Importance of Induction Process - (Table of Contents) -Googolsoft

8/10/2019 Importance of Induction Process - (Table of Contents) -Googolsoft

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ABSTRACT:

Induction is the process by which new employees are integrated into an organization

so that they become productive as soon as possible. In order to ensure that this happens

quickly and effectively, the process needs to be planned, managed and adopted into the

organizations overall training plans. Orientation or Induction is the first important step in the

process of human resource management. It involves familiarization of the newly appointed

employees to the work environment of the organization as well as to the fellow employees.

This proect titled !" #tudy On Importance of Induction $rocess% aims to understand

the importance and the effectiveness of the induction process in &oogolsoft Technologies.

Through this proect , the researcher wants to analyze the opinion of the employees about the

induction programme conducted in &oogolsoft Technologies. This study also helps to

determine the relationship between the induction input and opinion about the employee

output

'esponses are collected through questionnaire for this proect. " #ample of () employees has

been chosen for this study. #imple percentage analysis, one way "nova and correlation

analysis are used to analyze this proect statistically.

*e recommend that employee induction should last more than one day, usually +( days.

-mployee induction should always start with '/s welcome from the appointed host from

that department, who is responsible to guide newcomer through department in order to

introduce him to the other. 0ased on the other findings, suitable suggestions have been given

to the management.

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TABLE OF CONTENTS

CHAPTE

R NOCHAPTERS

PAGE

NO

ACKNOWLEDGEMENT I

ABSTRACT Ii

I 1.1 INTRODUCTION +

1.1.1 I234#T'5 $'O6I7- 8

1.1.+ 9O:$"25 $'O6I7- 11

1.1.; 2--3 6O' T- #T435 1-# 1(

1.1.( #9O$- O6 T- #T435 1?

II 2.1 LITERATURE SURVEY

+.1.1 '->I-* O6 7IT-'"T4'- 1@

III 3.1 METHODOLOGY

;.1.1 '-#-"'9 3-#I&2 +;

;.1.+ 3"T" #O4'9-# +;

;.1.; '-#-"'9 I2#T'4:-2T# +-'#

:ost Technical Training Institutions MITIN and -ngineering college leavers will be nervous

and eCcited about starting work and therefore need to be put at ease as soon as possible. They

need to develop a positive attitude towards work and an effective Induction programme

provides an opportunity to ensure that any initial interest and enthusiasm which eCists is

developed and encouraged.

The Induction programme for 6resher needs to place particular emphasis on ensuring that

they appreciate their importance to the organization and understand where their ob fits into

the greater whole.

In order to build commitment, there is a need to place considerable emphasis on why

something should be done or done in a certain way, rather than ust giving instructions.

Opportunities for training and development should also be clearly outlined.

The use of an onob trainer or Fmentor can be of particular benefit to this category of new

employee. " 6resher confidence can easily be destroyed and such assistance will help ensure

that they do not break any of the Funwritten laws of the workplace, as well as aiding the

formal Induction process.

In 6resh &raduate Induction tend to see their own obectives simply in terms of their own

subect and need to develop an appreciation of the constraints in which they will work.

:anagement trainees need to understand the Fbusinesses.

6or this process to be fully effective, it is essential that a &raduates Induction programme

involves undertaking specific obs or tasks at all stages. This will ensure that Induction is

perceived by the &raduates as relevant. This helps to maintain their motivation and interest.

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"n effective Induction programme should recognize this and place particular emphasis on

skills training. This will build confidence and enable the employee to feel that they can make

a worthwhile and valued contribution to the organization.

1. HOW INDUCTION IS CARRIED OUT

*hatever the size or resources of an organization, Induction should beG

$art of a systematic plan

*ritten down

'ecorded at each stage as completed

9onstantly monitored

". 7"'&- O'&"2I#"TIO2#

In large organizations with a personnel and training department, group inductions can be

arranged. These can cover the organizational and procedural information categories. It is

useful to use visual aids such as films and slides whenever possible, as what is seen makes

more impact than what is heard. #pecialists should be used wherever possible to talk abouttheir own subects. These should includeG

The :anager D ' MTerms and conditions of employmentN

The #ecurity Officer M#ecurity policies and proceduresN

The ealth and #afety Officer M"ccident reporting and standards of health and safety

procedures N

9oncern department heads M"bout the department proceedingsN

0. #:"77 O'&"2I#"TIO2#

In small organizations with no personnel and Training department it is not possible to arrange

group Inductions. Induction programme therefore need to be specifically tailored to each

individuals needs from day one. The Induction will be wholly the responsibility of the new

employees immediate line manager or supervisor. The same checklist for large organizations

can be used, but the line manager or supervisor will have to decide who is best qualified

within the organization to cover the various items.

