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Induction Program
.
~ Service & Parts
Exclusive Mentor - at least a Stage III person, who shall take care & regularlyevaluate each individual in the batch at the end of each session for a period of 1year
Class Size max 15 members
Class room Training Center
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Guiding Principles
for theInduction Program
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To give him a clear picture of the vision, values, goals etc., of
the organization, so that he / she can decide whether they can
fit in or not
Multiple assessments of each candidate in various stages
before he / she starts interacting with customers, eliminate him/ her if not suitable for our organization (fatal flaw, no mans
land, stage-I), hence protect the image in market.
To equip the new recruits with the requisite skill sets, so that
he can start performing very fast
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To make the new recruits understand in brief about the
activities in other roles and make him feel
To understand ones caliber in grasping and implementing the
learning's
Can have a thorough understand on ones strengths and
weakness, can leverage on the same when required
Can get the work done effectively even with other
departments with in and out side the organization
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Over View of the Year
CY 2012 is a LEAP YEAR (366 days) and
started with Sunday
In this year there are 53 Sundays & 11Holidays
Out of 52 Saturdays in this year, well haveSHARE THE LEARNINGS sessions on 48Saturdays
Hence the activity plan for rest 254 days is asfollows
Note: The days mentioned below are to be considered after
eliminating all non working days and week end session days
http://cy2012.pptx/http://cy2012.pptx/http://cy2012.pptx/http://cy2012.pptx/http://cy2012.pptx/http://cy2012.pptx/http://cy2012.pptx/http://cy2012.pptx/8/4/2019 Induction Program Design
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Program Overview
Days,Introduction,
3, 1%Days, ValueSystem, 13,
5%Days,
Technical,12, 5%
Days,
RelationBuilding, 87,
35%
Days, Learnfrom Boss,
28, 11%
Days, OnJob
Training,109, 43%
SIX
PhasesIntroduction Value System Technical Relation Building Learn from Boss On Job Training
3Days 13Days 12Days 87Days 28Days 109Days
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Phase I (3days)
Introduction
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Day -1
- Know your Colleague
Detailed Self Introduction by each of
the member in the Induction Session
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Details for Self IntroductionFull Name:
Father Name: Occupation:Mother Name: Occupation:Brother1 Name: Occupation:Brother2 Name: Occupation:Sister1 Name: Occupation:Sister2 Name: Occupation:Are you Married:
Wife Name: Occupation:Child1 Name: Occupation:Child2 Name: Occupation:Further Family Details if any:Schooling Details: Achvmts.: Failures:College Details: Achvmts.: Failures:Past Experience: Achvmts.: Failures:
Hobbies: Why:Strengths: Weakness:Goal: Why:Who inspires you: Why:What Motivates you: Why:Future Plans: Why:
Moral for the Day
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Day 2
About Company
http://about%20company.ppt/http://about%20company.ppt/8/4/2019 Induction Program Design
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Organization Structure
http://general/Org%20Structure-ramcor.pptx8/4/2019 Induction Program Design
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Work Flow
Moral for the Day
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Day 3
Career Path & Evaluation
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Career Growth Path
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Evaluation Process
Though across industry the only evaluationparameter is Performance, we differ this by giving
equal weight age to attitude and character along
with performance. The metrics are tabulated in
Quantitative & Qualitative KRA, which is donequarterly.
