Company Induction – Why
taking care about induction is important.
(In the Age of Corporate
Somya Somalina Panda
(Student ID: 174496)
Faculty of Mechanical Engineering
Gdansk University of Technology
Email: [email protected] /
I would like to thank
Professor Aleksandra Wisniewska (Gdansk University of Technology) for her
valuable comments and contributions.
is considered as an important part of a company’s human resource practices.
Many aspects should be addressed when discussing the importance and objectives
of an induction process. Induction can be defined as the processes and support
provided by the organization in order to help a new employee to learn to know
the new organization and its members as well as the expectations and tasks of
paper is written to understand the Induction
Program in an organization. The work aims at addressing the Induction
program’s steps and benefits and what are the expected outputs of an induction
is often the quality of service that has a significant impact on the purchase
decision. Trained employees perform better and are more likely to serve
customers in a desired way. Thus one of the objectives of an induction process
is to increase customer satisfaction through minimizing errors and raising
employee performance. Systematic induction process also aims at increasing
employee commitment and this way improving motivation. The first day in a new
job is always memorable – in good or bad. Induction often reflects the values
of a company. It can be suggested that a company can strengthen its competitive
advantage and decrease the employee turnover by investing in employee training
since the beginning of the employment with a proper employee induction.
employee performance, employee motivation, customer satisfaction,
organizational values, management, competitive advantage, employee turnover
1. Introduction. 4
2. Objective of Induction. 4
3. Description. 5
4. Best practices. 6
5. Planning an Induction. 9
6. Implementation of the Induction Programme. 9
7. Benefits of an effective induction programme. 11
8. Conclusion. 12
9. References. 13
An induction program is the process
used within organizations to introduce a new hire to the company and vice versa
and train the new employee for their work assignment.
An induction program is
an important and critical process for the effective integration of staff into
an organization. It provides an introduction to the working environment, the
company culture and the role of the employee within the organization. The
process will cover the employer and employee duties, rights and
responsibilities and the terms and conditions of employment. As a priority the
induction programme must cover any legal and compliance requirements for
working at the company and also pay attention to the health and safety of the
An induction program is part of an
organizations knowledge management and transfer process and is intended to
enable the new starter to become a useful, integrated member of the team,
rather than being confused without a clear understanding on how to do their
job, or how their role fits in with the rest of the company.
2. Objective of
Induction can be defined as the
processes and support provided by the organization in order to help a new
employee to learn to know the new organization and its members as well as the
expectations and tasks related to the job. In other words, induction is the
process of helping the new employee to become an efficient and productive
member of the organization as soon as possible by minimizing errors and
simultaneously avoiding the costs of employee turnover by giving them a good
first impression of the company. A well conducted induction communicates to the
employee that the company values and cares about him or her. A proper induction
decreases the amount of mistakes and accidents at work and improves the quality
of work as well as customer satisfaction.
There are four main
purposes of employee orientation:
make the new employee feel welcomed,
one with basic information to function effectively,
understand the organization in its broad sense,
familiarize one with the organization’s cultures and values.
There are many issues that can be
affected through a proper induction, such as the quality and effectiveness of
work, atmosphere, labor costs and employee turnover. Company’s values, vision
and strategy are the starting point of the induction as well as the objective
of it. The process of induction starts from the recruiting phase of the new
employee(s). The actual ending point of the induction is difficult to define
because the process should be viewed as a continuous process
which simultaneously develops the whole organization and its members. The drive
for development and change is important, as very often the expertise and
development ideas of a new employee are neglected and the organization is not
taking full advantage of the possibility to develop its operations further. In
addition to the induction process a company should continuously train all
employees in order to keep up with the company development.
Good induction programs can
increase productivity, employee engagement and retention. They help in reducing
attrition and short-term turnover of staff. They can also help improve employee
morale, provide clarity of their work responsibilities and motivate the
employees to see the bigger picture and work towards fulfilling the
organizational objectives. These programs can also play a critical role under
the socialization to the organization in terms of performance, attitudes and
organizational commitment. They also serve the purpose of setting expectations
and short term goals for the employee to focus on. In addition well designed
induction programs can significantly increase the speed to competency of new
employees thus meaning they are more productive in a shorter period of time.
A good induction
programme will include the following activities: Introduction to terms and
conditions (for example, benefits, how to apply for a leave, working hours,
holiday entitlement, how to make expense claims, etc.).
Company policies, practices, objectives
Organizational hierarchy and structure.
Job description along with key duties
A basic introduction to the different
departments within the company.
Rules governing working hours, expected
behavioral standards, dress code.