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This will then mean arranging meetings with specialist members of staff includingG

The person responsible for wages and salaries.

The union J staff representative.

:anagers J supervisors from other departments.

It is essential that everybody involved is fully aware of the programme and the role that they

are eCpected to play in it.

1.! INDUCTION CHECK LIST

The Induction 9heck 7ist is a planner, which the ' department has to frame the planning of

the new recruiter has to follow. ere is a model format for ' department, like that the

concern O3 has to prepare the check list how to give the induction to the new recruiter in

his department.

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NAME OF THE EMPLOYEE: DATE OF "OINING:

DEGIGNATION: DEPARTMENT:

S.N# SUB"ECT RESPONSIBILITY SIGNATURE $HOD%

REMARKS

1.

2.

ORGANISATIONAL

INFORMATION

A% GROUP INFORMATION

2ame

istory

$roducts J #ervices

7ocations

B%COMPANY INFORMATION

2ame Organisation

$roduct J service

9ustomers

:anagers names

C% WELFARE AND BENEFITS

9anteen

7ockers

:edical

#ports

#ocial

#hare option

PROCEDURAL

INFORMATION

A%CONTRACT OF EMPLOYMENT

ours of work

2otice periods

*ages J #alary

*here JwhenJhow

0onus schemes

#ickness

2otification

9ertification

$ay

olidays

$ay slip

B% RULES AND PROCEDURES

9ompany rules

:isconduct

9odes of dress

3isciplinary

"ppeal

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S.NO SUB"ECT RESPONSIBILITY SIGNATURE

$HOD%

REMARKS

3.

C%COMMUNICATION PROCEDURES

Trade union

#taff council Internet and using

D%MANPOWER DEVELOPMENT

POLICIES

$erformance appraisal

Increment,promotions,tranfers

DEPARTMENT INFORMATION

Organization names

'ules, meal breaks

9locking in clocking

Out ob description

-quipment standards of

performance hours

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FLOW CHART OF THE INDUCTION PROCESS

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$eople and management development M$:3N will identify to you when the new

employee has accepted the letter of offer for their position in the organization. Once this has

occurred, $:3 will start the initial relocation process Mif applicableN, forward an induction

package to the new employee and book them into a signon appointment on their first day at

work. owever, you have a role in this process as well. "s indicated below, you need to

coordinate resources for the new employee to begin work. The checklist identifies the need

for sourcing the induction program.

FIRST DAY OF THE INDUCTION PROGRAM:

2ew employees will base their view of the organization on the results gained on their

first day. Therefore it is essential that this day be informative and the employee aware that

they have support mechanisms that they can rely upon during their employment. The

following information should be followed and completed within the first day of the employee

arriving. It is not prescriptive, and can be customised to suit your requirements. Ideally it

would be eCpected that whilst the new employee was waiting for their signon that you or a

delegate would introduce them to some of the other first day requirements. 5ou could even

take them to IT:# to secure their IT and $hone access. "lthough completion of each of the

elements listed following must occur the sequence in which they are conducted is not overly

important. The following items have been listed in this manner purely for ease of use. The

procedural -LI0IT for the first day of the induction program is given below.

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FIRST DAY OF THE INDUCTION PROGRAM

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FIRST WEEK OF THE INDUCTION PROGRAM:

-ach new employee of the organization will have differing requirements depending

upon the type of appointment being made. "s such the following checklist items have been

separated to cover "cademic appointments, 'esearch based appointments and &eneral

M"dministrativeN appointments. There may be cases when a new employee is employed

across multiple sectors. "s such, you may use whichever lists suit your particular needs. If

you identify that an additional requirement is needed then you may engage in that also.

"lthough completion of each of the elements listed following must occur the sequence in

which they are conducted is not overly important. The following items have been listed in

this manner purely for ease of use.