All promotions are done basing on the annual
scores in KRA along with Competencies evaluation
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Network
Show a map explaining thespread of your operationsgeographically
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About Sister Concerns
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Phase II (13days)
Value Systems
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Day 4 6
Character builds destiny (Iceberg concept)
Movie Pursuit of Happiness
http://d/backup%20d/rk's%20back%20up/RK/transforma/assignment/induction/The%20Iceberg%20Model%20of%20Culture.ppthttp://d/backup%20d/rk's%20back%20up/RK/transforma/assignment/induction/The%20Iceberg%20Model%20of%20Culture.ppt8/4/2019 Induction Program Design
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Day 7 9
Ordinary people can achieve extraordinary goals(Eklavya concept, Helen Keller Story, etc.,)
Videos of Harsha Bhogle Talent Vs Attitude Videos of Harsha Bhogle Excellence
http://../rk's%20desktop/Desktop/mot/Talent%20Vs.%20Attitude%20%E2%80%93%20Harsha%20Bhogle%20at%20IIMA%20%C2%AB%20Gaurav%20Gupta_s%20Blog.flvhttp://../Harsha%20Bhogle%E2%80%99s%20Talk%20at%20IIM%20Ahmedabad%20%C2%AB%20Amit%20Paranjape%E2%80%99s%20Blog4.flvhttp://../Harsha%20Bhogle%E2%80%99s%20Talk%20at%20IIM%20Ahmedabad%20%C2%AB%20Amit%20Paranjape%E2%80%99s%20Blog4.flvhttp://../Harsha%20Bhogle%E2%80%99s%20Talk%20at%20IIM%20Ahmedabad%20%C2%AB%20Amit%20Paranjape%E2%80%99s%20Blog4.flvhttp://../rk's%20desktop/Desktop/mot/Talent%20Vs.%20Attitude%20%E2%80%93%20Harsha%20Bhogle%20at%20IIMA%20%C2%AB%20Gaurav%20Gupta_s%20Blog.flv8/4/2019 Induction Program Design
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Day 10 12
How to identify Personality (Seekers concept)
Movie Life in Metro
http://d/backup%20d/rk's%20back%20up/RK/transforma/assignment/induction/value%20sys%20training/how%20to%20identify%20personality%20types.docxhttp://d/backup%20d/rk's%20back%20up/RK/transforma/assignment/induction/value%20sys%20training/how%20to%20identify%20personality%20types.docx8/4/2019 Induction Program Design
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Day 13 & 14
How to Influence without authority (HBS &Seekers framework)
Movie Water gate
http://d/backup%20d/rk's%20back%20up/RK/transforma/assignment/induction/value%20sys%20training/how%20to%20influence%20without%20authority.docxhttp://d/backup%20d/rk's%20back%20up/RK/transforma/assignment/induction/value%20sys%20training/how%20to%20influence%20without%20authority.docx8/4/2019 Induction Program Design
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Day 15 & 16
Go OutConduct some games which can bring out the
qualities viz., whether he / she is a team player,
individual player, follow the process or deviate for
the end result, honesty, etc.,
Movie Coach Carter
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Phase III (12days)
Technical (Class Room)
Day 17 28
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Day 17 28 (12 days)Domain Specific Training
Training on General Automotive Techniques
Product Specifications
Technical
Non Technical, Economics, Vis a Vis competition.
General Tools & Special Tools Handling Techniques
Spare Parts Training
How to work on CDMS
Client Base and its behavior
Reporting Process
Daily / Weekly / Monthly etc.,
http://service/Parichay_part-1.ppsxhttp://service/Tech%20Training%20piaggio.ppthttp://service/Workshop_Maintance_Guide.dochttp://sales/countercompetitionAlfa.ppthttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://spares/Spare%20Parts%20Management..dochttp://spares/CDMS_OPERATING.pptxhttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://spares/CDMS_OPERATING.pptxhttp://spares/Spare%20Parts%20Management..dochttp://spares/Spare%20Parts%20Management..dochttp://spares/Spare%20Parts%20Management..dochttp://spares/Spare%20Parts%20Management..dochttp://spares/Spare%20Parts%20Management..dochttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://sales/countercompetitionAlfa.ppthttp://sales/countercompetitionAlfa.ppthttp://sales/countercompetitionAlfa.ppthttp://sales/countercompetitionAlfa.ppthttp://sales/countercompetitionAlfa.ppthttp://sales/countercompetitionAlfa.ppthttp://sales/countercompetitionAlfa.ppthttp://sales/countercompetitionAlfa.ppthttp://sales/countercompetitionAlfa.ppthttp://service/Workshop_Maintance_Guide.dochttp://service/Workshop_Maintance_Guide.dochttp://service/Workshop_Maintance_Guide.dochttp://service/Tech%20Training%20piaggio.ppthttp://service/Tech%20Training%20piaggio.ppthttp://service/Parichay_part-1.ppsxhttp://service/Parichay_part-1.ppsxhttp://service/Parichay_part-1.ppsxhttp://service/Parichay_part-1.ppsxhttp://service/Parichay_part-1.ppsx8/4/2019 Induction Program Design
