1.

1 BACKGROUND TO THE STUDY

Training and program is absolutely necessary for new employees in any organization.
Without program and training many things can and do take place that have risky and negative
impact on the company and the new employee. It is essential to comprehend and recognize
that program and training is not the same thing with each having a different purpose and
hence playing a different role in an organization; program is the process of communicating to
a new employee the duties of the job and how to accomplish them. Training on the other hand
is the process of building specific skills necessary to carry out the job duties explained in the
program (Outlaw, 1998).According to Mathias (1994), program is the planned introduction
of new employees to their jobs, their co -workers, and culture of the organization. Most
organizations offer an employee program programme coordinated by the Human Resource
Department (Blackwell, 1997). Human Resources have played a significant role in the
economic development in most developed countries such as the United States of America,
Britain, and Japan among others. It can therefore be concluded that a developing country like
India, with its rich natural wealth and the necessary monetary support can also experience
such economic success if the appropriate attention is given to the development and training of
her human resource (Laing, 2009).In order to manage and run an organization, whether large
or small, it is necessary to recruit competent personnel. The formal educational system in
India does not adequately teach specific job skills for a position in a particular organization.
Few employees have the requisite skills, knowledge, abilities and competencies (SKAC)
needed to work. As a result ,many require extensive training to acquire the necessary SKAC
to be able to make substantive contributions towards the organization’s growth (Laing,
2009).The new recruit or new employee programs serve many purposes and have many
meanings from both an organizational and employee perspective. Researchers have found
that successful new employee program programmes help new employees become well-
known or familiar with their organizational environment and help them understand and
appreciate their responsibilities (Robinson, 1998).To effectively impact on new employees
through program and training, one has to teach employees about the “big picture”
organizational issues, such as culture, vision, values, mission, structure, ethics, policies, and
confidentiality. Every year, many organizations in the private and public sectors face a
sudden influx of employees. A well-planned employee program can do much to help make
this transition as painless as possible and get new employees off on the right foot
immediately. How effective is the new employee process in conveying the big picture

1
organizational issues? Do employees learn from new employee programs, and is that
learning carried back to the work place? It is difficult to address these questions because of
the dearth of research on this topic .Wanous and Reichers (2000) note that “ program
programmes have rarely been the subject of scholarly thinking and research”(p.2) They
continue by noting that “the current body of research work (on employee research
programnmes) is too small for meta-analysis”(p.2)and as a result, then changed their
methodology used in a 200 descriptive summary (Wanous and Reichers, 2000). Other
researchers have come to similar conclusions. While most organizations use formal program
training to enhance performance here is surprising little in academic literature examining the
impact or most appropriate structure of these programmes” (Klein, 2000)( p.3)

The rationale behind this research was to examine the impact of program on employee
satisfaction. It is significant for an institution or an organization to have a well-organized
program which should comprise a well-organized programme providing relevant and
appropriate information and conducted in a systematic manner which will ensure that the new
employee is equipped with all the information they need to succeed in an organization. The
employee should also be made to prepare a post program report to provide management with
feedback on the entire programme. Most organizations meet their needs for program through
ad hoc, chaotic, and haphazard methods while other organizations set about identifying their
actual needs for program and then designing programs in a rational manner in order to
address their employee needs.

1.2 PROBLEM STATEMENT

It is worrying that big organizations and institutions in this country have problems with
programmes. Some organizations as well as some leaders of institutions still consider
program to be a waste for organizational Resources. A significant problem that continues to
confront our organizations in India is the lack provisions of adequate program for employees
to enable them deliver their optimum .In most cases, new employees are being influenced or
affected by certain factors in the Organization. This includes vision, mission, values,
organizational/institutional culture and structure, policies of the organization and others. The
programs at organizations usually Provided for their new employee appears to be overloaded
with too many details and irrelevant introduction which makes the program process
ineffective. Although, it is an undeniable truth that problems exist everywhere, especially

2
where there are human interactions and activities, there is the need for organisations to orient
its staff on ways to circumvent these problems. As much as it can be said that program
affects or impacts one employee satisfaction, the question is ‘to what extent can program
affect satisfaction?” This research is therefore intended to find out the effect of employee
program on satisfaction .

1.3 OBJECTIVES

The objectives of the study were:

1. To understand the induction procedure.

2. To understand the program procedure.

3. To find out the effect of employee induction/ program on employee satisfaction .

1.4 RESEARCH QUESTIONS

The questions that guided the study were:

1. What are the characteristics of employee induction procedures?

2. What are the characteristics of employee program procedures?

3. Does employee induction/ program have any effect on employee satisfaction ?

1.5 RELEVANCE OF STUDY

The study contributes to the existing body of knowledge in the area of effect of employee
program on satisfaction .It brings to light the challenges of employee program in
organizations. The findings and recommendations of the study are useful for employers in
designing employee program programs. Insights from the study informs on how to improve
work output. In addition, the research brings to the fore questions to expose gaps that would
require further investigation.

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1.6 ASSUMPTION OF THE STUDY

The study assumed that respondents were truthful and gave the researcher honest feedback. It
was further assumed that the company in which the study was conducted would accord the
researcher adequate cooperation and take the research outcomes positively and implement
them in order to benefit from them. Last but not least, the researcher assumed that
environmental factors would remain conducive throughout the research period and that
budgeted costs of carrying out the research would remain unchanged.

LIMITATIONS

The limitations of the study are the following-

 The data was collected through questionnaire. The responds from the respondents
may not be accurate.

 Some respondents may not be willing to give correct information. This may lead to
incomplete information.

 The sample taken for study was only 236 and the results drawn may not be accurate.

 Since the organization has strict control, it acts as another barrier for getting data.

 Another difficulty was limited time-span of the project.

 Lack of experience of Researcher.

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SCOPE FOR FUTURE RESEARCH

The present study on employee induction helps to get clear picture about the factors which
satisfies the employees. This in turn helps the management to formulate suitable policy to
satisfy the employees. Hence, the satisfaction level of the employees may also change. The
factors that satisfies the employees may change with change in time because the needs of
employees too change with change in time. So, continuous monitoring and close observation
of factors that satisfy the employees is necessary to maintain a competent work force. Only
with a competent work force an organization can achieve its objective. Moreover, human
resource is the most valuable asset to any organization. A further study within department can
be done to analyze to know to what extent these factors are required to satisfy the employees.

1.7 THEORTICAL FRAMEWORK

The study was guided by Uncertainty Reduction Theory (URT), put forward by Falcione &
Wilson (1988); Lester, (1987). The theory proposes that when an employee enters an
organization or assumes a new position within an organization, she/he experiences high levels
of uncertainty. To reduce the uncertainty, the employee gathers information in various
domains and from various sources. The information acquired then serves to make the work
place more understandable, predictable, and controllable. It is through this process as an
environment, that successful socialization takes place. This theoretical concept has served as
the basis for what is known about socialization in terms of training tactics and information
seeking Saks & Ashforth(1997). In keeping with URT, many researchers have viewed
socialization as a learning process. In this context, studies have shown that there are four
distinct contextual domains that are relevant to the socialization process: task, role, group,
and organizational domains (Feldman, 1981; Fisher, 1986). The task domains deals with all
aspects related to the actual execution of the job, how to perform task assignments, use
equipment, etc. The role domain focuses on non-task specific expectations for the position.
These would include appropriate behaviours as well as boundaries of authority and
responsibility. Group processes are concerned with group structures, group norms/values and
how the group functions as a unit. The organizational domain is made up of information
regarding organizational structure, history, organizational goals/values, politics and language.
Research has shown that employees who believed that they possessed more knowledge in
these information domains were more satisfied; more committed and better adjusted Ostroff

5
9 & Kozlowski, (1992). Studies have also shown that knowledge in the task and role domains
were most important to successful socialization and that knowledge tended to be lowest in the
organizational domain Ostroff & Kozlowski (1992). This theory has been selected because it
deals with reducing of uncertainty in new employees which is the major problem such
employees experience on their first days at the work place. Furthermore the theory has been
tested and found to be relevant to the subject under study as induction is part of the wider
socialization process of new employees in organizations.

1.8 SCOPE OF STUDY

The study focused on employee program and took an in-depth look into employees who have
joined their organizations in the last one year, with the focus on how program affects their
performance and satisfaction. This demographic is selected as their satisfaction will be
greatly affected by the type of induction program they had.

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CHAPTER 2
LITERATURE REVIEW

2.1WHAT INVOLVES IN INDUCTION

2.2 WHAT INVOLVES IN PROGRAM

2.3GOALS IN THE INDUCTION & PROGRAM PROGRAM

2.4COMPONENTS OF INDUCTION& PROGRAM PROGRAM

2.5 CHALLENGES FACED IN INDUCTION PROGRAM PROGRAM

2.6 STRATIGIES FOR IMPROVING INDUCTION PROGRAM

PROGRAM

2.7 A MODEL OF EMPLOYEE PROGRAM & INDUCTION

2.8 SUMMARY OF THE CHAPTER

7
INTRODUCTION

This chapter reviews relevant literature on the key areas that the study covers. The literature
study entails a critical perusal of literature sources which have a bearing on the topic. With a
focus on the objectives and theoretical thresholds of this study, the chapter reviews related
and contemporary literature on the concept of employee program and its influence on
business performance. This chapter also looks at organizational performance and finally
presents the conceptual framework carved out from the reviewed literature.