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1.& INDUSTRY PROFILE

INDIA IT INDUSTRY:

The Indian information technology MITN industry has played a maor role in placing India on

the international map. The industry is mainly governed by IT software and facilities for

instance #ystem Integration, #oftware eCperiments, 9ustom "pplication 3evelopment and

:aintenance M9"3:N, network services and IT #olutions. "ccording to 2asscom/s findings

Indian IT0$O industry eCpanded by 1+ during the 6iscal year +))A and attained aggregate

returns of 4#P 81.? billion. Out of the derived revenue 4#P (A.? billion was solely earned by

the software and services division. :oreover, the industry witnessed an increase of around

4#P 8 million in 65 +))@)A i.e. 4#P


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&lobal giant *almart has short listed their Indian IT dealers namely 9ognizant

Technology #olutions, 4#T &lobal and Infosys Technologies for a contract worth

4#P ?)) million

I-/,0) /#)(,+ IT M0*(:

India/s domestic IT :arket over the years has become one of the maor driving forces of the

industry. The domestic IT infrastructure is developing conteCts of technology and intensity of

penetration.

In the 65 +))@)A, the domestic IT sector attained revenues worth 4#P +


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F'('* #7 I-/,0- IT I-/')(*8

The Indian IT sector persists to be one of the flourishing sectors of Indian financial system

indicating a speedy eCpansion in the coming years. "s per 2"##9O:, the Indian IT eCports

are anticipated to attain 4#P 18( billion by +)+) out of which the domestic sector willaccount for 4#P () billion in earnings.

In total the eCport and domestic IT sector are eCpected to attain profits amounting to 4#P ++(

billion along with new prospects from 0'I9 nations and =apan for its outsourcing

operations.

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1.9 COMPANY PROFILE

G###)#7( T+;-##,) established in the year +))(, having its ead office in

India. *e specializes in consulting and staff augmentation, IT proect outsourcing, offshore

software development services, and IT proect management. *ith the unique &lobal 3elivery

:odel, eCperienced consultants and software development services, we will commit to help the

customers build with highly qualitative, timely delivered and cost effective services.

&oogolsoft is an emerging leader in enterprise and webenabled solutions that allow corporations

to operate more efficiently, quickly bring products to market, and rapidly achieve their business

obectives. &uided by a philosophy of attracting and retaining professionals who possess well

rounded domain and technical eCpertise, &oogolsoft builds teams of focused professionals who

capitalize on their combined eCperiences to deliver innovative, practical solutions.

The proven software development methodology includes a focus on key business drivers, an

emphasis on analysis, and reusable design elements.

&oogolsoft is a full spectrum #oftware #olutions and a :anaged #ervices 9ompany. The services

from Optimum are designed to deliver -nterprise 9lient#erverJ :ultitier and *eb based

solutions across the entire value chain, spanning onsite consulting services to turnkey software

proects.

*e have got over 1)) consultants working with us and have developed into a rapidly growing,

highly competitive and responsive firm with strong management, technical and financial resources

and commitment to fully serve its clients.

$rofessional #ervices *e have been providing IT consulting professionals to maor national and

local firms, 6ortune 1))), software integrator and software development companies, and maor

national and local consulting firms.

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:anaged #ervices the :anaged #ervices group focuses on the comprehensive services on a

managed mode where the responsibility of delivery and #ervice 7evels are undertaken by

Optimum for providing a strong value to the customers. This #ervice enables organizations to

optimize overheads and realign focus of their internal resource towards core competency and value

addition areas of the organization.

#oftware "pplications K #ervices provides a wide range of services and turnkey solutions that run

gamut from shortterm focused services to longterm comprehensive, leadingedge solutions. The

scope covers the endtoend application platforms from legacy domains to web based applications.

The consulting team at &oogolsoft provides unique software consulting to help clients achieve

their long term business goals. *e endeavor to deliver on strategic solutions that enhance business

growth in alignment with the business obectives. *e propose a blend of traditionally successful as

well as innovative ways to achieve growth and steps to implement business strategy. IT and

strategy solutions include suggestions to reduce costs by optimizing resource use and outsourcing

noncore processes.

*e offer worldclass enterprise wide solutions to optimize and enable business processes and

information flow through IT integration. The team of consultants has eCpertise in different industry

verticals with specific functional domain and eCpert IT skills.

*e are focused on helping enterprises leverage technology to achieve business goals inH

IT K #ystems integration

"pplication development and maintenance

" feature of the offering is the astounding levels of accuracy we help you achieve. " maor

reason for the success is the inhouse team of highly qualified and well eCperienced

professionals. The team brings in the requisite eCpertise in process, technology, and

operational capabilities that delivers eCcellent quality.

The deep domain knowledge combined with the unique delivery model and deployment of

cuttingedge technology ensures high quality. The competent proect management and service

+(


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delivery teams deliver solutions with smooth interactions, leaving no scope for ambiguities

and misunderstandings.