A guided tour of the office space.
Set-up of login and payroll details.
Introduction to key members of staff.
Information pertaining to benefits,
incentives and appraisals.
Specific job-role training.
A weak induction process affects
the company’s credibility not only externally but also internally. Well
motivated employees have the energy to be productive and provide quality
service. If the company management is not committed to deliver an effective induction
process, the motivation levels of the employees can decrease. This might not
occur straight after starting a new job, as the new employees usually are eager
to prove themselves. Employees are usually highly motivated when starting a job
which then gradually decreases due to the several challenges in the
organization. It hinders their work commitment and thus decreases
the quality of customer service. A well-organized induction lowers the amount
of errors and improves work quality as well as customer satisfaction.
Induction training should,
according to TPI – theory, include development of theoretical and practical
skills, but also meet interaction needs that exist among the new employees. The
theory of TPI is an attempt to reconcile theoretical understanding of
organizational socialization such as the process of integration. TPI – theory refers that new employees need
to develop theoretical (T) and practical (P) skills towards the performance of
the new job, but also satisfy needs of (I) interaction that exist among the new
employees. These three conditions must be fulfilled to become integrated to the
organization. This theory is important to approach an understanding of
integration and socialization effects.
Below are some of the
best practices that could be useful to deliver a productive induction training
program for new hires.
1. Early engagement:
Engage with the new recruits even before they join by sending them welcome
messages and key action points to be followed once they are part of the
organization. Once an employee has accepted the job offer, it is a good idea to
communicate with the employee welcoming him or her onboard. Links to online
resources that give basic information about the organization can be shared so
that employees can get an idea about their future workplace. Online links,
videos or short modules can provide information about the organization’s
vision, mission, culture and press reviews. This way, new hires will feel
wanted and have a fair idea about the organization even before they report for
2. Blended solution:
New hire training can be broadly divided into orientation training and
induction training. Orientation training is generally given on the first day
when the employee reports to work. This needs to be given face to face and
typically covers information about existing physical amenities, timings,
security details and peer introductions. Other aspects such as essential
organizational information, HR, employee progression and job-specific
information can be done using the online medium. This way, employees are not
intimidated with too much information right on the first day or during the
limited timeframe of a face-to-face interaction.
3. Training as a process and NOT an
event: The objective of training is not information
sharing but effective assimilation of knowledge. To achieve this purpose,
divide the online training material into independent modules so that they can
be completed over a set period of time. This provides flexibility and freedom
to employees to take up learning at their own pace and convenience. Training
will NOT be a one-off event where a large amount of information is attempted to
be shared with participants.
4. Independent but inter-dependent
bite-sized modules: In addition to the flexibility that is
provided to training managers in terms of building and assigning course units,
smaller modules offer flexibility to learners in terms of learning at their own
pace. They are also likely to understand and assimilate the shared information
better when it is presented in smaller chunks. Therefore, ensure that training
modules are segregated according to the topics in small bite-sized modules for
better assimilation and retention. The advantage of having such independent
units is that once developed, the units can be re-used to compile induction
training for different audiences within the organization. For example, Terms
and Conditions and Leave Policy could be common across the organization but
employee progression may be different. Thus, training managers can build and
assign units based on the target audiences.
5. Allocation of training time:
Often, organizations that assign online training modules to their new hires,
fail to allot dedicated time slots for the purpose. Employees are expected to
squeeze in some time off their scheduled work for completing courses. All they
are given is a deadline before which the training needs to be completed. This
puts extra burden on employees and also earns their resentment. Provide
dedicated time to employees for online learning – such as 30 minutes after
lunch or at the end of the day based on the organization’s timelines.
6. Tracking and assignments:
It is important that the courses that are being attempted by new hires are
tracked at the module level. This provides valuable feedback about the quality
and success of the induction program. Additionally, it is good to have assignments
at the end of each unit and quizzes at the end of each module for formative and
summative assessments. Have tracking facility and assignments at the end of
each module to monitor employee progress in addition to giving feedback on the
training in general.
Induction training cannot be a one-way information dissemination forum. Seek
feedback from new hires to ensure training is purposeful and that it attains
the objectives. It is also a good idea to monitor employee turnover, which
might have a bearing on the quality of the induction program. These might give
valuable tips to amend or alter the approach towards future induction training
5. Planning an
There are several important
questions to ask when designing an induction program. These include:
How experienced is the new hire? It’s
important to tailor the approach depending on who an organization is inducting,
so that the program is fit for purpose.