2.1WHAT INVOLVES IN INDUCTION

Induction involves description of procedures, how things are done, introductions to peers,
facilities, structures, facilitating interpersonal acceptance, meeting the need for socialization
and organizational social activities, the employment situation, knowledge of how the job fits
into the organization, department goals and the need that employees should take part in the
overall achievement of organizational goals. Aswathappa (2002) reports that induction was
first developed in the United States during the 1970s and have continued to gain popularity.
According to Nyambegera (2005) re- program is a program in which all employees are
periodically given a refresher “introduction” and should be part of follow-up. Re- program is
especially important if significant changes in organizational policies or structure have
occurred. For example, if an organization acquires a controlling stake or merges with another
one, a re- program of employees of both firms may be necessary because of changes in
operating relationships and policies. In many organizations internal candidates and existing
employees deployed to new roles run the risk of being overlooked when it comes to
induction. It can be assumed that they are already familiar with organizational culture and
knowledge; however any person starting a new role should be provided with information and
support to prepare them for changing duties or more senior responsibilities. Induction is a
never-ending process of introducing both old and new employees to the current state of the
organization. Induction, also called program, is the planned introduction of new employees
to their workplace and is part of training and development. French (1994) defines induction
as the process of familiarizing new employees with the organization and the job. Graham and
Bennet (1998) have defined induction as the beginning of training or the final stage of
selection process. Induction programs are intended to help new employees to settle into their
new jobs. One of the reasons why people leave organizations is that they are not given proper

8
induction since commencing a new position with a new organization can be a daunting
process, this is because there are new colleagues, supervisors and managers to meet, new
processes to become familiar with, new offices and buildings to navigate, new software to
master, employment conditions to understand and a new job to learn.

Most employees start a new job feeling a bit uneasy about meeting their supervisor and co-
workers and measuring up to their duties and expectations. They are often anxious to prove
themselves and to fit in at the workplace. They also have many questions about their new
work environment and wonder whether they can really do the job. Supervisors however,
often expect new employees will know what to do or will learn very quickly. Therefore, it is
very important for all new employees to participate in a solid induction program to ensure
good start, to avoid potential miscommunication and to make the job more manageable.
Induction is the first step in building a two-way relationship between the organization and the
employee. The transition to the new workplace is made easier and more effective for Mondy
et al.,(2005).

2.2 WHAT INVOLVES IN PROGRAM

program can be viewed as a special kind of training designed to help new employees to learn
about their tasks, to be introduced to their co-workers and to settle in their work situation – a
vital ingredient of internal corporate communication (Bennett, 2001).Employee program can
be broadly defined as the familiarization with, and adaptation to, a new work environment. It
refers to the process by which a new employee is introduced to the organization, to the work
group, and to the job. Traditionally, organizations approach program by describing to the
new employee the organisation’s history, structure, fringe benefits, rules and regulations. A
more progressive approach is to view program as an opportunity to communicate the
organization’s vision and values, shape the new employee’s values and integrate him/her into
the organsization’s structure (Asare-Bediako, 2008). The first few months within any
organization represent the critical period during which an employee will or will not learn how
to become a high performer. According to Mathias and Jackson (1991) it is this principle of
learning that ensures that productivity potential is enhanced, while, simultaneously, both the
company and employee expectations are integrated. Employee program is the procedure of
providing new employees with basic background information about the firm and the job. It is
more or less, considered as one component of the employer’s new employee socialization
process. The socialization process could be seen as an ongoing process of initialing in all

9
employees the prevailing attitudes, standards, values, and patterns of behaviour that are
expected by the organization. Socialization is important for employee performance and for
organizational stability. For new employees, work performance depends to a great extent on
knowing what they should or should not do. Understanding the right way to do a job is a
measure of effective socialization (Asare-Bediako, 2008).In the western world, for example
United States of America, United Kingdom etc., a person is hired and reports to work. After
completing the documentation required, he/she is expected to perform the role with minimal
introduction. However, the process is different for all Indian firm. The prevalent business
environment is highly competitive and is influenced by globalization, the outcomes of which
are privatization and deregulation of markets, aggressive competition and ever-rising
expectations of customers. Years of research have concluded that employee oriented
companies perform better than companies that are less employee oriented. To achieve
employee focus, a firm with a high degree of employee program cultivates a set of shared
values and beliefs about putting the employee first and reaps results in the form of a
defendable competitive advantage, decreased costs and increased profits (Desphande,
1999).It would appear, therefore, that the term “ program” should mean some reflection or
representation of the total motivational state of an individual at a particular point in time. This
state will portray the effects of needs, values, attitudes, abilities and other behavioural
aspects. It might thus be considered to represent what an individual wants from a situation
and the extent to which he believes he will be successful in achieving such wants. The
operational definition of program could then be that it is an expression of how the individual
views his situation in terms of what he desires from it and the extent to which he/she expects
these desires to be achieved or not (Beatty, 1988).Apart from being a means of defining the
situation, program will also define the person. It therefore becomes the link between the
individual and his situations - both of which are variables which may change and may then
change the program (Bennett, 2001).The reasoning for program is, in the main, to alleviate
fear or anxiety which can been experienced by newcomers in relation to how well they would
fit into the organization and how well they would perform. The components of an effective
program system include preparing for new employees, determining what information is
needed and when it is needed, presenting information about the workday, the organization
itself, its policies, rules and benefits, all to be evaluated and followed up (Mathis and
Jackson, 1991). Most importantly and to the fore, employees would be introduced to the
channels of communication in the workplace and, thus, leading to effective coordination.

10
2.3GOALS IN THE INDUCTION & PROGRAM PROGRAM

A comprehensive induction program for the new employee accomplishes the following: (1)
provides the new employee with information that will ease the transition into the workplace;
(2) paints a precise picture of the department and the institution as a whole; (3) introduces the
new employee to departmental goals ,policies and procedures, customs and traditions: (4)
conveys the employer’s expectations; (5) relieves the new employee’s anxieties about starting
a new job; and (6) inspires the new employee to have a good attitude towards the
organization and his or her new job, Nyambegera (2005). This concurs with Armstrong’s
(2003)statement that the aims of induction are; put the new employee at ease, interest the new
employee in the job and the organization, provide the basic information about the work
indicating the standards of performance and behaviour expected from the employee, tell the
employee about the training arrangements and how he/ she can progress in the company
.Induction programs format are unique to each organization. However, almost all emphasize
the following areas: the employment situation (job, department, and company), company
policies and rules, compensation and benefits, corporate culture, team membership, employee
development, and dealing with changes and socialization. Induction improves performance
and retention of beginning employees, that is to both enhance and prevent the loss of human
capital with the ultimate aim of improving the growth and satisfying the needs of customers;
Nemser, (2001) and Ganser (2000) concur with this statement.

2.4COMPONENTS OF INDUCTION& PROGRAM PROGRAM

According to Mondy (2005) the components of induction are; employment situation,

company policies and rules, compensation, benefits, corporate culture, team membership,
employee development, dealing with change and socialization. These components are
explained below;

The Employment Situation

All organizations require that new employees become productive as quickly as possible.
Therefore, specific information about performing the job may be provided at an early point in
time when new employees join the organization. Knowledge of how the job fits into the
departmental and the company goals tend to illustrate its importance and provide meaning to
the work.

11
Company Policies and Rules

Every job within an organization must be performed within the guidelines and constraints
provided by policies and rules. Work must be performed within the values and philosophies
of the organization. Employees must understand these to have a smooth transition to the
workplace. Since this information can be quite detailed, common practice is to include it in
the form of an employee handbook or locate this information where it is easily accessible.

Compensation and Benefits

Employees will have a special interest in obtaining information about the reward system of
their new organization. This information is usually provided during the recruitment and
selection process but a review of the data in some detail is appropriate during induction.

Corporate Culture

Corporate culture commonly known as organizational culture is an interdependent set of

beliefs, values, ways of behaving and tools of living that are so common in a community that
they tend to perpetuate themselves sometimes over long periods of time, Wilhelm, (1992).
The firm’s culture reflects in effect, “How we do things around here.” This relates to
everything from the way employees dress to the way they talk. Organizations have a number
of ways to communicate their culture and knowledge of it is critical to a new employee’s
induction, otherwise one might not fit.

Team Membership

A new employee’s ability and willingness to work in teams is almost likely determined before
he or she is hired. In induction, the importance of becoming a valued member of the
organization team may be emphasized. It is imperative that team spirit be instilled in each
employee and the sooner the better.

Employee Development

Employee development is increasingly becoming a do-it-yourself process. However, some

firms provide assistance in this area. Employees should know exactly what is expected of
them and what is required by the organization for advancement in the job or for promotion.
An individual`s employment security is increasingly becoming dependent upon his or her
ability to acquire needed skills and knowledge that are constantly changing. Thus, employees

12
should be kept aware of organization sponsored development programs and those available
externally and they should receive encouragement to take advantage of any appropriate
opportunities.

Socialization

New employees are likely to settle in more quickly and enjoy working for the organization if
the process of socialization takes place smoothly. The social aspects of work relationships
with colleagues are very important for many people. The extent to which employees can
directly influence the quality of socialization may often be limited but it is a feature of
introduction to the organization to which they should pay attention as far as possible during
the induction program which are concerned with reception, documentation to workplace
formal induction course and informal training activities. To reduce anxiety that new
employees may experience, attempts should be made to integrate the persons into the
informal organization, Armstrong (2003).Introducing the new employee to presumed
informal group leaders, involving the new employee in the organization’s social activities and
so forth, can do this. Obviously the choice of the person is important because a poor selection
could lead to confusion or to the employee receiving inaccurate information.