The cost effective and efficient consulting services result in value enhancement and high

return on investments.

P*#6+( #'()#'*+,-

#oftware development

*eb designing and development

3omain management K hosting

*eb +.) $ortal development and support

"nimation and multimedia

*eb enabled application J product development

R)#'*+ #'()#'*+,-

-nterprise solutions

IT #olutions

Buality solutions

#taffing

S*5,+)

Consulting

The business world around you has changed at an unprecedented speed, thanks to the advent

of technology. This left a mounting pressure on business houses, who are caught up in the

whirlwind due to fastchanging advances in technology, unable to estimate the impact on

their businesses and unable to harness the power of /change/ for growth.

&oogolsoft 9onsulting offers consulting solutions and services following the best practices,

technologies, methodologies, and business models for optimizing your business key

performance indices. &oogolsoft 9onsulting intends to participate in the growth of its

clientele and their stakeholders as a /preferred partner/.

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*e offer /One#top 9onsulting #olutions/. The focus is to provide endtoend and customized

solutions to meet the eCacting needs of the industry through the onsite, offsite, offshore and

outsourcing models. *e also augment resources and staff suiting to the eCacting needs of

your proects.

&oogolsoft 9onsulting offers consulting solutions and services in the following streamsH

-nterprise #olutions

-'$s M#"$J$eople#oft etcN

9':s M#alesforceJ#iebelJ9larifyJ:icrosoftJ#"&- etcN

-"I M*eb#phereJ*eb:ethodsJTI09OJ&entranJ etcN

3ata warehousing K 0usiness intelligence M:icrostrategyJ9ognosJ0usinessObectsJQ"$ etcN

3ata :ining

IT 9onsulting

#oftware development

*eb #olutions

*eb +.) $ortal developments

*eb application J $roduct development

3omain management K hosting

#earch engine optimization

&oogolsoft provides software services to improve your product operations for better business

value. *e enable you to reduce timetomarket, eCpand innovation capacity, optimize assetutilization and enhance productivity through the engineering services. The services address

the complete engineering value chain, spanning various industry verticals.

V,),#-

&oogolsoft strive for eCcellence in everything they think, say and do.


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R)=+( 7#* (; I-/,5,/'0: &oogolsoft uphold the self esteem and dignity of each other by creating

an open culture conducive for eCpression of views and ideas irrespective of hierarchy.

I--#50(,#- > C#-(,-'#') L0*-,-: &oogolsoft create an environment of innovation and learning

that fosters, in each one of us, a desire to eCcel and willingness to eCperiment.

C#0#*0(,#- > T0@#*: &oogolsoft seek opportunities to build relationships and leverage

knowledge, eCpertise and resources to create greater value across functions, businesses and locations.

H0*#-8 > S#+,0 R)=#-),,,(8: &oogolsoft take utmost care to protect the natural environment

and serve the communities in which we live and work. Their business practices are guided by the

highest ethical standards of truth, integrity and transparency.

M,)),#-

&oogolsoft longstanding commitment to high standards of corporate governance and ethical

business practices is a fundamental shared value of its 0oard of 3irectors, management and

employees. The 9ompany/s philosophy of corporate governance stems from its belief that timely

disclosures, transparent accounting policies, and a strong and independent 0oard go a long way in

preserving shareholders trust while maCimizing longterm shareholder value.

&ood corporate governance flows out of the commitment of the :anagement and the 0oard of

3irectors. *hen the commitment is backed by the fundamental beliefs of maCimizing value for

stakeholdersG transparent actions in the businessG values of a corporateG and mutual trust amongst all

constituents of the business, the organization transforms itself into a higher plane of leadership. The

forwardlooking approach of &oogolsoft has always helped it, in achieving the desired results. This

approach has transformed the company/s culture to one that is relentlessly focused on the speedy

translation of scientific discoveries into innovative products. &oogolsoft commitment towards

9orporate &overnance started well before law mandated such practices. The company has identified

and established its core purpose, mission and core values for achieving corporate eCcellence.

&oogolsoft believe in crafting an environment where the parameters of conduct and behavior of the

company and its management is constantly aligned with the business environment.

W70* M0)'*)

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"t &oogolsoft, the safety, health and physical well being of people represent an important

driver of its sustainability. It guarantees an environment in which the intellectual capital is

adequately protected at all times, serving as an inducement for others to oin.