How formal does an organization want it
to be? It may not need a rigid structure if an organization is small, but it
might be more efficient to run group sessions, for example, in a larger
What first impression does an
organization want to give?
What do new starters need to know about
the work environment?
What policies and procedures should an
organization show them?
How can an organization introduce new
joiners to co-workers without overwhelming and intimidating them?
What does an organization need to
provide them with (desk, work area, equipment, special instructions, and so on)
so that they’re ready to go from day one?
How can an organization make sure that
the right people are available, so new team members feel informed and valued?
of the Induction Programme
One of the aims of proper induction
is to create consistency and sense of community within the organization. Often
the way how induction is executed sends the first message about the values of
the organization; In order to execute a proper orientation for the new
employees the induction should be well planned and the responsibility areas
should be clearly defined. Ideally there is a mutual feeling of a shared
responsibility in the organization and the whole working community participates
in the induction process. Also the stages of the orientation should be planned;
which issues are taught first and which can be postponed? The methods of the
training should be chosen based on the individual since people are different as
learners. Importantly, the proposed outcomes of the orientation should be also
assessed. In order to evaluate the new employee’s performance, the desired
goals of the induction process should be communicated.
Several issues that
affect the success, content and length of the induction process depend on the
new employee. Previous job experiences and the expectations towards the
induction modify the induction process. The organization must ensure that the
induction is customized for each new employee. Generally younger employees
require more guidance compared to an older employee who already has more job
experience. It is essential to identify the employee’s current skills and
compare those to the skills that the job requires. Thus the training needs of
each individual can be assessed so that the required need of skills for working
The evaluation of the
training period is essential. There are several ways to evaluate training.
Employees can be asked to evaluate the training or they can be tested after the
training is completed. The training can be also evaluated from the customer’s point
of view; for example if the amount of reclaims has reduced. The follow-up of
the induction after a few months cannot be stressed enough. The manager and the
new employee should discuss if the induction succeeded and whether some areas
still require more training. It is not only important for the new employee’s
training, but also for the development of the organization. Feedback regarding
possible improvements on the induction process should be asked for. This way it
is a continuous learning process for both parties.
In the end of the
orientation period, one should be able to understand the operational
environment of the company and its values and the mutual goals. It is important
that the newcomer understands how the processes and relationship between customers,
employees and the company owners work (Picture 1). One of the cornerstones of
the whole induction process is to communicate the company values and vision to
the employee and interpret those into practice. The values should be present
during the whole induction process. As the competitive advantage today is
difficult to obtain, values become important as they affect people’s attitudes.
A company does not have existing values and vision unless the employees know
Picture 1: Induction
emphasizes the general view
7. Benefits of
an effective induction programme
The following are the main benefits
of a successful induction programme:
Reduces reality shock and cognitive
dissonance. Dissonance occurs when there is psychological gap between what
newcomers expect and what they actually find.
Increases job satisfaction and lowest
turnover and absenteeism. When employees meet their personal objectives,
satisfaction tends to improve, which lowers turnover and absenteeism costs.
Alleviates employment anxieties. Proper
induction results in less having by peers and criticism from supervisors, as
well-integrated newcomers need less attention from co-workers and supervisor
and perform better.
Creates positive work values and reduces
start-up. Fostering a sense of belonging in the organization allows the new
employee to become productive much more quickly.
Improves relations between managers and
subordinates. Improved relationship are the results of new employees
settling-in to the new environment as quickly as possible, without becoming too
much of a burden to their managers and co-workers.
This report describes the
importance of an induction process as a part of a company’s human resource
practices. Several factors affect the success of an induction process and it
can have multiple objectives.
Induction has a
straight effect on the quality of customer service and only trained employees
who are up to date on relevant information can deliver quality customer
service. Induction also indicates how the company takes care of its employees
and yet, induction is the first process that the new employee faces. Thus a
company can create a memorable first impression – in good or in bad. Well
executed induction significantly accelerates employees’ learning as there is a
clear program to be followed and the employee knows what is ahead. It also has
an effect on employee turnover; as people are effectively oriented, they are
more likely to stay in the firm for a longer time.
Program – developing an induction process for a company providing services in
sports and leisure time activities by Jenni Runola, Turku University of Applied
Programmes , In the age of ‘Corporate Culture’: The ‘Sophisticated Subject’ by Maria Daskalaki , Royal Holloway, University of London
Program;” Retrieved 2017-08-29.
Program – Wikipedia, https://en.wikipedia.org/wiki/Induction_programme
theory – Wikipedia, https://en.wikipedia.org/wiki/TPI-theory
Best practices for Delivering Corporate Induction Training,