2.5 CHALLENGES FACED IN INDUCTION PROGRAM PROGRAM

Induction is important for all companies. However, according to a recent survey from the
United States executive search firm, Salveson Stetson Group, about two-thirds of
corporations admit that they need to improve induction programming, Amble (2006).Human
resource departments face challenges on how to organize effective induction training to
provide employees with the resources they need to be successful, Robbins(2002).

Induction programs are faced with four major challenges. The first is the lack of clearly stated
goals and objectives. Many companies did not state specific objectives for their induction
programs. Scanlan (1965) gave three basic reasons why induction programs missed their
goals. The first was lack of planning, disillusionment about the new employees and the
feelings of new employees that they simply did not fit into the company.

The second challenge was the delivery of appropriate and accurate information to new hires.
Some companies offer only one or two days for induction training. Too often, employees felt

13
that they did not get enough information or the amount of data overwhelmed them. Scanlan
(1965) reported that many new hires thought that induction was overwhelming, boring,
and/or too simplistic. Aswathappa (2002) gives various challenges that can be faced by
organizations during induction, he states that a challenge can arise when supervisors who are
entrusted with the job are not trained or considers the program a burden or are too busy, this
agrees with Armstrong (2011) that due to lack of training they are likely to give new comers
too much information in a short time, overload them with forms to complete, employees are
pushed into a job with a sketchy induction. This may make employees develop wrong
perception.

The third challenge dealt with balancing the variety of needs of individuals and those of the
company. Each employee had their own needs and expectations. Companies and departments
also had expectations from the new employees. Balancing the different needs and maximizing
satisfaction for both sides is a problem for induction training. Scanlan (1965)

The last challenge was how to lessen new hire’s anxiety and make them feel welcomed into
the company Armstrong (2011). The emotional investment associated with induction training
was often neglected. Typical induction training sessions focus on imparting information.
However, previous research showed new hires also required help in setting up new
relationships and in lessening the anxiety and stress that accompanied the newcomer
experience, Bourne (1967). According to Richard and Linn (1999), “emotional investment
was a pivotal dimension of group effectiveness”. To satisfactorily meet the above challenges,
it is important to note that the first, third, and fourth challenges involve the identification of
induction goals and learning materials. The second challenge addresses the delivery of
instruction.

2.6 STRATIGIES FOR IMPROVING INDUCTION PROGRAM PROGRAM

According to Chhabra (2005), to enhance induction programs, supervisors should be trained

in the art of induction programs. Specific responsibilities of the human resource and the
immediate supervisor should be made clear to avoid duplication or omission of important
information, this concurs with Decenzo (1996) who points out that organizations must be
willing to invest in the training of managers on what is required to help new employees adapt.
This training involves learning how to establish program standards, how to coach and counsel

14
new employees and how to be effective mentors. They should be capable of defining job
requirements, provide the necessary tools to enable the new employee to do the job and
provide ample feedback. The induction process should be well planned and those conducting
the program are supposed to give attention to specific problems faced by the new employees.
Those designing the program should also be sensitive to such matters as how much
information to supply to a given session, the sequence of the various parts of them program
and how well the new employees are assimilating the information. Opportunity should be
provided for question and discussion in order to clarify the presentation, information overload
should thus be discarded and only reasonable amounts of information are provided
(Armstrong, 2011). The online journal of Workforce Education and development Volume iv,
issue 3 (2010), discusses two curriculum and instruction models designed by Finch and
Crunkilton, adapted for a general and departmental induction development and the Mager and
Beach’s model suggested for use in job induction development.

2.6.1FINCH-CRUNKILTON MODEL

Human Resource specialists can adapt the Finch-Crunkilton model to meet the above four
challenges in both general and departmental induction. The model provides detailed
guidelines to develop vocational and technical curriculum and prepare students for
employment. The model includes four phases. The first phase, entitled Planning Curriculum,
consists of the steps of establishing a decision making process and collecting and assessing
school and community-related data. The second phase, establishing Curriculum Content
includes a strategy for developing curricular content, making content decision and developing
goals and objectives. The third phase, implementing the Curriculum, contains instructions for
identifying and selecting materials, developing content and selecting delivery strategies. The
fourth phase, Assessing and Refining Curriculum, explores assessment strategies and
solutions for program improvement.

2.6.2ADAPTING THE MODEL

Human Resource specialists can adapt the above model to organizational and departmental
inductions by changing several inputs. In the first plan phase, HR specialists can change
school-related data and community-related data to Organization and department-related data.

15
Also, to balance the needs of employees, it is appropriate to add employee-related data in the
first phase as one input for training objectives identification. During the Developing
Curriculum phase of the model, it is important to establish informational contents to support
company and HR strategy. Implementing curriculum is the third phase. In the step of
identifying and selecting learning materials, HR specialists can use an employee handbook as
a prime tool in the phase. An employee handbook was the primary resource in defining the
conditions and terms of employment and the benefits available to employees. Devon (2006)
stated that an employee handbook was the company’s communication tool for information
and policies to employees. A well-planned induction program is important for both
employees and the company when supplemented with an employee handbook. Berkeley
(2006) explained that a good employee handbook set clear ground rules for employees. Also,
the handbook protects an organization from lawsuits if an employee claims to have been
unfairly disciplined or fired. Weiss (2007) suggested that, it was best if the employer sent the
new hires a welcome letter, an employee handbook and a written job description before their
first day on the company. Gavin and Jawahar (2002) suggested the following contents be
placed in an employee handbook firstly company information: included at the beginning of
the employee handbook with a welcome letter, a brief description and a discussion of the
company’s mission and values, rules and expectations are addressed by policies which
include prohibited conduct, right to intellectual material, privacy right, arbitration, solicitation
and dress code. Also, procedures followed steps or actions if any of the policies or rules is not
followed are placed in an employee handbook. Procedures include a broad definition of
harassment, authority when complaints happen and an indication of what will follow after a
complaint is solved and finally it includes the benefits required to be included in employee
handbooks. Benefits may include social security, unemployment insurance and workers
compensation, whom each benefit applies and what criteria will be used to, and who to
contact with questions.

2.6.3APPROACHES TO INDUCTION PROGRAM PROGRAM

An induction program should be well-planned and be comprehensive in nature. An effective

development process can improve induction training. Belilos (1998) suggested three stages
for induction process: a general induction, a departmental induction and a specific job
induction. General induction focuses on the organization itself, such as organizational goals,

16
mission, values, history and culture. A departmental induction includes departmental mission
and goals, organizational structure, department functions and products introduction. A
specific job induction is performance-based or product-based training. It varies with
individual positions and focuses on technical training.

2.6.4DEVELOPING AN INDUCTION PROGRAM

Human Resource specialists can use Mager and Beach‟s model to develop a job induction
program. The model provides detailed steps for course objectives identification and
instructions development for vocational and technical education/training. Mager and Beach’s
model is composed of three phases:

Preparation, Development and Improvement. The preparation phase guides the analysis of an
occupation in terms of work activities, course objectives and criterion examination. The
development phase focuses on the preparation of materials needed to attain the course
objectives; this phase guides classroom instructions, including course content, procedures and
sequences. The improvement phase assesses the efficiency and effectiveness of the
instructions. It guides the assessment of student performance in terms of the stated learning
objectives. Human resource specialists can apply a pre-test and a post-test to determine
participants knowledge, skill and abilities before and after the session.

Effectiveness assessment addresses the issues of course objectives. It assesses how well
curriculum instructors identify what to teach by comparing the course objectives with the
jobs. If the training program failed in the efficiency assessment, the curriculum instructors
will review the development phase to refine the instruction process. If the training program
failed in the effectiveness assessment, the curriculum instructors will go back to the
preparation phase to revise the identified course objectives. During the entire process,
organizations can develop “buddy” or “mentoring” programs to provide support and guidance
for new employees. Whatever induction materials are included in the process, they should
encourage participation in creative and entertaining activities that reinforce the necessary
skills and information. New employees must also have guidance and assistance throughout
the process from a mentor or buddy, as well as their manager. Overall, an induction program
is a well-planned, systematic procedure that includes well-identified goals and well designed
curricular and instruction. Induction strategies emerging from the discussions of Finch and

17
Crunkilton models can be summarized as: Induction should be well planned and have
systematic procedures that include a well identified and well designed curricular and
instructions, Employee handbooks should be used during induction program, people who
conduct induction should be trained and evaluation of induction programs should also be
done.

2.6.5EVALUATION OF INDUCTION PROGRAM PROGRAM

Assessment and Refinement is the last phase of the Finch- Crunkilton model. It is important
for Human Resource specialists to value the assessment phase. A suitable assessment can help
balance the variety of needs from employees and the company. The purpose of an assessment
is to determine how well induction programs meet both the needs of the organization and
those of the new employees. Two sources for assessment are recommended for HR
specialists. One is the new employees themselves and the other is the leaders of the
organization. A survey can be used for employee assessment. Management’s active
involvement is critical and they are a good resource to provide feedback for improving
induction programs. A survey can be conducted with new employees to find out what they
want to gain from the induction training. Kirkpatrick’s model can be applied to assess the
induction programs. Bates (2004) clarified the four levels of Kirkpatrick’s model. Level One
was to assess learners reaction to the program to find out how well they liked it. Level Two
assessed the learners knowledge. Level Three assessed how the learners applied what they
learned on their jobs. Level Four measured the impact of the training on the whole
organization.

Branham (2005) suggested surveying new hires to find out how to minimize new-hire
surprises in the future to meet mutual expectations from companies and new employees.
Branham also suggested that “unmet expectations is the primary reason that 4 percent of
employees leave the job on the first day and 50 percent quit during the first 6 months. Related
is the fact that 40 percent of new executives also fail within the first 18 months. Follow-up
can work as an ongoing part of induction evaluation. Hacker (2004) believed that ongoing
induction program was the most ideal form. Ongoing evaluation of the induction process
resulted in regular refinements and occasional revisions.

