Organisational Behavior Project (1)

8/2/2019 Organisational Behavior Project (1)

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Organisational behavior project

INDUCTION

Made by

Guruprasadkharkar

eMBADiv A

Roll NO 42

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INDEX

1 Acknowledgement 3

2 Synopsis 4

3 Company profile 5

4 Subject of study 6

5 Methodology 7

6 Data collected 8

7 Analysis 9-11

8 Conclusion 12

9 Recommendation 13

10Bibliography 14

11Annexure 1 15

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ACKNOWLEDGEMENT

I would like to sincerely thank Mr Inderjeet Chopra from Ernst &

Young for helping me in this project. I would also like

to extend a word of thanks to my professor Mr Cabral whose

detailed explanation on this topic helped me in completing this

project.

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SYNOPSIS

Method:-Prepared a questionnaire based on certain guidelines

offered by the professor. Then visited the company and collected

the data from two managers and twonon-managers.

Result:-Majority of the people surveyed said that they were very

happy with their induction process and the process helped them

in a great way in understanding the organization and its work

culture.

Conclusion: - Induction process does help the employees in a

great way it helps them in understanding the organization. It also

helps the employees to bond with their peers as in management

team work plays a very important role.

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COMPANY PROFILE

Ernst & Young (EY) is one of the largest professional service firms in the world and one of the "Big

Four" accounting firms, along with Deloitte, KPMG and PricewaterhouseCoopers (PwC).

Ernst & Young is a global organization of member firms in more than 140 countries, headquartered in

London, UK

Ernst & Young is the result of a series of mergers of ancestor organizations. The oldest originating

partnership was founded in 1849 in England as Harding & Pullein. In that year the firm was joined by

Frederick Whinney. He was made a partner in 1859 and with his sons in the business it was renamed

Whinney Smith & Whinney in 1894

Recent history

In 2002 EY merged with many of the ex-Arthur Andersen practices around the world, although not those in

the UK, China or the Netherlands.

In 2006 EY became the only big four to have two member firms in the United States with the inclusion

of Mitchell & Titus, LLP, the largest minority-owned accounting firm in the United States.[11] [12]

In 2010 EY acquired Terco, the Brazilian member firm of Grant Thornton.

Services

EY has four main service lines and share of revenues in 2011:

Assurance (46%): comprises FinancialAudit (core assurance), Financial Accounting Advisory

Services, Fraud Investigation & Dispute Services, and Climate Change & Sustainability Services.

Tax Services (26%): includes Business Tax Compliance, Human Capital, Customs, Indirect Tax,

International Tax Services, Tax Accounting & Risk Advisory Services,Transaction Tax.

Advisory Services (19%): consisting of four subservice lines:Actuarial, IT Risk and Assurance,

Risk, and Performance Improvement.

Transaction Advisory Services (TAS) (9%): deals with companies' capital agenda preserving,

optimizing, investing and raising capital.

The firm's name arises from the global merger between Ernst & Whinney and Arthur Young in

1989.The motto of the firm is "Quality In Everything We Do"

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http://en.wikipedia.org/wiki/Ernst_%26_Young#cite_note-10http://en.wikipedia.org/wiki/Ernst_%26_Young#cite_note-10http://en.wikipedia.org/wiki/Ernst_%26_Young#cite_note-11http://en.wikipedia.org/wiki/Audithttp://en.wikipedia.org/wiki/Indirect_taxhttp://en.wikipedia.org/wiki/Indirect_taxhttp://en.wikipedia.org/wiki/Transfer_taxhttp://en.wikipedia.org/wiki/Transfer_taxhttp://en.wikipedia.org/wiki/Actuaryhttp://en.wikipedia.org/wiki/Actuaryhttp://en.wikipedia.org/wiki/Ernst_%26_Young#cite_note-10http://en.wikipedia.org/wiki/Ernst_%26_Young#cite_note-11http://en.wikipedia.org/wiki/Audithttp://en.wikipedia.org/wiki/Indirect_taxhttp://en.wikipedia.org/wiki/Transfer_taxhttp://en.wikipedia.org/wiki/Actuary


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SUBJECT OF STUDY

INDUCTION

When a person joins an organization he/she is completely new to

it so to make them familiar with the organization the induction

process is held. In India it is called induction but in foreign

countries it is called socializing. In induction the person gets an

opportunity to interact with other people in the organization andthis helps in effective team building. The induction program may

be inbound or outbound depending on the company policy. The

duration of the induction period depends on what position the

person is joining the organization. In some companies the HR

department is responsible for the induction program while some

outsource it to others. The induction process is mostly prevalent

in the private sector.

