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Induction aims to welcome new employees in organizations and support them throughout the adjustment to new professional roles. Entering a new company may be stressful and challenging at first. Therefore, some assistance is needed for a feasible integration into work. The given report outlines the potential benefits of induction and represents how it is possible to gain advantages by implementing an effective induction program.
Purposes of Induction
The major objective of any induction program is the facilitation of employees’ adaptation to new organizational environments. To support faster familiarization with the standards of work and corporate values, the management should train new staff members and introduce them to the team and their job in general. Induction is regarded as one of the most significant elements of the new employee socialization (Nandi 30). It is the process that helps to align organizational values and missions with personal attitudes and patterns of behavior to meet the expectations of the management and achieve desired performance goals. Overall, induction-supported socialization is core to effective employee performance and organizational sustainability.
Work allows employees to fulfill some individual needs, gain benefits, and achieve their own goals. Thus, it is in the interests of every person to become a good performer. But it can be not easy to join the work process at once. In this way, raising employees’ awareness of the things they should or should not do leads to greater individual integration into the work and increased job satisfaction (Nandi 30).
By welcoming new staff members and developing their knowledge about organizations, the management contributes to better service and greater productivity (Kunene 17). The improved performance is always mediated through individual motivation, and orientation programs allow a better comprehension of individual tasks and functions, kind of behaviors leading to rewards and recognition, etc. Without induction, the process of understanding professional roles and work processes is usually more difficult and less successful. People tend to thrive in the workplace in case they are effectively matched with their jobs. Orientation programs help to reduce this job insecurity to a minimum and, in this way, reduce extra costs associated with increased staff turnover.
|Week 1||Day 1 |
|Line manager.||The assessment is conducted by the line manager at the end of the week in the test form (90 minutes).|
|Week 2|| ||The supervisor and an assigned tutor (a more experienced colleague).||The employee is instructed to try some job-related tasks and activities. The tutor guides and observes the trainee’s performance. At the end of the week, the employee’s performance is discussed in the meeting with the supervisor (about 30 minutes).|
|Week 3|| ||Health and safety coordinator||The reviewed information is discussed with the responsible staff member (about 20 minutes).|
|Week 4|| ||Tutor and division supervisor.||The supervisor and the trainee develop an individual performance plan for the following five days. The tutor observes employee’s performance throughout the week and provides feedback.|
|Week 5|| ||Line manager, health and safety coordinator.||Checklist and discussion with the manager/coordinator (about 20 minutes per activity).|
|Week 6|| ||Induction tutor.||The assessment is conducted in the checklist form and discussed with the tutor right after the introduction of the new material (about 20 minutes per activity).|
|Week 7|| ||Induction tutor.||The first activity is assessed by the end of the week during the discussion with the line manager. The second one is assessed in the test form by the tutor/supervisor (30-40 minutes), and the results are given to the line manager.|
|Week 8|| ||Line manager.||Both activities are assessed during the weekly discussion with the manager (about 30 minutes).|
|Week 9||Mandatory training activities: ||Line manager.||Every activity is assessed in the form of a test (20-30 minutes per each).|
|Week 10|| ||Line manager.||Each activity is assessed via a test (about 40 minutes) and the following discussion of the results with the manager (about 20-30 minutes).|
|Week 11|| ||Line manager.||The manager assesses the outcomes by the end of the week during the meeting with the employee.|
|Week 12|| ||Line manager.||Throughout the induction program, the employee meets with the manager weekly and discusses the accomplishment of training tasks and understanding of subjects. The trainee provides the performance reports by the end of each week. The final test assessment is conducted to review the level of the employee’s knowledge (60 minutes). The results are discussed with the manager, who also sets the further individual objectives and goals.|
Kunene, Makazi Pearl. The Effectiveness of the Induction and Orientation Programme in the Nkangala Health District of Mpumalanga Province, 2006 to 2007. Diss. Nelson Mandela School Of Medicine, University Of Kwazulu, 2009. Web.
Nandi, Rahul. “Effective Induction for Employee’s Performance and Satisfaction.” International Journal of English Language, Literature, and Humanities 3.4 (2015): 28-41. IJLLH. Web.