18
Management has an important role in induction. A needs assessment for leaders would assess
if anything is missing from the current induction training. Amble (2006) cited that an agreed-
upon plan between the new employees and their supervisors should be prepared to measure
the new employee’s performance and expectations within the first 12 months. Wheeler (2006)
suggested that managers need to provide meaningful discussions and reflective work
experience since they controlled all career progressions and opportunities of the new
employees. Meeting with managers would also help to show concern for employees, provide
basis for decision making and build loyalty. Induction is an opportunity for both partners in
the selection process to confirm or review their decision to work together. A note in training
magazine reports anecdotal evidence of reduced turnover at several organizations where
induction programs were implemented Weirner et al (2009). Induction is an opportunity to
develop competence and commitment. It is an essential part of the employee obligation to
ensure safe, healthy and enjoyable work place. Induction contributes to performance and is
essential for clarity about performance expectations. There is not a lot of published research
on the effectiveness of induction programs nor has the relative effectiveness of various
approaches been adequately assessed. Despite this lack of research some guidelines can be
helpful to those planning induction programs. Aspects of effective induction programs
adapted from Feldman (1988) are listed are well-run induction programs are run on a need-to
know principle.

Employees are given the information they need as they need it and are subjected to neither
cram courses nor superficial treatments of topics. The most relevant and immediate kinds of
information are given first. Effective induction programs take place over a period of days
and weeks. While the intensity of the induction program is greatest on the first day, all its
objectives cannot be met in that time frame. Good induction programs begin even before new
recruits arrive and continue well after the first day.

The content of induction programs should present a healthy balance of technical information
and social aspects. Induction programs are generally more effective if they allow a lot of two-
way interaction between managers and new employees. Successful socialization depends
heavily on the establishment of helpful, trusting superior-subordinate relationships. The first
day has a major impact on new employees: they remember those first impressions for years.
Therefore, the running of that initial induction program should be carefully planned and
implemented by individuals with good social skills. Filling out paperwork should be kept to
the bare minimum that day. Well-run induction programs assign the responsibility for new

19
recruit’s adjustment to their immediate supervisors. While human resource professionals and
other staff can serve as important resources to new recruits, one steady source of guidance
and support is critical. Moreover, the immediate supervisor is in the best position to see
potential problems the recruit faces and to help him or her solve those issues. Induction
programs can facilitate new recruit’s adjustments by helping them get settled in the
community and in new housing. When the logistics of living are up in the air, it is difficult for
new hires to fully concentrate on their work assignments. For this reason, many
organizations provide assistance to new recruits in house hunting and include spouses or
partners in several induction activities.

New employees should be gradually introduced to the people with whom they will work
rather than given superficial introduction to all of them on the first day. Get the new
employee involved in relevant team meetings as soon as possible. New employees should be
allowed sufficient time to get their feet on the ground before demands on them increase.
Well-run induction programs are relaxing. Their focus is on celebrations. They decrease
anxiety, not increase it. They seek to create positive attitude towards the company by helpful
and supportive behavior on the part of colleagues, not through high toned speeches. Finally,
organization should systematically diagnose the needs of new recruits and evaluate the
effectiveness of the induction programs. New topics and issues can be added to induction
programs when needed and peripheral parts of the induction programs can be pruned..

2.7 A MODEL OF EMPLOYEE PROGRAM & INDUCTION

The previous discussion leads quite naturally to the consideration of a model which depicts
the total process involved with the concept of program. The model suggested here is based
on a simple systems concept; the input -process-output idea. Here the inputs can be
considered to be of two basic types: the first being situational variables (nature of job, home-
life, economic demands, and others) whilst the second is concerned with background factors
(past jobs, education and others) These inputs are not always in the same order since today’s
situational variables may become tomorrow’s background factors (that is; stored
experience).Support for these ideas can be found in the literature (Bennett, 2001). The
outputs of the model may be considered to be different types of program. It may at first seem
an arbitrary task to determine what these programs are. However, according to Bennett
(2001) there is substantial support for adopting three different programs, namely:

20
instrumental (a desire for economic and material ends from work, together with security);
relational (social needs are interpersonal relationships); and personal growth (self-
development and the use of skills etc). These three programs accommodate another
approach, that of intrinsic extrinsic satisfaction as demonstrated by Alderfer (1969).Take, for
example, the idea of people seeking intrinsic and extrinsic rewards .Bennett (2001) defines an
intrinsic program as relating to Maslow’s highest order - need for self -actualization and
growth, whereas extrinsic program relates to the lower - level needs of survival such as
security and love. Maslow excludes for some unknown reason the esteem needs, but one
would suggest these as being of an intrinsic nature, since to feel good is essentially an
internal state. It is also possible that other people make us feel good by way of praise,
conferred status, and recognition, the social elements which Bennett (2001) defined as
extrinsic. In such a mode, “satisfaction” is considered a feedback variable, hence can be used
as an overall indication of “employee program”. A model of program to work for this study
is depicted in Figure 2.1 below

Figure 2.1: A model of program to work

Source: (Adapted from Bennett, 2001)

2.8 SUMMARY OF THE CHAPTER

Induction programs in institutions helps employees to socialize with one another and to be
psychologically prepared to work together to achieve the set goals of the organization.
Various authors have given their views on the importance of induction programs. Bennet
(1998) states that it is important for all new employees to participate in a solid induction

21
program to ensure a good start, avoid potential miscommunication and to make the job more
manageable.

According to Nyambegera (2005) induction is important because it lays a foundation for the
new employee’s entire career with the department. When new employees come into an
organization, they should be made to understand what is expected of them from the employer
and what to expect from the employer, thus creating a good working relationship. Induction
programs provides the following benefits, reduce start up costs, reduce new staff anxiety,
reduce employee turnover, develops realistic job expectations, increase commitments,
provides the basis for employment relationship and increase the time taken to reach the
required level of performance. The challenges faced in induction programs have been
discussed by various authors in the chapter as being lack of clearly stated goals and
objectives, delivery of appropriate information to new hires, balancing the variety of needs of
individuals and those of the company and the last challenge is how to lessen new hire’s
anxiety and make them feel welcomed in the company. There are strategies on improvement
of induction programs that have been given and the strategies among others are to enhance
induction programs, supervisors should be trained in the art of induction. Planning for the
induction process is another strategy that should be given consideration in induction
programs.

22
CHAPTER- 3
COMPANY PROFILE

3.1 HISTORY OF THE ORGANIZATION

3.2 VISION, MISSION, VALUES

3.3 COMPANY PROFILE

3.4 INDUSTRY PROFILE

3.5 PRODUCT PROFILE

INTRODUCTION

23
Being India’s Premier, largest and Internationally best known Industrial and business house,
Tata comprises of numerous groups of companies ranging from the core sector viz. Steel,
cement, electricity, oil exploration and precision engineering to the customer sector viz.
Hotel’s, commercial vehicles, Textiles, Information technology, Watches, Tea,
telecommunication and electronics,

The total revenue of Tata companies, taken together, was $83.3 billion (around Rs3.796.75
billion) in 2010-11, with 58 per cent of this coming from business outside India. Tata
companies employ over 425,000 people worldwide. The Tata name has been respected in
India for more than 140 years for its adherence to strong values and business ethics.

Tata Group has been pirating in India for more than 100 years. It was started by
JAMSHEDJI NUSSWENGI TATA and then consolidated by J.R.D TATA, and now
CYRUS MISTRY is taking care of it. It is one of the India’s biggest business Groups.

Care, Concern, Respect for human dignity has been the foundation of Tata philosophy
which is reflected in the functioning of all group companies.

The name ‘TATA’ is synonymous with efficiency, progress and vision.

Figure 3.1 History of the Organization

24
3.1 HISTORY OF ORGANIZATION

The foundation of Tata Technologies is the Legacy of Trust that is the hallmark of the Tata
Group. Since 1989, Tata Technologies professionals have been contributing engineering and
design services to the world’s leading manufacturers.

Today’s organization results from the combination of the integrity and entrepreneurial spirit
of three pioneering organizations. At the same time that Tata Technologies was distinguishing
itself in India as an engineering organization, INCAT, based in the UK, was developing a
reputation as a world leader in engineering and design staffing to the world’s top automotive
OEMs. All this while Integrated Systems Technologies (IST) was establishing itself as North
America’s fastest growing and most forward thinking systems integrator and Product
Lifecycle Management (PLM) software solutions provider.

In 1998, INCAT and IST merged to form INCAT International, a global product solutions and
services provider serving the automotive and aerospace industries worldwide. In late 2004,
INCAT plc became a publicly traded company on the London Stock Exchange and, within a
year, was acquired by Tata Technologies. That move created a unique global provider of
Engineering Services Outsourcing (ESO), Product Development IT services and PLM
solutions with combined expertise, resources and experience that are unequalled in the
industry.

25
THE TATA GROUP: A LEGACY TRUST

Tata is India’s largest and most diversified business conglomerate with over 90 operating
companies spread across more than 80 countries in six different continents, employing over
425,000 people and generating revenue of US$83.3 billion as of FY 2010-11. The group’s
global business operations are spread over seven business sectors: communications and
information technology, engineering, materials, services, energy, consumer products and
chemicals.

