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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/Actuary8/2/2019 Organisational Behavior Project (1)
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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/8/2/2019 Organisational Behavior Project (1)
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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/.aspx8/2/2019 Organisational Behavior Project (1)
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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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