Induction& orientation-Internal mobility

8/7/2019 Induction& orientation-Internal mobility

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PLACEMENT,INDUCTION,INTERNAL MOBILITY

AND SEPARATIONS

EXCEL

BOOKS8-1

8Chapter


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ANNOTATED OUTLINE8-2

PLACEMENTPlacement is the actual posting of an employee to a specific jobwith rank and responsibilities attached to it. Most organisations putnew recruits on probation for a given period of time after which their services are confirmed. Placement, however, should be made with aslittle disruption to the employee and organisation as possible.

Placement, Induction, Internal Mobility And Separations

Benefits o f Plac ement

The employee is able to:S how good results on the job.

Get along with people easily.

Keep his spirits high, report for duty regularly.

Avoid mistakes and accidents.


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I ndu c ti o n Or Or ient a ti o n

Induction or orientation is the process through which a new recruit is

introduced to the job and the organisation. Induction removes fears from the

mind of a newcomer, creates a good impression about the organisation and

acts as a valuable source of information.



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elcome to the organisationExplain about the company and show all the facilitiesS how the location where the new recruit will work.Give the company's manualOffer details about various work groups

Provide details about policies, rules, regulations, benefits, etcExplain about opportunities and career prospectsClarify doubts

Assign the new recruit to the supervisor


I ndu c ti o n Progra mme: S teps

Induction includes socialisation also. S ocialisation is the process through

which the new recruit begins to understand and accept the values, norms and

beliefs held by others in the orgaisation.

Follow up meetings may also be required at regular intervals to find how the

new recruit has adjusted himself to new environs.


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I ndu c ti o n Tra inin g I n I ndi a


I ndu c ti o n Tra inin g : I ndi a n S n a psh o ts Aptech

Maruti udyog

S tandard chartered bankCitibank

KPMG

S ony India

Indian shaving products


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Internal mobility refers to the lateral or vertical movement of anemployee within an organisation.

P u r p o ses o f I nte r n al Mob ility

Improve organisational effectiveness

Improve employee effectiveness

Adjust to changing business operations

Ensure discipline


I nte r n al Mob ility


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Tra nsfe r

A transfer is a change in job assignment. It may involve a promotion or demotion Or no change at all in status and responsibility


P u r p o ses o f t ra nsfe rTo meet organisational requirements

To satisfy employee needs

To utilise employees better

To make the employee more versatile

To adjust the workforceTo provide relief to overburdened employees

To reduce conflicts

To punish employees


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Benefits a nd p robl ems a ss oc ia ted w ith t ra nsfe r s


Bene fits r lem s

Imp r e emp l ee skills Inc nven ien t t emp l ee s t e r is edo no t n t to move

Redu ce mono tony, or edom Emp loyee s may or may no t fit in t e new loca tion/depa rtmen t

Remedy f au lty p la cemen t de cisi on s S ifti ng o f expe rien c ed and s may a ff e ct p r odu cti vity

P r epa r e t e emp loyee f o r c a lleng ing D iscri m ina to r y tr an sf e rs may a ff e ct

a ssi gnmen ts i n f u tu r e emp loyee mo r a le .St ab ilise c ang ing wo rk r equ ir emen ts i nd iff e r en t depa rtmen ts /lo ca tion s

Imp r ove emp loyee s a tisf a ction and mo r a le

Imp r ove emp loye r-emp loyee r e la tion s


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Transfer policy: Organisations should clearly specify their policy regardingtransfers. S uch a policy would normally consist of the following things

S pecify circumstances under which the transfer has been effected

Name the persons authorised to effect transfers

Mention the basis for the transfer

Clarify the position regarding pay, allowances, benefits etc

Tra nsfe r


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Pro m o ti o n

Employee movement from current job to another that is higher in pay,responsibility and /or organisation level is known as promotion . Promotion haspowerful motivational value as it compels an employee to utilise his talents fully,and remain loyal and committed to his or her job and the organisation.

Ba ses o f p ro m o ti o nMerit based promotions

S eniority based promotions

Promotion policy: To be fair, an organisation should institute a promotionPolicy that gives due weight age to both seniority and merit. PromotionOpportunities must be thrown open to all employees. The norms for promotionshould be expressed in writing. Detailed records must be maintained for thisPurpose. A responsible official should be asked to take the final decisionregarding employee promotions.


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Employee movement that occurs when an employee is moved fromone job to another that is lower in pay, responsibility and /or organisation level is called demotion.


D em o ti o n

Ca uses o f dem o ti o nEmployee unable to meet job requirements

Organisation forced to demote employees because of adverse business conditions

Demotions happening to check errant employees

Demotion policy: A clear cut policy regarding demotions would help employeesadjust to complex organisational demands admirably. To this end, punishableoffences must be listed in advance. Better to state the reasons before punishingan employee. Any violation must be properly investigated and followed by aconsistent and equitable application of the penalty. There should be enoughroom for review.