Tata companies share five core values – integrity, understanding, excellence, unity and
responsibility. Each Tata company agrees to the Tata Code of Conduct by signing the TATA
Brand Equity and Business Promotion Agreement with Tata Sons Ltd. This ensures adherence
to the Tata ethos and value system. Adherence to ethics and excellence and the commitment
towards serving communities have been at the core of Tata’s unblemished growth and
sustenance for over 140 years. This heritage evokes trust and goodwill among consumers,
employees, shareholders and the larger community. Today, the Tata name is a unique asset
representing ‘Leadership with Trust’. This legacy has earned the admiration of the group’s
stakeholders in a manner few business houses can even hope to match.

TATA CODE OF CONDUCT

As a Tata group company, Tata Technologies operates under the highest ethical standards.
Ethical behavior and adherence to the Tata Code of Conduct in every sphere have been the
foundation on which the Tata group has built and operates its enterprises.

Tata Technologies affirms its commitment to the Tata Code of Conduct. As a condition of
employment, each professional is expected to comply with the Tata Code of Conduct and will
be accountable if he or she fails to do so. Any violation of the Tata Code of Conduct or any
conduct that violates any law, rule or ethical or professional norm is subject to disciplinary
action.

As Tata Technologies employees, we frequently encounter a variety of ethical and legal

questions. The way we decide these issues is consistent with the Tata group’s basic values and
principles as laid out in the Tata Code of Conduct.

3.2 VISSION, MISSION, PURPOSE & VALUE OF THE COMPANY

26
VISSION

We are determined to be the world’s number one partner to the manufacturing industry.

MISSION

Better products benefit people – that is our business.

PURPOSE

We help ambitious manufacturers create better products.

VALUE

• Better & Better

• Customer Delight

• One Team

• Honest & Straightforward

• Commitment to Community

3.3 COMPANY PROFILE

Founder: Jamsehedji Nasarwanji Tata

Chairman: Mr.Cyrus Mistry

NAMES

27
 Mr. S. Ramadori Chairman
Mr. R. Gopalakrishnan Director
Mr. P. P. Kadle Director
Mr. C. Ramakrishnan Director
Mr. Warren Harris CEO and Managing Director
Mr. Rakesh Makhija Independent Director
Ms. Falguni Nayar Independent Director
Mr. Pratik R. McGoldrick Chief Executive Officer and Managing Director
TABLE NO 3.1: BOARD OF DIRECTORS

• LEADERSHIP TEAM AT TATA TECHNOLOGIES

The Tata Technologies Leadership team is comprised of globally recognized executives with
a combined 200+ years of business experience in engineering and design, product lifecycle
management, product development IT and innovative product development.

Committed to the principles of the Tata Business Excellence Model (TBEM) and determined
to be the world’s number one partner to the manufacturing industry, the Tata Technologies
leadership team guides an organization of over 4,000 professionals in 14 countries to exceed
the business requirements of over 5,000 clients.

NAMES

28
Warren Harris Chief Executive Officer and Managing
Director
Chief of Staff
Timothy P. Hayes

President of Sales – Asia Pacific, Chief

Samir Yajnik
Operating Officer – Asia Pacific

Chief Strategy Officer

Richard Welford

General Counsel and Company Secretary

Anubhav Kapoor

Chief Information Officer

V. Balaji

President of Sales – Europe, Chief Operating

Nick Sale
Officer – Europe

President of Sales – Americas, Chief

Kevin Noe
Operating Officer – Americas

President – Global Delivery

Aditya Roy Choudhury

TABLE NO 3.2 : LEADERSHIP TEAM

3.4 INDUSTRY PROFILE

Tata Technologies is a leading manufacturing consulting organization, tracing its roots back
to 1981, offering Engineering Services Outsourcing (ESO) and Enterprise IT Services

29
which optimize clients’ product development process and the entire manufacturing
ecosystem. Tata Technologies complements its’ Services portfolio through the provision
(reselling) of the enabling software technologies, including software developed by Tata
Technologies, that underpin successful Product Development and Manufacturing Business
(Enterprise) systems.

Tata Technologies is a company of engineers, led by engineers, with 5,443 associates,

representing 17 nationalities. Tata technologies serves clients in 25 countries, with a delivery
model specifically designed for engineering and manufacturing IT engagements that offers a
unique blend of deep, local expertise integrated with our six global delivery centers, Detroit
(USA), Coventry (UK), Pune (India), Bangalore (India), Stuttgart (Germany),and Bangkok
(Thailand).The international headquarters is located in Singapore.

OFFERINGS
Manufacturers are increasingly challenged to provide safer, environmentally friendly,
innovative, content-rich products that are tailored to local markets at the same or lower cost.
Tata Technologies helps its customers meet these business requirements through four service
groups:

VPD – VEHICLE PROGRAM & DEVELOPMENT (VPD)

The VPD provides complete outsourced program management, concept development, detail
design, validation and manufacturing planning services. Projects of this scale and complexity
are achieved through a combination of automotive experts in the US and Europe, coupled
with India’s most experienced automotive engineers. Programs include electric vehicles, or
EV variants that help achieve sustainability targets, while providing mobility at an affordable
price point.

E&D – OUTSOURCED ENGINEERING & DESIGN

The services of this group include concept development, VA/VE, CAE, detailed engineering,
embedded software development, product verification, and manufacturing process design,
tool design and validation, applied to major product subsystems and components. Offerings

30
include the provision of providing services from offshore engineering centers in India and
Thailand.

PLM – PRODUCT LIFECYCLE MANAGEMENT SOLUTION

The PLM optimizes product development processes, implementing collaborative PLM

tools, a major contributor to ER&D investment efficiency, especially for global
engineering teams with extensive supply chains. Tata Technologies is the world’s largest
independent reseller of PLM technology. It and its customers are among the world’s top users
of PLM technology. The company’s engineers use these products to deliver services to our
clients worldwide. It packages the insights and best practices we have developed through our
engineering heritage into service offering templates to improve the efficiency of engineering
teams at Tata Technologies and its clients.

ESG – ENTERPRISE SOLUTION GROUP

The ESG provides consulting and IT solutions that help manufacturing customers in
optimizing critical enterprise processes through the application and data analytics of
Enterprise Resource Planning, Manufacturing Execution Systems, and Customer
Relationship Management, including the use of social media and improving manufacturing
planning and performance. It also has extensive experience in rapidly integrating the
processes, systems and data of companies acquired by manufacturers.

AREAS OF BUSINESS

Tata Technologies (TTL) is a global engineering consulting organization with core

specialization in automotive and aerospace. The company delivers customized solutions for
engineering and design, product life cycle management and enterprise system integration for
the manufacturing sector. TTL is a company of engineers, led by engineers, with more than
4,600 associates, representing 27 nationalities.
Founded in 1989, the company has been helping ambitious manufacturers create great
products for over 20 years. It focuses on the manufacturing industry – on companies that
make exciting products – covering every aspect of the value chain from concept to
recycling. It also supports these clients through a comprehensive, integrated set of

31
engineering services and IT processes and tools to manage the product development process
and the complete manufacturing ecosystem.
TTL serves clients in 25 countries, with a delivery model specifically designed for
engineering and IT engagements that offers a unique blend of deep, local expertise integrated
with our six global delivery centres, Pune-Hinjewadi (India), Bangalore (India), Detroit
(USA), Coventry (UK), Stuttgart (Germany), and Bangkok (Thailand).

LOCATION
TTL’s international headquarters is in Singapore, with key regional headquarters in India
(Pune), USA (Novi, Michigan) and the UK (Luton). The company has global development
centres in Germany, India, Thailand, the UK and the USA and also has offices in Canada,
China, France, Germany, Ireland, Japan, Korea, Mexico, and the Netherlands.

3.5 PRODUCT PROFILE

Tata Technologies advises and consults with the world’s most admired
automakers, aerospace manufacturers, industrial and consumer goods manufacturers, and
other industries to create better products. We realize that each industry has unique challenges
and opportunities – which is why our professionals apply solutions that incorporate industry-
specific best practices, technology, and knowledge. Our proven global delivery system
provides a smooth and transparent outsourcing process for dramatic improvements in
engineering, manufacturing, and business operations.

AEROSPACE & DEFENCE ENGINEERING

The world’s premier aerospace companies trust Tata Technologies to help them build better
products quickly and cost-effectively. For two decades Tata Technologies has been providing
the world’s foremost aerospace organizations with complete design-to-build aerospace
solutions. Our partnership with Hindustan Aeronautics Limited (HAL), Asia’s premier
aerospace manufacturer, extends tremendous cost and time savings for clients and enables us
to render world-class design-trough-build solutions.

As global delivery and outsourcing become key strategies for the aerospace industry, our
approach allows companies to achieve cost savings, accelerate time to market, and gain

32
competitive advantage by benefiting from our onshore and offshore resources and state-of-
the-art design centre facilities.

“It is essential to find partners with the right expertise and experience in both aerospace
engineering and working in India. Tata Technologies has proven credentials in both these
areas.”

-Eric Trappier, Executive Vice-President International, Dassault Aviation

• Tata Technologies Ltd’s Association with World’s Iconic Aerospace Brands:

• Augusta Westland

• Airbus

• Hindustan Aeronautics Limited

• Marshall Aerospace

• The Boeing Company

AUTOMOTIVE

The global automotive industry, including its extended value chain, today faces its greatest
challenges. The future belongs to the most nimble companies, those who are alert to the
opportunities that the current climate provokes & the potential of a borderless world of talent.
In the past few years, globalization has seen more automakers and suppliers gaining
confidence in a delivery model that taps global engineering resources.