This sets into motion a virtuous cycle of insight retention, driving sustainability in the

process. This safety aspect has been captured in the incidence and frequency rates comprising

a part of the #afety, ealth and -nvironment report. "s a forwardlooking organization, we

are also encouraging the reporting of near misses with a view to eliminate the root causes of

accidents, representing the base of the safety pyramid.

They have also implemented an internal guideline for contractor safety, a training manual for

contract workers covering ob safety, tool inspection and other initiatives.

"s an additional initiative, all the manufacturing locations are adequately equipped with

occupational health centers. :edical checks are carried out regularly and workplace

monitoring is a routine activity, to ensure that eCposure limits are not eCceeded.

ORGANIATION CHART

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CHAPTER 2REVIEW OF LITERATURE

1. Organizations invest a lot on their employees in terms of induction and training,

developing, maintaining and retaining them in their organization. "lthough, there is

no standard framework for understanding the employees satisfaction and training need

process as whole, a wide range of factors have been found useful in interpreting

employee induction program in the organization. Eevin et al. M+))


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(. *hile mentoring is clearly viewed as a salient means for facilitating better outcomes

for educators, eCperts contend that there are other issues that need to be taken into

consideration when developing new employee induction programs. #pecifically,

9lement M+)))N reports that new employee induction programs must include rigorous

methods of assessment that allows administrators to monitor and shape the

development of the new employee of the organization. *ong, 0ritton and &asnor

support this view noting that, RInduction is a highly organized and comprehensive

form of staff development, involving many people and components that typically

continue as a sustained process for the first two to five yearsR. Thus it is essential to

ensure that the new recruit develops all of the skills necessary to provide

comprehensive development to all employees. M *ong, 0ritton and &asnorN +))(.

?. -mployees have a strong need to be informed. -mployees feel comfortable to stay

longer, in positions where they are involved in some level of the decisionmaking

process which was influenced by the effectiveness of the induction training that was

given to the employees of the organization. That is employees should fully understand

about the organizational culture and climate and act according to the issues that affect

their working atmosphere. M:agner et al. M1AA?N.

8. Organisational commitment is an effective response to the whole organisation and the

degree of attachment or loyalty employees feel towards the organisation. =ob

involvement represents the eCtent to which employees are absorbed in or preoccupied

with their obs and the eCtent to which an individual identifies with hisJher ob. The

degree of commitment and loyalty can be achieved if management they enrich the

obs, empower and train employees properly. M0rooke et al., 1A@@N

@. -mpowerment of employees could help to enhance the continuity of employees in

organisations. -mpowered employees where managers supervise more people than in

a traditional hierarchy and delegate more decisions to their subordinates. #uperiors

empowering subordinates by delegating responsibilities to them leads to subordinates

who are more satisfied with their leaders and consider them to be fair and in turn to

perform up to the superiors eCpectations. "ll these makes employees to be committed

to the organization and chances of quitting are minimal. MEeller and 3ansereau,

1AA(N, M:alone, 1AA8N

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A. #haringof information should be made at all levels of management. This accessibility

of information would lead to strong performance from the employees and creating

strong corporate culture :eaghan et al. M+))+N.

1). These include the five core ob characteristics identified by ackman and Oldham

M1A8(, 1A@)NH skill variety, which refers to the opportunity to utilize a variety of

valued skills and talents on the obG task identity, or the eCtent to which a ob requires

completion of a whole and identifiable piece of work that is, doing a ob from

beginning to end, with visible resultsG task significance, which reflects the eCtent to

which the ob has a substantial impact on the lives or work of other people, whether

within or outside the organisationG ob autonomy, or the eCtent to which the ob

provides freedom, independence, and discretion in scheduling work and determiningprocedures that the ob providesG and ob feedback, which refers to the eCtent to which

the ob provides information about the effectiveness of ones performance MTor et al.,

1AA8N.

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CHAPTER 3

OB"ECTIVES OF THE STUDY

The following are the obectives of the study undergone at &oogolsoft Technologies

PRIMARY OB"ECTIVE

To study about the effectiveness of the induction program at &oogolsoft Technologies

SECONDARY OB"ECTIVES

To analyze the opinion of the employees about the induction programme.

To determine the relationship between the induction input and opinion about the

employee output.

To offer suggestions for the improvement of the induction programme.

NEED OF THE STUDY:

Orientation or Induction is the first important step in the process of human resource

management. It involves familiarization of the newly appointed employees to the work

environment of the organization as well as to the fellow employees. Induction is a socializing

process by which the organization seeks to make an individual its agent for the achievement

of its obectives. The new employees should be oriented to the organization and to its

policies, rules and regulations.

