This is Surya pursuing MA (PM&IR) from TISS, Mumbai, India. i have got an assignment in one of the largest BPO to enrich the ongoing induction process so that inductional drop-outs of candidates can be minimized. The rate of induction drop-out is around 5-7%. so if u cd sends me some suggestions regarding adding value to the process keeping different elements of any process in ur mind like interactivity, motivation, effective communication etc.
do reply me with loads of suggestions... I have few things in mind like exploring ideas of adding some games into the process, putting one feedback mechanism after the process etc.
From India, Bangalore
1do reply me with loads of suggestions... I have few things in mind like exploring ideas of adding some games into the process, putting one feedback mechanism after the process etc.
From India, Bangalore
Individual vs overall perspective
There are two areas to consider:
impact on the individual – how the new employee feels about the induction program and whether it succeeded in helping him/her to assimilate into the organisation and quickly become productive
impact on the organisation – how the program affected organisational performance.
These two perspectives are discussed in detail below.
Impact on the individual
Various evaluation methods can be used to assess this:
interviewing the employee
formal and informal performance management
interviewing other participants, such as line managers, team leaders and trainers
questionnaires completed by the employee, and possibly other participants
questions included in general feedback tools, such as culture/climate surveys
exit interviews, if new employees leave.
Hopefully these 'structured' evaluation methods will be backed by an organisation culture that encourages and responds to constructive informal feedback from participants in the process as well.
All the above techniques are worth using, but performance management is probably the most important.
State the aims of the program, or section of it, eg to make new employees feel welcome, provide initial job training, understand structure and operations, etc, then ask for feedback on how well each aim was achieved.
Seek comments on length, clarity of content, depth/volume of content, individual presenters, use of media, time span, variety and level of interest.
Ask for suggested changes to any of these – for example were some sessions too long or short, irrelevant, 'over my head', etc.
Ask open-ended questions to encourage the employee to say why things were good or bad, and to suggest how they could be improved.
Ask employees to identify any issues that were relevant but not covered.
Seek feedback on each of the tools used, eg computer-based learning, videos, 'basic survival' information, back-up information/resources, tours.
To maintain credibility and reassure the employee, you need to follow up on any feedback received. For example, acknowledge the employee’s contribution and interview him/her to obtain more specific details.
Impact on the organisation
The following indicators of HR effectiveness can provide some assessment of induction programs if the data focuses on recently hired employees:
percentage who successfully complete their probationary periods and gain permanent employment
performance ratings of new employees
retention rates, eg percentage of employees who resign after less than 12 months employment
data such as OHS incidents, quality-related problems, customer feedback, etc relating to new employees.
Use these indicators with caution, however. They can also point to other problems unrelated to induction, such as bad recruitment, poor management, personality clashes, inadequate work resources, unrealistic expectations (from either the employee or the organisation) and problems affecting the individual employee. .
Regards,
Dr. Prageetha
From India, Warangal
There are two areas to consider:
impact on the individual – how the new employee feels about the induction program and whether it succeeded in helping him/her to assimilate into the organisation and quickly become productive
impact on the organisation – how the program affected organisational performance.
These two perspectives are discussed in detail below.
Impact on the individual
Various evaluation methods can be used to assess this:
interviewing the employee
formal and informal performance management
interviewing other participants, such as line managers, team leaders and trainers
questionnaires completed by the employee, and possibly other participants
questions included in general feedback tools, such as culture/climate surveys
exit interviews, if new employees leave.
Hopefully these 'structured' evaluation methods will be backed by an organisation culture that encourages and responds to constructive informal feedback from participants in the process as well.
All the above techniques are worth using, but performance management is probably the most important.
State the aims of the program, or section of it, eg to make new employees feel welcome, provide initial job training, understand structure and operations, etc, then ask for feedback on how well each aim was achieved.
Seek comments on length, clarity of content, depth/volume of content, individual presenters, use of media, time span, variety and level of interest.
Ask for suggested changes to any of these – for example were some sessions too long or short, irrelevant, 'over my head', etc.
Ask open-ended questions to encourage the employee to say why things were good or bad, and to suggest how they could be improved.
Ask employees to identify any issues that were relevant but not covered.
Seek feedback on each of the tools used, eg computer-based learning, videos, 'basic survival' information, back-up information/resources, tours.
To maintain credibility and reassure the employee, you need to follow up on any feedback received. For example, acknowledge the employee’s contribution and interview him/her to obtain more specific details.
Impact on the organisation
The following indicators of HR effectiveness can provide some assessment of induction programs if the data focuses on recently hired employees:
percentage who successfully complete their probationary periods and gain permanent employment
performance ratings of new employees
retention rates, eg percentage of employees who resign after less than 12 months employment
data such as OHS incidents, quality-related problems, customer feedback, etc relating to new employees.
Use these indicators with caution, however. They can also point to other problems unrelated to induction, such as bad recruitment, poor management, personality clashes, inadequate work resources, unrealistic expectations (from either the employee or the organisation) and problems affecting the individual employee. .
Regards,
Dr. Prageetha
From India, Warangal
thanxxxxxx Dr. Prageetha... thanx for ur nice suggestions.looking forward to keep our interaction long lasting.......... thanx once again...... suryakant, TISS, Mumbai
From India, Bangalore
From India, Bangalore
hey.Dr. prageetha,
what if candidates leaving the company after induction process and without giving any prior such intimation. as i have analysed data through collected working samples, i can understand that majority of them are leaving due to reasons of compensation structure, poor organization communication and negative feedback got from the internal/external sources about the company....... almost 85% have said that they are satisfied with the induction process as an overall rating. but they are still scopes to enrich it, so that those 15 % can become satisfied and in any case induction process would not become a factor of inductional drop-outs.
for ur information, in the organization induction process is an one day affair. so if u cd send me some suggestions regarding the ways by which the process can be enriched in terms of intercation and motivation, i wl be very thankful to u..
regards:
suryakant
From India, Bangalore
what if candidates leaving the company after induction process and without giving any prior such intimation. as i have analysed data through collected working samples, i can understand that majority of them are leaving due to reasons of compensation structure, poor organization communication and negative feedback got from the internal/external sources about the company....... almost 85% have said that they are satisfied with the induction process as an overall rating. but they are still scopes to enrich it, so that those 15 % can become satisfied and in any case induction process would not become a factor of inductional drop-outs.
for ur information, in the organization induction process is an one day affair. so if u cd send me some suggestions regarding the ways by which the process can be enriched in terms of intercation and motivation, i wl be very thankful to u..
regards:
suryakant
From India, Bangalore
Dr. prageetha,
could you please tell me how do we do a comparative analysis of 10 organisation's onboarding process..what should be my main focus, and is there any model or theory that i can follow because i tried searching online but couldnt find anything useful.....
regards
Suruchi
From India, Bangalore
could you please tell me how do we do a comparative analysis of 10 organisation's onboarding process..what should be my main focus, and is there any model or theory that i can follow because i tried searching online but couldnt find anything useful.....
regards
Suruchi
From India, Bangalore
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