waiting for Dipti to blog on her question while implementing them. I am sure her situations are unique and will require a new approach. In case she has cracked it on her own, it would be nice to read about her journey while designing and implementing it.
Regards,
(Cite Contribution)
From India, Mumbai
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