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Resignation: A voluntary separation initiated by the employee himself iscalled resignation. It is always better to find why the employee has decidedto quit the organisation. Properly conducted exit interviews would helpthrow light on factors behind the curtain

Retirement: Termination of service on reaching the age of superannuationis called retirement. To avoid problems, organisations normally planreplacements to retiring employees beforehand.

Death: S ome employees may die in service. Death caused by occupationalhazards, of course, would attract the provisions of Workmen'sCompensation Act, 1923. The normal separation of people from anorganisation due to resignation, retirement or death is known as attrition.

Lay off: A lay off entails the separation of the employee from theorganisation temporarily for economic or business reasons.


Emp lo yee S ep ara ti o ns


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The Do s a nd Do n ts o f la yin g o ff emp lo yees


C on s ulting fir ms off e r t e f ollowing adv ice f or te lling emp loyee s t a t t ey will be la id off

(S. l exande r, The Wall Street Journal 81 , 1991 . ls o see Easing the Exit , B. o rld, 1 .9 . 00 )

D o n t s

Dont leave t e r oom , cr ea ting con f usion . Te ll t eemp loyee t a t e or s e is la id off or t e r mina ted .Dont a llow time f or deba te

Dont ma ke pe rs ona l c ommen ts; k ee p t econve rs a tion pr of e ssi ona lDont r us t e emp loyee off-site un le ss s e curityis r ea lly an iss ueDont fir e peop le on impo rtan t da te s ( birt day s,ann ive rs a r y o f t e ir emp loymen t, t e day t e ir mo t e r died , e tc.)Dont fir e emp loyee s when they a r e on va ca tionor have ust r e tur nedEmp loyee s who c on tinu e to wo rk with thecompany s hou ld no t be igno r ed . They a r e a svu lne r ab le to the change s a s t he one s be ing le t go .

Dos

ive a s mu ch wa r n ing a s po ssi ble f or ma ss l ayo ffsSit down one -to-one with the ind ividua l

in a priva te officeC omp le te the firing s e ssi on qu icklyP r epa r e the ind ividua l who is be inga sk ed to leave to cope with his emo tion s

ff e r written exp lana tion s of s eve r an cebene fitsP r ov ide ou tplacemen t a ssist an ce awayfr om company headqua rte rsBe s ur e the emp loyee lea r ns abou t thelayo ff fr om a manage r, no t a colleague App r e cia te the con tribu tion s made bythe emp loyee if they a r e app r op ria te


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Retrenchment: A permanent lay off for reasons other thanpunishment but not retirement or termination owing to ill health iscalled retrenchment. Legally speaking, employers in India arerequired to give advance notice or pay equivalent wages beforethe actual lay off date. (5 per cent of basic wages plusallowances)



S top hiring people when the first signals of trouble ahead surface. This wouldsend the right message to the trade unions.

Better to be on good terms with all the trade unions. Allay the workers suspicions by communicating with them directly.

Design a severance package with incentives for training and redeployment.

Never use pressure tactics to intimidate your workers into leaving.

H ow t o t r im the work f orc e?


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Outplacement: Outplacement assistance includes Efforts madeby the employer to help a recently separated employee find a

job. Apart from training support to such employees, someorganisations offer assistance in the form of paid leave travelcharges for attending interviews, search firm expenses ,etc.



Merits and demerits of outplacementM e r i t s D em e r i t s

S h ow s t h e h u m a n f a c e o f th e c ompany . M ay b e tim e c on s um in g a nd c o s tl y.

E a s e s t h e p a in o f r e tr en c hmen t. M a in ta in in g d a ta b a s e s on o th e r o b s isn o t e a s y.

P r e s e r ve s t h e m o r a le o f th o s e w ho r e m a in C a n w o rk on ly when r e tr en c h in g aw i t h th e c o m p a n y. few m a n a g e r s a t a t im e .

S m o o th e n s t h e w a y f o r f u tu r e down sizi n g C a n b e tu r ne d d o w n by a ng r y, d isillu si onedm o v e s . e m p lo y e e s .

H e lp s yo u r e ta in you r f o r m e r e m p loyee s Difficu lt to c o n v in c e a n d imp le m e n t a t th er e s p e c t. l e ve l o f w o rk e rs .

Source : Business Ind ia J an 7- 1 , 1996 pp . 00 - 04


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Suspension: S uspension means prohibiting an employee fromattending work and performing normal duties assigned to him.

Discharge and dismissal: The termination of the services of anemployee as a punitive measure for some misconduct is called

dismissal. Discharge also means termination of the services of anemployee but not necessarily as a punishment. A discharge does notarise from a single irrational act( such as alcoholism, wilful violation of rules, insubordination, carelessness, dishonesty, inefficiency, violentacts, unauthorised absence for a long time


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Induction& orientation-Internal mobility