"n induction or orientation programme is designed to achieve the following obectives of the

organizationH

To build up the new employee/s confidence in the organisation and in himJher so that

heJshe may become an efficient employee.

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To develop among the newcomers a feeling of loyalty towards the organisation.

To foster a close and cordial relationship among the employees.

$roviding them an overview of some of the important technologies, analysis and

design methodologies, testing methodologies, etc.

Training them on the programming standards, etc. of the organization.

Induction and orientation training programs for new employees are essential these days for all

companies in order to ensure that the new employee can adopt the new working environment

fast with ease and comfort.

SCOPE OF THE STUDY:

" well developed and organized induction will form a base for future training and

development. It can save the high cost of recruitment and selection. Orientation programmes

may also be in the form of providing induction training to the new employees where they are

familiarized with the work environment and the fellow employees. The new employees are

taught basic techniques or methods to do the work for which they are recruited, etc. It results

in integration of the new employees with the team.

I-/'+(,#- =*#+)) #77*) (; #@ -7,() (# (; +#=0-8:

It creates a positive perception of the organization and an understanding of the

corporate culture, values, vision, mission and goals.

It can set a precedent for ongoing training, by showing the employee that the

organization is serious about developing his skills to perform his ob competently.

" good induction program can also help in cutting down recruitment costs as new

staff is more likely to give longer term commitment to the organization.

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9an benefit from the insights, obectivity and fresh ideas of a new employee. " new

employee can also give insights onto how the company is perceived eCternally.

I-/'+(,#- =*#+)) #77*) (; #@ -7,() (# (; =#8):

6eel welcomed and comfortable Mbuilding relationshipsN

It confirms the employee/s decision to oin the organization.

It helps to build selfesteem, morale and motivation.

It establishes good communication and relationship between the employee and his

supervisor from the first day.

This makes the employee familiar with the corporate environment, rules, systems and

regulations of the organization.

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CHAPTER 4

RESEARCH METHODOLOGY

4.1 INTRODUCTION:

This section eCplains and ustifies the research strategy chosen. 'esearch design

issues, which include the sampling technique, questionnaire, procedure and data analysis

techniques, are addressed.

4.2 RESEARCH DESIGN:

'esearch 3esign is the blue print of any research and its the strategy to integrate the

different components of the research proect in a cohesive and coherent way. The design used

for studying the employee welfare measures is descriptive research.

The research strategy used for the study is survey strategy. #urvey is the collection of data

from a given population for the purpose of analysis of a particular issue. ere questionnaire is

given to the respondents for getting information.

4.3 NATURE OF DATA:

P*,0*8 D0(0

$rimary data collection is necessary when a researcher cannot find the data needed in

secondary sources. This data is collected from the employees directly by means of collecting

the filled questionnaire and interviewing with the workmen of the company for finding their

responses for different questions.

S+#-/0*8 D0(0

#econdary 3ata is data collected by someone other than the user. 9ommon sources of

secondary data for research include censuses, surveys, organizational records and data

collected through qualitative methodologies or qualitative research.

4.4 SAMPLING TECHNI


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SAMPLE SIE:

#ample size refers to the number of item to be selected from universe to constitute a

sample. () respondents working in the ' department were taken.

4. METHOD OF DATA COLLECTION:

The data are collected in two ways

$rimary data source

#econdary data source

PRIMARY DATA SOURCE

The source used for collecting primary data is through ')(,#--0,*where the population

and the sample size are designed.

SECONDARY DATA SOURCE

The data collected from secondary means is through

9ompany records

*ebsites

0ooks

'ecords

4.! TOOLS AND TECHNI"

DESCRIPTIVE ANALYSIS

3escriptive analysis mean and standard deviation has been analysis by using the

variable like 4nderstanding of the company, Includes setting out, Training opportunities,

#incere welcome, Overview of ob roles, 9ommunication techniques, =ob specific training

opportunities, 6eel comfortable,$replanned,Office hours and payroll policies.

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SIMPLE PERCENTAGE ANALYSIS

#imple percentage analysis deals with the demographic factors of the respondents

age, gender and eCperience.

CORRELATION ANALYSIS

9orrelation is the statistical analysis which measures and analyses the degree or the

eCtent to which two variables fluctuate with reference to each other. The correlation measures

the closeness of the relationship between the variables. Thus the association of any two

variables is known as correlation.