Tata Technologies advises the world’s most successful automakers to deploy vehicle
programs effectively – including complete end-to-end design and development – both in
mature and emerging markets. By bringing together two decades of automotive product
development experience with global design centres and a long history of deploying enterprise
IT and design software solutions, Tata Technologies is second to none when it comes to
meeting the automotive engineering challenges of the 21st century.

33
Tata Nano, the world’s most economical car, launched by Tata Motors established a global
benchmark of cost saving and innovation in Automotive. Tata Technologies was instrumental
in the entire developmental process.

“The Tata Nano has been developed without compromising on aesthetics, value to the
customer, or safety and environment requirements.”

-Jai Bolar, Senior Manager, Tata Motors

TTL’s ASSOCIATION WITH WORLS’S ICONIC AUTO BRANDS

TTL has association with World’s Iconic Auto Brands such as Audi, Bajaj, Bosch, Chrysler,
Comau, Daimler, Faurecia, Fiat, Ford, GM, Honda, Jaguar, Johnson Controls, Land Rover,
Nissan, Porsche, Tata Daewoo, Toyota, Visteon, Tata Motors, Lotus, Magna, and Volvo.

CONSTRUCTION/HEAVY MACHINERY

The heavy machinery industry is experiencing tremendous worldwide growth. The market
offers almost limitless opportunities and challenges to address the demand. Tata
Technologies, with its global footprint, is well positioned to support various OEMs and Tier 1
suppliers for these opportunities.
Tata Technologies aims to be a full service provider to the heavy equipment industry by
leveraging our skills and knowledge in Engineering and Product Lifecycle Management
(PLM) solutions. Tata Technologies’ global footprint, diverse line of services and clear
understanding of each customer’s engineering needs; help differentiate us in the marketplace.
Our heavy machinery domain is comprised of experts with extensive knowledge in
mechanical engineering, product design, electrical, electronics and embedded design. Tata
Technologies’ innovative and frugal engineering approach helps organizations create
products, at a faster pace with a lower cost.

SERVICE OFFERINGS

34
The various services offered by TTL in the following fields’ are-

PRODUCT DESIGN

In Product Design, the Organization provides Master section development, Concept design,
styling, packaging, detail design to manufacturing drawings, Complete Art-to-Part process,
DFMEA/PFMEA/DVP&R.

MECHANICAL

In Mechanical, the Organization provides Cab – Interior & Exterior, Power train, HVAC
Chassis & attachments, Body & structure.

ELECTRICAL & EMBEDDED ELECTRONICS

In Electrical and Embedded Electronics, the Organization provides Wiring harness & routing,
Circuit schematics, Electronic components Embedded software testing and validation
Analysis and Simulation, Under-hood computational fluid dynamics (CFD) and thermal
analysis, NVH analysis, Hydraulics, dynamics and control, Structural and durability, Modal
analysis, Meshing and finite element Behaviour, VA/VE part optimization.

MANUFACTURING ENGINEERING

In Manufacturing Engineering, the Organization provides solutions in various areas like Jigs /
fixture design, Tool & die design, Benchmarking and should-cost analysis, Digital simulation,
Plant automation.

Technologies Across the board capabilities in all industry-recognized CAD & CAE
software, including PRO-E, UG, CATIA, VESYS, CAPITAL HARNESS, NASTRAN,
ANSYS, FLUENT, LMS, HYPERMESH

35
CHAPTER 4
INDUCTION PROGRAM PROCESS

SECONDARY DATA COLLECTION

4.1 TYPES OF INDUCTION

4.2 INDUCTION PROCEDURE

4.3 INDUCTION FEEDBACK ANALYSIS FOR THE MONTH OF

APRIL, MAY, JUNE

4.1 TYPES OF INDUCTION

36
Basically there are two types of inductions, Formal induction and Informal induction.

Formal induction is a planned attempt to introduce new employees to the organization, job
and the working environment. This induction type may consume more time of the superiors
to learn and deliver the new employees needs at the beginning. But this may create new
employees less number of errors at the working period and good coordination among all the
parties. At this type of program, new employee may get know, who are the most experienced
person to have the solution of the particular problem new employee might has. At the very
beginning new employees are having lots of questions as same as kids at small ages. That is
full normal thing and common thing, because the new employee needs to get know all the
things, he may actually needs or not. CEO, GM, Section/Department Heads, Senior
Managers, and Line Managers may involve in to the formal induction program. (From top
management to bottom line). This will deliver fundamental things that new employees need
to know. Advantage of the formal induction program is organization will have the better
chance to win the new employee’s loyalty at the very beginning. And also new employee will
have the chance to carry his/her works clearly, with less numbers of errors. Also, new
employee will fit to the organizational culture and the work group easily, and strongly.

FORMAL INDUCTION
Formal induction is a planned programme carried out to integrate the new entrant into the
organization. This is usually carried out by the large size organization. A comprehensive
induction programme is carefully designed to introduce the new entrant to all about his job,
colleagues and organization.

Accordingly, the contents of the formal induction programme cover the aspects ranging from
the mission, vision, rules and regulations of the organization to job related particulars like
salary, benefits, service conditions, safety and welfare measures, etc.

A formal induction programme, thus, includes the following contents:

 Brief history of the organization.

 Organizational mission, vision, objectives and philosophies.

 Policies and procedures of the organization.

37
  Rules and regulation of the organization.

 Organizational structure and authority relationship.

 Terms and conditions of job including remuneration, working hours, holidays,

promotional avenues, etc.

 Welfare measures like subsidized canteen, transport, health and recreation facilities,
etc.

 Safety measure

INFORMAL INDUCTION is not planned and is ad hock. New employees learn through
trial and error method. They get familiar with the work and work environment by themselves.
This induction type will make the stress on new employee at the very beginning, because of
his/her not knowing things at the operations. So in that case, new employee may leave the
organization at the beginning and then the organization may need to follow all the process of
recruiting and new employee to the organization. Also this method will create a large number
of errors making by new employee and then it may creates big losses to the organization.
Those are the disadvantages of informal induction program. The advantage of informal
induction is, if the new employee survived, then he/she may know the process by his/her
experience, and the later on errors may minimize. But at the beginning the vice verse thing of
above advantage may creates loses, if the new employee unable to survive at the
organization. At the movements which employees couldn’t survive, there could be see they
are leaving organization at the beginning they have joined to it. So this will creates high labor
turn over too.

Informal induction programme itself may be in the following two versions:

(i) Supervisory System:
In this system, the immediate job supervisor conducts the induction programme for the new
entrant. The supervisor briefs the new comer about the job, the department, introduces to the
colleagues, and takes him round the sections/divisions which are related to his job.

(ii) Buddy or sponsor system:

In the ‘Buddy System’, the immediate supervisor assigns the responsibility of induction of
the new entrant to an old employee. The old employee acts as friend, philosopher and guide

38
to the new comer. In order to introduce the new comer to the job and the organization, the
guide, i.e., the old employee arranges meetings with other persons and departments and also
supplies him with relevant documents/literature regarding rules, regulations and other details
of the organization.

As above, both the induction process are explained in detail I would focus on formal
induction as TATA TECHNOLOGIES follow formal induction process as their induction is
planned & it is structured in a systematic manner. So it can be said that many of the
companies follow formal induction process.

4.2 INDUCTION PROCEDURE

TATA TECHNOLOGIES INDUCTION PROCEDURE

39
8.00-8.30 ARRIVAL AND BREAKFAST

8.30-9.45 BEST (Business Excellence Strategy )

9.45-10.30 C&B PRESENTATION

10.30-11.00 PAYROLL & TAX SESSION

ISMS (Information Security Management

11.00-11.45 System)
11.45-12.45 FORM FILLING

12.45-1.15 LUNCH

1.15-2.00 KEEPERS OF FLAME

2.15-2.45 QUALITY

2.45-3.30 TALENT MANAGEMENT

3.30-4.00 TALENT ACQUISITION

4.00-4.30 SAFETY PRESENTATION

4.30-4.45 DOCUMENTATION

4.45-5.30 BANK

ADVANTAGES:
40
  It includes involvement of every department which exists in TTL
 It is designed systematically
 It involves different speakers from each department which increases the
communication of the employee and making the employee well verse with the
surroundings

DISADVANTAGES:

 As only one induction is conducted for the FT, CONTRACT, C2R and PROJECT
TRAINEE it results in time consuming for the PROJECT TRAINEE as their
documentation is less compared to the others.
 The documentation part should be completed in the starting as it is time consuming
and lengthy procedure.

THRUSDAY TIL 11.00

MONDAY WHOLE DAY INDUCTION
TUESDAY DEPLOYMENT

COGNIZANT INDUCTION PROCEDURE

41
 8.30-9.00 REPORTING

9.00-9.30 DOCUMENTS VERIFICATION/BACKGROUND VERIFICATION KIT

OFFER LETTER COMPULSORY

9.30-12.00 (1) INTRODUCTION( if employees less in no)
(2) HISTORY OF COGNIZANT
(3) BUSINESS UNITS OVERVIEW (5)
(4) CORPORATE FUNCTIONS
12.00-12.10 BREAK

12.15-12.30 PRESENTATION (by one of the director of the business units )

12.30-1.00 QUIZ ( on the occurred event )

1.00-2.00 LUNCH

2.00-4.30 POLICY PRESENTATIONS (5)

Half an hour for each policy including 15 mins for question & answers
4.30-5.00 BREAK

5.00-5-30 QUIZ (on the occurred event)

5.30-6.00 DEPLOYMENT& DISTRIBUTION OF REMAINING KIT

6.00-6.10 ID CARD CREATION & HANDOVER

FEEDBACK FROM SPECIFIC RECUITER AND AFTER JOINING THE EMPLOYEE

WILL GET LINK THROUGH WHICH HE CAN GIVE THE FEEDBACK OF THE
INDUCTION.