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METHODOLOGY

The methodology used for this project was the questionnaire

method the required data was collected from two managers andtwo non-managers(sample size 4) from the company. The

questionnaire used was a multiple choice one so it was easy to

answer for the respondents.The questionnaire was prepared in

such a way so that it would be very easy to understand and

answer. The questions asked were framed in such a way so as to

exactly gauge the views of the person on induction.

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DATA COLLECTED

After collecting the data from four members (two managers &

two non-managers) of the organization Ernst & young I havenoticed that they have a very detailed induction program for

their employees. This induction culture is most prevalent in the

private sector as the organization is a very result oriented one.

According to the survey all the aspects of an induction like

group activities, group interaction, workshops were held for the

employees. The employees are also happy with the efforts

taken by the organization during the induction process. This

has also helped them in their work. As given to us in our theorythe induction process for the managerial level people was from

3-5 days and for non-managers it was for a day. The only one

discontent is that the employees fell that there should be an

outbound induction program as they feel that would be more

effective.

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ANALYSIS

1) Which one do you think is more effective inbound or

outbound program

2) Was it useful to interact with the heads of the organization.

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3) Did the induction program help you in understanding the

organization.

4) Did the organization take any specific steps to enlighten you

on your specific roles and duties in the organization.

5) Was it actually useful while working in the organization.

6)didthe team building activities help while working

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7)Do you feel induction really helps and is needed while a

person enters any organization

.

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CONCLUSION

The conclusion that I have come to after doing this project is

that induction does really help the employees in knowing theorganization. When aperson joins any organization he/she is

either a fresher or has a previous work experience in some

other firm so the induction helps the employee understand

better about the new organization, work culture, and also his

new team members.

On a personal level to the induction experience is enriching as

the person understands his/her hidden qualities and how can

they be streamlined towards goal achievement. During theinduction process some workshops are also held which help the

indivual in evaluating himself/herself in comparison with the

others. This helps the individual to maybe understand his/her

weaklinks and in future make efforts to polish them.

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RECOMMENDATION

I would like to make one recommendation to the organization

that as majority of the employees want an outbound inductionprogram may be the company can give a thought over it.

Considering the nature of the company as it is a finance

company conducting an outbound program might not be that

beneficial but maybe some group activities or corporate games

can be incorporated so that the new employees join in with a

great vigour and enthusiasm about working in the firm.

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BIBLIOGRAPHY

Company profile gathered from

www.EY.com

Other information from

www.google.com

www.hrcite.com

Books referred

Organizational behaviour :- udaipareek

Organizational behaviour :- fredluthans

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http://www.ey.com/http://www.google.com/http://www.ey.com/http://www.google.com/


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ARTICLE ON THE TOPIC

Induction procedures not up to scratch, say HR professionals

Four in 10 employers believe that their induction

process is in need of a thorough overhaul, despite most

(91%) HR professionals saying that this is the mostcrucial part of an employee's training.

This is according toXpertHR's 2010 induction survey, which also

found that a quarter of the 122 employers surveyed considered

induction to be very low on their list of organisational priorities.

Charlotte Wolff, training editor at XpertHR, said that an

effective induction programme can make the difference

between high and low retention rates for new joiners.

"It is a unique opportunity for employers to capture the hearts

and minds of their employees from the start, helping to build a

productive, engaged workforce.

Organisations with successful induction programmes attributed

this success to a number of factors, including the commitment

and skills of those who deliver it.

However, the research found that induction was hampered at

61% of companies by a lack of line manager engagement in

the process.

Line managers were expected to deliver induction at 86% of

the companies surveyed. However, only 22% were provided

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http://www.xperthr.co.uk/article/105800/.aspxhttp://www.xperthr.co.uk/article/105800/.aspx


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with training skills related to inducting employees and only

41% were given guidance on how to deliver it.

Employers also reported that both insufficient investment into

induction and a lack of resources to manage or deliverinduction were an issue at around two in five companies.

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CONCLUSION

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RECOMMENDATION

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Organisational Behavior Project (1)