ONE WAY ANOVA

"2O>" helps to eCamine the significant mean difference among more than two

groups on an interval. The result of "2O>" show whether or not the means of various

groups are significantly from one another.

In this test two significant hypotheses are used. The N' H8=#(;),) is used fortesting. It is the statement that no difference eCists between the parameter and the statistic

being compared to it. The A(*-0(,5 H8=#(;),)is logical opposite to null hypothesis.

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CHAPTER

LIMITATIONS OF THE STUDY

The following are the limitations of the studyH

The number of respondents is restricted to only ().

$ersonal bias is possible because of direct questions.

The study is limited only to &oogolsoft Technologies.

esitation on the part of employees was observed in giving the right feedback about

the company.

The proect duration was short for collecting the data

;A


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CHAPTER !

DISTRIBUTION OF RESPONDENTS ON THE BASIS OF AGE

TABLE !.1A *#'=

F*'-+8 P*+-( V0,/ P*+-(

C''0(,5

P*+-(

+1;) yrs +)


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TABLE !.2 G-/*

G-/*

F*'-+8 P*+-(

V0,/

P*+-(

C''0(,5

P*+-(

:ale


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TABLE !.3 E=*,-+

6requency $ercent >alid $ercent 9umulative $ercent

>alid + to ( years 1@ ;?.) ;?.) ;?.)

? to 1) years ;) ?).) ?).) A?.)

11 to 1( years +


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+ "gree


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1 #trongly agree ) )

+ "gree ;@ ;@

; 2eutral


45/84

1 #trongly agree @ @

+ "gree (< (alue 3f

"symp. #ig. M+

sidedN

$earson 9hi#quare 1+.(@alue df

"symp. #ig.

M+sidedN

-Cact #ig.

M+sidedN

-Cact #ig.

M1sidedN

$earson 9hi#quare .)??a 1 .8A8

9ontinuity 9orrectionb .))) 1 1.)))

7ikelihood 'atio .)?; 1 .@)+

6isher/s -Cact Test 1.))) .(AA

7inearby7inear

"ssociation.)?( 1 .8AA

2 of >alid 9asesb ()

INFERENCE

The 9hisquareMC+N value for gender and understanding of the company is .)?? and its

significance value is .8A8. #ince the significance value is greater than .)( it is concluded that

gender and understanding of the company are independent.T0!.1 C;,S'0* T)( 7#* G-/* 0-/ -*,,- 7#* 7'('*

??


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>alue df

"symp. #ig.

M+sidedN

$earson 9hi#quare (.AA(a ; .11+

7ikelihood 'atio ?.+1; ; .1)+

7inearby7inear "ssociation 1.?;+ 1 .+)1

2 of >alid 9ases ()

INFERENCE

The 9hisquareMC+N value for gender and energizing for future is (.AA( and its significance

value is .11+. #ince the significance value is greater than .)( it is concluded that gender andenergizing for future are independent.

T0!.11 C;,S'0* T)( 7#* =*,-+ 0-/ (*0,-,- #==#*('-,(,)

>alue 3f

"symp. #ig.

M+sidedN

$earson 9hi#quare A.


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>alue 3f

"symp. #ig.

M+sidedN

$earson 9hi#quare @.)11a ? .+;8

7ikelihood 'atio @.1A1 ? .++"'I"07-#

"23 "&-

#um of

#quares df

:ean

#quare 6 #ig.

">&II 0etween

&roups.?)1 + .;)1 +.&II was .)A&-O was ." T-#T 6O' T- '-#-"'9 >"'I"07-#

"23 &-23-'

81


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#um of

#quares 3f :ean #quare 6 #ig.

">&II 0etween &roups .11+ 1 .11+ .@8) .;(?

*ithin &roups ?.1?? &II was .;(?. #ince the significance value was

greater than .)( it was concluded that there was no significant difference in the ">&II

among the respondents of gender.

The #ignificance >alue of ">&-O was .@@+. #ince the significance value was

greater than .)( it was concluded that there was no significant difference in the

">&-O among the respondents of gender.

TABLE !.1!'-#47T O6 "2O>" T-#T 6O' T- '-#-"'9 >"'I"07-# "23

-L$-'I-29-

#um of

#quares df :ean #quare 6 #ig.

">&II 0etween &roups .188 + .)@A .?@; .(1)

*ithin &roups ?.1)1


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The #ignificance >alue of ">&II was .(1). #ince the significance value was

greater than .)( it was concluded that there was no significant difference in the ">&II

among the respondents of eCperience level.