ADVANTAGES :

42
  As quiz is kept after every event it gives the correct result of the employee whether
he /she is acknowledge with the information of the company.
 The next day the employee can directly start with his/ her work as deployment is done
on the same day of induction.
 Documentation and background verification done at the starting which lessen the work
of the respective HR
 As the 5 policies are given half hour each it results in accurate explanation about each
policy
 As different days are kept for the NEW JOINEES,CONTRACTS AND C2R it makes
them easy to conduct the induction according to the category

DISADVANTAGES:

 As all the formalities and procedures are completed in a single day it makes the day
hectic for the HR as well as the employee
 As the whole induction includes only of 2 HR it results to hectic work for them at the
time of more than expected joinees

MONDAY/WEDNESDAY NEW JOINEE

TUESDAY/THRUSDAY CONTRACT
FRIDAY C2R

43
4.3 INDUCTION FEEDBACK ANALYSIS FOR THE MONTH OF
APRIL,MAY & JUNE
AVERAGE OF APRIL MONTH
Welcome to TTL 96.44%
BEST 95.81%
Comp & Ben & Tax 91.57%
ISMS 95.65%
Quality 90.01%
HR 98.61%
Safety 99.79%
Overall Feedback 94.94%

Safety; 99.79%
HR; 98.61%
Welcome to TTL;
96.44%
BEST; 95.81% ISMS; 95.65% Overall Feedback;
94.94%

Comp & Ben &

Tax; 91.57%
Quality; 90.01%

44
INTERPRETATION
 96% of employees are satisfied with the hospitality provided by TTL for the
new joinees.
 95.81% of employees are satisfied with the BEST(Business Excellence
Strategy )presentation shown to them.
 91.57% of employees are satisfied with the Comp & Ben & Tax team
presentation.
 95.65% of employees are satisfied with the ISMS(Information Security
Management System) presentation shown to them .
 90.01% of employees are satisfied with the Quality team presentation.
 98.61% of employees are satisfied with the HR team presentation.
 99.79% of employees are satisfied with the safety team presentation.
 94.94% of employees are satisfied with the overall presentation & hospitality
provided by various teams.

45
AVERAGE OF MAY MONTH
Welcome to TTL 82.87%
BEST 79.04%
Comp & Ben & Tax 79.90%
ISMS 79.59%
Quality 82.48%
HR 81.18%
Safety 88.25%
Overall Feedback 80.54%

Safety; 88.25%

Welcome to TTL; Quality;

82.87% 82.48% Overall
HR; 81.18% Feedback;
Comp & Ben & 80.54%
Tax; 79.90% ISMS; 79.59%
BEST; 79.04%

46
Overall Feedback; 80.54%; 12.32% Welcome to TTL; 82.87%; 12.67% Welcome to TTL
BEST
Safety; 88.25%; 13.50% BEST; 79.04%; 12.09% Comp & Ben & Tax
ISMS
Quality
Comp & Ben & Tax; 79.90%; 12.22%
HR; 81.18%; 12.42% HR
Safety
Quality; 82.48%; 12.61% ISMS; 79.59%; 12.17% Overall Feedback

INTERPRETATION
 82.87% of employees are satisfied with the hospitality provided by TTL for
the new joinees.
 79.04% of employees are satisfied with the BEST(Business Excellence
Strategy) presentation shown to them.
 79.90% of employees are satisfied with the Comp & Ben & Tax team
presentation.
 79.59% of employees are satisfied with the ISMS(Information Security
Management System) presentation shown to them .
 82.48% of employees are satisfied with the Quality team presentation.
 81.18% of employees are satisfied with the HR team presentation.
 88.25% of employees are satisfied with the safety team presentation.
 80.54% of employees are satisfied with the overall presentation & hospitality
provided by various team.

47
AVERAGE OF JUNE MONTH
Welcome to TTL 84.26%
BEST 83.24%
Comp & Ben& Tax 81.90%
ISMS 81.13%
Quality 88.39%
HR 84.46%
Safety 94.92%
Overall Feedback 85.63%

48
 Safety; 94.92%

Quality; 88.39%
Overall Feedback;
Welcome to TTL; 85.63%
84.26% HR; 84.46%
BEST; 83.24% Comp & Ben &
Tax; 81.90%
ISMS; 81.13%

Overall Feedback; 85.63%; 12.52% Welcome to TTL; 84.26%; 12.32%

Welcome to TTL
BEST
Safety; 94.92%; 13.88% Comp & Ben & Tax
BEST; 83.24%; 12.17% ISMS
Quality
Comp & Ben & Tax; 81.90%; 11.97% HR
HR; 84.46%; 12.35%
Safety
ISMS; 81.13%; 11.86% Overall Feedback
Quality; 88.39%; 12.92%

49
INTERPRETATION
 84.26% of employees are satisfied with the hospitality provided by TTL for
the new joinees.
 83.24% of employees are satisfied with the BEST(Business Excellence
Strategy) presentation shown to them.
 81.90% of employees are satisfied with the Comp & Ben & Tax team
presentation.
 81.13% of employees are satisfied with the ISMS(Information Security
Management System) presentation shown to them .
 88.39% of employees are satisfied with the Quality team presentation.
 84.46% of employees are satisfied with the HR team presentation.
 94.92% of employees are satisfied with the safety team presentation.
 85.63% of employees are satisfied with the overall presentation & hospitality
provided by various team.

50
 CHAPTER 5
DATA ANALYSIS AND INTERPRETATION

51
Reliability Statistics

Cronbach's
Alpha N of Items

.921 8

INTERPRETATION:

The value of Cronbach’s Alpha is 0921 i.e. more than 0.7. Hence, the data is reliable.

The alpha coefficient for the 8 items in .921, suggesting that the items have relatively
high internal consistency .(Note that reliability coefficient of .70 or higher is considered
“acceptable” in most social science research situations

52
Regression

Correlations

Overall Welcome To
Feedbac Tata Compensation,Benef
k Technologies BEST its & tax Declaration

Pearson Overall Feedback 1.000 .626 .767 .629

Correlation
Welcome To Tata
.626 1.000 .653 .462
Technologies

BEST .767 .653 1.000 .619

Compensation,Benefit
.629 .462 .619 1.000
s & tax Declaration

ISMS .723 .486 .626 .582

Quality .674 .540 .656 .594

Human
Resource(Talent
.720 .524 .618 .619
Acquision & Talent
Management)

Safety .562 .487 .570 .521

53
 Correlations

Human
Resource(Talent
Qualit Acquision & Talent
ISMS y Management) Safety

Pearson Correlation Overall Feedback .723 .674 .720 .562

Welcome To Tata
.486 .540 .524 .487
Technologies

BEST .626 .656 .618 .570

Compensation,Benefits
.582 .594 .619 .521
& tax Declaration

ISMS 1.000 .654 .532 .455

Quality .654 1.000 .592 .601

Human Resource(Talent
Acquision & Talent .532 .592 1.000 .549
Management)

Safety .455 .601 .549 1.000

54
Model Summaryb

Change Statistics

Adjusted R Std. Error of R Square

Model R R Square Square the Estimate Change F Change df1

1 .869a .755 .747 .34888 .755 100.170 7

INTERPRETATION:

It’s effective .75% .

Model Summaryb

Change Statistics

Model df2 Sig. F Change

1 228 .000

a. Predictors: (Constant), Safety, ISMS, Welcome To Tata Technologies, Compensation

,Benefits & tax Declaration, Human Resource(Talent Acquision & Talent Management),
Quality, BEST

b. Dependent Variable: Overall Feedback

55
ANOVAa

Sum of
Model Squares Df Mean Square F Sig.

1 Regression 85.346 7 12.192 100.170 .000b

Residual 27.751 228 .122

Total 113.097 235

a. Dependent Variable: Overall Feedback

b. Predictors: (Constant), Safety, ISMS, Welcome To Tata Technologies,

Compensation ,Benefits & tax Declaration, Human Resource(Talent Acquistion
& Talent Management), Quality, BEST

56
Coefficientsa

Unstandardized Standardized
Coefficients Coefficients

Model B Std. Error Beta t Sig.

1 (Constant) -.046 .229 -.203 .840

Welcome To Tata
.107 .046 .105 2.330 .021
Technologies

BEST .280 .053 .286 5.247 .000

Compensation ,Benefits
.020 .045 .021 .444 .657
& tax Declaration

ISMS .257 .042 .289 6.088 .000

Quality .048 .050 .050 .954 .341

Human
Resource(Talent
.270 .046 .280 5.900 .000
Acquistion & Talent
Management)

Safety .024 .049 .022 .489 .625

INTERPRETATION:

Compensation benefits & tax declaration is more effective than the other items.Its efficiency
is .657 which is hightest of all.

a. Dependent Variable: Overall Feedback

57
Residuals Statisticsa

Minimu Maximu Std.

m m Mean Deviation N

Predicted Value 3.2627 5.9897 5.2754 .60264 236

Residual -.98971 1.09032 .00000 .34364 236

Std. Predicted
-3.340 1.185 .000 1.000 236
Value

Std. Residual -2.837 3.125 .000 .985 236

a. Dependent Variable: Overall Feedback

Charts

58
59
Reliability

Scale: ALL VARIABLES

Case Processing Summary

N %

Cases Valid 236 100.0

Excludeda 0 .0

Total 236 100.0

a. List wise deletion based on all

variables in the procedure.

