Induction, Socialization;

Training & Development

HRM
Lecture By:
Pallavi Deshmukh
 Placement
• After a candidate has been selected, he
should be placed on a suitable job.
• Placement is the actual posting of an
employee to a specific job.
• It involves assigning a specific rank &
responsibility to an employee.
• The placement decisions are taken by the
line manager after matching the
recruitments of a job with the qualifications
of a candidate.
Induction/ Orientation
Induction/ Orientation is a task of
introducing the new employees to the
organisation & its policies, procedures &
rules.
• According to Billimoria, “ Induction or
orientation is the process through which a
new employee is rehabilitated into the
changed surroundings & introduced to the
practices, policies & purposes of the
organisation.”
 Objectives
• It promotes a feeling of belongingness &
loyalty to the organisation among
newcomers.
• Builds up confidence in employees
• Introduce new colleagues, boss &
subordinates
 Elements of Induction
• Introductory information: Information
regarding company history, product, structure,
policies, rules & regulations, pay etc.
• On the Job information: Information
regarding where he is going to be placed,
departmental facilities, requirements, safety
measures etc.
• Follow up Interview: A follow up interview
should be arranged several weeks after the
joining to answer the problems faced by the
employee on the job.
 Procedure Of Induction
1. Time & place to report to work
2. Welcome of employee at org. by immediate
boss
3. Administrative work should be completed
4. Departmental orientation should include job
introduction, whom to look for help when in
problem
5. Intro must be supplemented by employee
handbook, employee manual, short guide tour
around the plant
 Problems of Induction
• New employee is overloaded with:
– Too much of information in short time
– Forms to complete
• Employee is given menial (tedious)
tasks that discourages employee
• Employee may develop wrong
perceptions because of short time
spent on each job.
 HRM

Socialization
 Socialization

• Meaning of Socialization:
Socialization in an organisational context is
basically a process of adaptation to a new
culture of the organisation.
 Types of Socialization
Programme
• Formal / Informal:
New employees may be put directly into their
jobs, with no effort made to differentiate
them from those who have been doing the job
for a considerable length of time.

• Individual v/s Collective:

The socializing programme can be
individual specific or for a group of
new entrants.
 HRM

Training & Development

 Training & Development
• Training = Altering behavior
• Development = Increasing knowledge
• Learning = Permanent change in behavior

• Training is a process of learning a

sequence of programmed behaviour. It
tries to improve their performance on the
current job or prepare them for
an indented job.
 Need For Basic Purposes Of
Training
To Increase Productivity : Because of training , instruction
can help employees increase their level of performance on their
present assignment.

To Improve quality : Better informed employees are less likely to

make operational mistakes.

To Help a Co. fulfill its future personnel needs : It

leads to less changes & adjustments in the event of sudden
personnel alternation.
 Need For Basic Purposes Of
Training
To Improve Organisational Climate :

To improve health & safety : Proper training can help prevent

industrial accidents.

Obsolescence (becoming outdated) Prevention : It foster (promote

growth) the & initiative creativity of employees & help to prevent
manpower obsolescence.

Personnel Growth : Employee on personal basis gain

individually from their exposure to educational experiences.
Steps in Training
Programmes
1. Identifying Training needs

2. Getting ready for the job

3. Presentation of the learner

4. Presentation of operations & knowledge

5. Performance try out

6. Follow up
Steps in Training needs
 Identifying Training needs: It must be on the
basis of organisational analysis, operational analysis &
individual analysis.
 Getting ready for the job: Under this step, it is to
be decided who is to be trained – new comer or old
employee, supervisor or manager.
 Preparation of the learner: It includes putting the
learner at ease, stating the importance & ingredients of
job, explain the process of training, familiarizing him with
the equipment, materials, tools, & trade terms.
 Presentation of operation & knowledge: The
trainer should clearly tell show, demonstrate & question in
order to put over the new knowledge & operations.
 Performance try out: Under this, the trainee is
asked to go through the job several times slowly,
explaining him each step. Mistakes are corrected.
 Follow – Up: This step is undertaken with view to
testing the effectiveness of training efforts.
 Training Methods & Techniques
• On the job training: Duration may be 1 week or 45 days to 1 year.
• Vestibule/ Training centre training/ Simulation: It
duplicates the job situation in a company classroom. Where
equipment & machine training is being imparted.
• Demonstration & Examples: the trainer describes & displays
something when he teaches an employee how to do something by actually
performing the activity.
• Apprenticeship: In technical areas apprenticeship training is the
oldest & commonly used method, here each apprentice is given a programme
of assignments according to a pre determined schedule. Duration is 2 – 3
yrs
• Class Room Methods:
– Lectures
– Conference
– Case Study
– Role Playing
– Programmed Instruction
– Audio Visual
Development
HRM
 Nature of Development
• Training of employees:
Employees are trained after being posted.
• Transfer of employees- This is done according to
employees ability, competency & experience, & according
to the needs of org.
Evaluation of employees qualities:
Employees performance is being evaluated & verified his
suitability for the job.
• Promotion of employees- This is done on the
basis of merit & seniority of employee.
Objective of employee
development
• Securing continued supply of
competent working force:
• Optimum utilization of human
resources:
• Developing technical & administrative
skill:
• Prevention of managerial
obsolescence:
Range of management development
A) Individual On the job technique: (Guided & 1. Coaching & counseling;
controlled experience under line managers) 2. Job rotation, assistant to positions;
3. Under study:
4. Task force assignment;
5. Junior Board or Committee members

B) Individual Off the job: (mid- stream education, Night school/ college on leave to attend short
different methods) term Programmes.

C) Student on his own: (Self- teaching but 1. Planned reading

structured/ controlled by the instructor) 2. Correspondence courses
3. Programmed instruction (PI)
4. Computer aided instruction (CAI)
5. News letter, manuals, handouts, TV lessons;

D) Student centered Instructions: (Permissive & 1. Discussion- guided or directed

democratic) 2. Case discussion
3. Problem solving conferences, syndicates, brain
storming, buzz sessions
4. Role playing, Stimulated group activities:
• Business games, In basket games, exercises,
workshops

E) Leader – centered instruction: (Structured & Traditional lectures, LCD & OHP lecturer, chart
controlled by the instructor, a more or less lecture, dinner meeting lecture
authoritarian directive)
 Distinction between T & D

Learning Dimensions Training Development

Non- Managerial Managerial

Who?
personnel personnel
Technical &
Theoretical,
What? mechanical conceptual ideas
operation
Specific job-
Why? General Knowledge
related purpose

When? Short term Long term

NOW TIME