The #ignificance >alue of ">&-O was .


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&.2 F*# M0- 0-/ S(0-/0*/ D5,0(,#- A-08),):

:ean age group among the respondents of +1;) years of group is 8A.+) and its #tandard

3eviation is @.?). " higher level of age group mean is @+.(; was found among the

respective of


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The 9hisquareMC+N value for gender and energizing for future is (.AA( and its significance

value is .11+. #ince the significance value is greater than .)( it is concluded that gender

and energizing for future are independent.

E=*,-+

The 9hisquareMC+N value for gender and energizing for future is A.


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77/84

88


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CHAPTER

CONCLUSION

Induction training is very essential for any company because it helps an

individualJnew recruit to grow within a company and motivates himJher. It inculcates in the

employee, more confidence to progress. It is during induction that a new recruit gets to know

about the organization/s employment philosophy, physical work environment, employee/s

rights, employee/s responsibilities, organization, culture and values along with key business

processes.

-mployee Induction should last more than one day, usually +( days. -mployee

induction should always start with '/s welcome from the appointed host from that

department, who is responsible to guide newcomer through department in order to introduce

him to the other. This dedicated ' person is not spending all time following newcomer

through departments, but will be at disposal, to escort himJher to the neCt department during

the -mployee induction.

The agenda of -mployee Induction programme is tailor made to each positionindividually, so it is not necessary to cover all departments. This is for several reasonsG firstly,

-mployee Induction would last for too long to visit everybody. #econdly, newcomer would

be confused with all information if heJshe would have to visit each single individual in the

company. It is recommended to have prepared default -mployee induction agendas per

position, per 3epartment. This agenda can always be slightly adusted, as per need, but it

represents a strong tool that saves time and ease process of induction.

Induction programs help in reducing attrition rates, apparently. The first impression is very

important when a person comes into a new organization and how you interact with these new

entrants plays an important role on how they discharge their duties later. It was found that

employees who received an effective induction were more engaged, compared to those who

rated the quality of induction as below average. The thought of leaving the organization

creeps in at early stage in cases where the induction is not done with passion.

8A


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In conclusion, getting the induction process right, sets the scene for the remainder of

the employment eCperience. This is a critical phase in the employment process. Induction

programs should be implemented in a structured manner and applied uniformly across the

organization. 0est practice involves a very structured approach to the induction process.

Thus I conclude saying that the study helped me to understand the actual Induction

$rogramme, how it is conducted, its pros and cons, etc., from the responses of the employees

it was concluded that the effectiveness of the induction programme was moderate. There is a

high correlation between the employees opinion about the integrity, understanding of the

company, obspecific opportunities. #uggestions were offered by the researcher for

improving the effectiveness of the induction programme.

@)


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APPENDIX


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.

#trongly

3isagree

3isagree

2eutral

"gree

#

trongly"gree

@ It enables a range of communication techniques like group discussionand presentations as part of the training process.

A-nables with obspecific training opportunities provided by the

7earning and 3evelopment Organization.

1)Induction program enables me to feel comfortable with theorganization

11 Induction program is well structured and preplanned

1+

Office hours, dress code, sick leave and other policies were eCplained

and also payroll policies were also cover on first days of the

induction program.

1; 5ou feel that the program is highly effective and found it energizing

for future.

1< The regulations relating to the organization were clearly eCplained.

1( I have received feedback based on assessing me that I can use to

guide my professional development.

1? The initial study material provided is enough to understand the

company procedures.

18 "fter undergoing the induction program, you were able to perform

your duty in the organization.

1@ 3uration of the induction program was sufficient.

1A "t the end of the week I felt like a member of the !T-":%

+) The induction program managed to infuse proper knowledge andskills into you.

THANK YOU FOR SPENDING YOUR VALUABLE TIME

@+


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BIBLIOGRAPHY

enry "ngora 3epartment of :anagement, edition+))8, 4niversity of 0otswana,

0otswana.

*ong, 0ritton and &asnor M+))(N $ersonnel :anagement, #iCth -dition, :c&raw

ill $ublications, 2ew 5ork.

7ebo 0 M1AA8N. RInspiring employees the easy wayR, Incentive, 181M1)NH 11


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"frican =ournal of 0usiness :anagement

;((=:@@@.0+0/,+6#'*-0).#*06=/7P/72&"'-O-#*,.=/7

Documents

Importance of Induction Process - (Table of Contents) -Googolsoft