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Phase IV (87days)
Relation Building
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Service Spare Parts
Helper
Mechanic
Head Mechanic
Floor Supervisor
Service Advisor
Asst. Manager Service
Manager Service
Helper
Picker
Asst. Store Keeper
Store Keeper
Sr. Store Keeper
Asst. Manager Parts
Manager Parts
G.M. - Service
Note: End of every Day corresponding in-charge should interact with the inductee and notehis observations
http://relation%20buliding/helper-service.docxhttp://relation%20buliding/mechanic.docxhttp://relation%20buliding/mechanic.docxhttp://relation%20buliding/floor%20supervisor.docxhttp://relation%20buliding/service%20advisor.docxhttp://relation%20buliding/Asst.Manager-Service.docxhttp://relation%20buliding/Asst.Manager-Service.docxhttp://relation%20buliding/Asst.Manager-Service.docxhttp://relation%20buliding/Manager-Service.docxhttp://relation%20buliding/Manager-Service.docxhttp://relation%20buliding/Manager-Service.docxhttp://relation%20buliding/helper-spares.docxhttp://relation%20buliding/picker.docxhttp://relation%20buliding/store%20keeper.docxhttp://relation%20buliding/store%20keeper.docxhttp://relation%20buliding/store%20keeper.docxhttp://relation%20buliding/Asst.Manager-Spares.docxhttp://relation%20buliding/Asst.Manager-Spares.docxhttp://relation%20buliding/Asst.Manager-Spares.docxhttp://relation%20buliding/Manager-Spares.docxhttp://relation%20buliding/GM-Service.docxhttp://relation%20buliding/GM-Service.docxhttp://relation%20buliding/GM-Service.docxhttp://relation%20buliding/GM-Service.docxhttp://relation%20buliding/GM-Service.docxhttp://relation%20buliding/Manager-Spares.docxhttp://relation%20buliding/Asst.Manager-Spares.docxhttp://relation%20buliding/Asst.Manager-Spares.docxhttp://relation%20buliding/Asst.Manager-Spares.docxhttp://relation%20buliding/Asst.Manager-Spares.docxhttp://relation%20buliding/store%20keeper.docxhttp://relation%20buliding/store%20keeper.docxhttp://relation%20buliding/store%20keeper.docxhttp://relation%20buliding/picker.docxhttp://relation%20buliding/helper-spares.docxhttp://relation%20buliding/Manager-Service.docxhttp://relation%20buliding/Manager-Service.docxhttp://relation%20buliding/Manager-Service.docxhttp://relation%20buliding/Manager-Service.docxhttp://relation%20buliding/Asst.Manager-Service.docxhttp://relation%20buliding/Asst.Manager-Service.docxhttp://relation%20buliding/Asst.Manager-Service.docxhttp://relation%20buliding/Asst.Manager-Service.docxhttp://relation%20buliding/service%20advisor.docxhttp://relation%20buliding/floor%20supervisor.docxhttp://relation%20buliding/mechanic.docxhttp://relation%20buliding/mechanic.docxhttp://relation%20buliding/helper-service.docx8/4/2019 Induction Program Design
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Phase V (28days)
Learn from Boss
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Day 116 to 143
Hand Holding by immediate in-charge with a weekly review
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Phase VI (109days)
Go Live
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Day 144 252
On Job training with aweekly review
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Phase VII (1day)
A Day with Management Team
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Day 253
Management Team will pose rapid questions toeach member and make a note of the observations
Give some topic for group discussions & noteobservations
Role play
Small Motivational Address by Management
D
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Have a BASH !!!!Day 254
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