60
CHAPTER- 6
6.1 FINDINGS

6.2 SUGGESTION

6.3 LIMITATIONS

6.4 CONCLUSION

6.5 SCOPE FOR FUTURE RESEARCH

61
6.1 FINDINGS

The findings of the study are as follows-

 INDUCTION PROGRAMME -It includes involvement of every department which

exists in TTL. It is designed systematically. It involves different speakers from each
department which increases the communication of the employee and making the
employee well verse with the surroundings

 WORK CULTURE- Tata Technologies Limited has a well-defined organization

structure. The mission and vision statement of the company do play an important role
in motivation of the employees. Employees are satisfied with the company’s policies,
administration and code of conduct which contributes in their motivation.

 WORK ENVIORNMENT-The study reveals that majority of the employees are

satisfied with the infrastructure and facilities provided by the company .Most of the
employees agreed that the company recognizes and appreciates their work .Majority
of the employees agreed that there is job security to their present job. The company is
providing good safety measures for ensuring the employee’s safety. The study reveals
that the sports and cultural events organized for the employees help to get motivated.

 REWARD & RECOGNITION FOR PERFORMANCE- From the study it is clear

that most of employees agree to the fact that performance appraisal activities and
support from the co-workers is helpful to get motivated. The study reveals that
challenging roles and responsibilities in work helps to get motivated.

 INTERPERSONAL RELATIONSHIP- The study reveals that a good relationship

amongst employees helps in better coordination which in turn helps in enhancing an
employee’s performance. The study also reveals that employee empowerment
activities such as education enhancement schemes, scope for growth helps to get
motivated.

 EMPLOYEE EMPOWERMENT & GROWTH- The study shows that employees

feel that various employee education programs and HR initiatives taken by the
company play a very important role in their motivation. This has given a boost to their
motivation level and improved their performance.

 OTHER FINDINGS- This study also reveals that employees work for the ‘Tata
Brand’.

62
6.2 SUGGESTIONS

The suggestions for the findings from the study are follows-

 As only one induction is conducted for the FT, CONTRACT, C2R and PROJECT
TRAINEE it results in time consuming for the PROJECT TRAINEE as their
documentation is less compared to the others. So induction programmes for the all
four category should be different.

 The documentation part should be completed in the starting as it is time consuming

and lengthy procedure.

 The company already has a happy culture but there is scope for better transparency in
the organization. This can be achieved through better communication between
employees.

 Better career development opportunities should be given to the employees for

their improvement.

 Employees should be given opportunity to travel abroad for work; it helps gain
knowledge and exposure. This plays a pivotal role in enhancing their motivation level.

 A Growth map should be created for employees and adequate training should be
provided which helps one see him-self/her-self inching towards his/her mission.

 Corporate Retreats should be held to enhance better coordination and Team Spirit
amongst employee

63
6.4 CONCLUSION

The study concludes that, the induction program procedure in Tata Technologies Ltd. is found
effective. The study on employee induction highlighted so many factors which will help to
satisfy the employees. The study was conducted among 236 employees and collected
information through structured questionnaire. The study helped to findings which were
related with employee induction programs which are provided in the organization.

The presentation delivered by every department really play a significant role in satisfying
the employees of the organization. They are major factors that make an employee feel good
in his work and results in his satisfaction too. The organization can still concentrate on
specific areas which are evolved from this study in order to make the induction programs
more effective. Only if the employees are properly satisfied - they work well and only if they
work well the organization is going to benefit out it. Steps should be taken to improve the
induction programs procedure in the future. The suggestions of this report may help in this
direction.

64
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WEBSITES REFERRED

 www.google.com
 www.wikipedia.com
 www.scribd.com
 www.citehr.com
 www.forbes.com
 www.theirf.org
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67
BOOKS REFERRED

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Induction Feedback Form

QUESTIONNAIRE

Respected madam/sir,

68
 As a part of my project I would like to gather some information from you which
will help me in an in-depth study of project.I would be obliged if you co-operate
with me in filling the questionnaire.Since the questionnaire is being used for the
academic purpose,the information gathered will be strictly confidential.
Rating Scale:1=Completely Disagree 2=Largely Disagree 3=Partially Disagree 4=Partially Agree
5=Largely Agree 6=Completely Agree
Please Circle one number for each item
(I)Welcome to TATA Technologies
I received adequate information about Tata Technologies & its culture
1 6 5 4 3 2 1
during the selection and Joining Process.
I was given sufficient information on my queries by the recruitment
2 6 5 4 3 2 1
team during the selection process.
I have received the offer letter and the necessary information a week
3 6 5 4 3 2 1
prior to my joining.
4 On the day of joining I was well received by the Security. 6 5 4 3 2 1
On the day of joining I was given adequate guidance by the Front
5 6 5 4 3 2 1
Desk.
(II) BEST
1 The facilitator used easy language & terms to explain the presentation. 6 5 4 3 2 1
The facilitator was well versed with the content & displayed sufficient
2 6 5 4 3 2 1
knowledge of the subject.
The content in the presentation was made easy to understand by using
3 6 5 4 3 2 1
simple terms / language.
The amount of information shared was enough to help me get oriented
4 6 5 4 3 2 1
with BEST in TTL.
The facilitator made the session interactive through activities / 2-way
5 6 5 4 3 2 1
communication / question-answer round

Rating Scale:1=Completely Disagree 2=Largely Disagree 3=Partially Disagree 4=Partially Agree

5=Largely Agree 6=Completely Agree
Please Circle one number for each item
(III) Compensation, Benefits & Tax Declaration

69
 The facilitators used easy language & terms to explain their
1 6 5 4 3 2 1
presentations.
The facilitator was well informed about the salary structure, slabs &
2 6 5 4 3 2 1
and tax benefits.
The facilitator explained the various Tax declaration options available
3 6 5 4 3 2 1
within TTL very well.
The amount of information shared was enough to help me understand
4 6 5 4 3 2 1
my Compensation & Benefits section.
The facilitator made the session interactive through activities / 2-way
5 6 5 4 3 2 1
communication / question-answer round
(IV) ISMS
The facilitator used easy language & terms to explain the
1 6 5 4 3 2 1
presentation.
The facilitator was well versed with the content & displayed
2 6 5 4 3 2 1
sufficient knowledge of the subject.
The content in the presentation was made easy to understand by using
3 6 5 4 3 2 1
simple terms / language.
The amount of information shared was enough to help me get
4 6 5 4 3 2 1
oriented with the importance of ISMS in TTL.
The facilitator made the session interactive through activities / 2-way
5 6 5 4 3 2 1
communication / question-answer round

Rating Scale:1=Completely Disagree 2=Largely Disagree 3=Partially Disagree 4=Partially Agree

5=Largely Agree 6=Completely Agree
Please Tick as appropriate:
(V) Quality
1 The facilitator used easy language & terms to explain the presentation. 6 5 4 3 2 1
The facilitator was well versed with the content & displayed sufficient
2 6 5 4 3 2 1
knowledge of the subject.
The content in the presentation was made easy to understand by using
3 6 5 4 3 2 1
simple terms / language.

70
 The amount of information shared was enough to help me understand
4 6 5 4 3 2 1
the Quality standards in TTL.
The facilitator made the session interactive through activities / 2-way
5 6 5 4 3 2 1
communication / question-answer round
(VI) Human Resources (Talent Acquisition & Talent Management)
The facilitators used easy language & terms to explain their
1 6 5 4 3 2 1
presentations.
The facilitators were well versed with the content & displayed
2 6 5 4 3 2 1
sufficient knowledge of their subject areas.
The content in the presentation was easy & has helped me understand
3 6 5 4 3 2 1
my job, responsibilities and expected performance standards.
The amount of information shared was enough to help me get oriented
4 6 5 4 3 2 1
with the HR function in TTL.
The facilitators made the session interactive through activities / 2-way
5 6 5 4 3 2 1
communication / question-answer round

Rating Scale:1=Completely Disagree 2=Largely Disagree 3=Partially Disagree 4=Partially Agree

5=Largely Agree 6=Completely Agree
Please Tick as appropriate:
(VII) Safety
1 The facilitator used easy language & terms to explain the presentation. 6 5 4 3 2 1

71
 The facilitator was well versed with the content & displayed sufficient
2 6 5 4 3 2 1
knowledge of the subject.
The content in the presentation was made easy to understand by using
3 6 5 4 3 2 1
simple terms / language.
The amount of information shared was enough to help me understand the
4 6 5 4 3 2 1
Safety standards in TTL.
The facilitator made the session interactive through activities / 2-way
5 6 5 4 3 2 1
communication / question-answer round
(VIII) Overall Feedback
1 I understand the TATA Technologies Vision, Mission & Values very well. 6 5 4 3 2 1

2 The entire Induction Program was well organized. 6 5 4 3 2 1

The BEST ( BUSUINESS EXCELLANCE STRATEGY) presentation
3 6 5 4 3 2 1
was well organised.
The ISMS (INFORMATION SECURITY MANAGEMENT SYSTEM)
4 6 5 4 3 2 1
presentation was well organised.
5 The information, advice & guidance provided by staff was appropriate. 6 5 4 3 2 1
The Induction material like Notepads, Bags, Hand-outs etc.; were all well
6 6 5 4 3 2 1
arranged for & given in time.
The Induction flow was logical & the different sections were conducted in
7 6 5 4 3 2 1
a timely manner.

Top 3 Take-aways’ from the Induction

Presenter /
Sr. No. Take- Aways’
Presentation

72
Please mention additional comments if any

73