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3 Induction, Training and Employee Development
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3 Induction, Training and
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35
In the case of supervisory and management employees, induction training may be more elaborate. Some organizations show movies explaining their activities. Others arrange for lectures and presentations on the organization and its practices. In some organizations the new recruits spend anywhere from a day to several months in each department to gain first-hand experience in various types of work.
3.1.2 Effective induction programme
In some organizations, the induction programme is divided into phases. In the first phase, the induction is generally done by a member of the HR department who informs the new employee particulars relating to the organization. In the second phase, induction is done by the supervisor of the department in which the new employee is going to work. He/she informs the new comer about his/her job, duties, responsibilities, importance of his/her job in relation to other jobs etc. Further, he/she is introduced to the rest of the work team.
The induction programme should be drawn up in consultation with all those involved. Depending on the size and complexity of the business, this may include:
• Senior management
• Supervisors or line managers
• HR officials
• Health and Safety managers
• Employee or trade union representatives 3.1.3 What induction programme involves
Induction usually involves the new employees meeting and listening to different people talk about various aspects of the business. Other methods include written information, audio-visual aids and group discussion.
The following items are generally covered in the induction programme:
• Introduction to the business/department and its personnel/management structure
• Layout of buildings (factory/offices)
• Terms and conditions of employment
• Relevant personnel policies, such as training, promotion, health and safety
• Business rules and procedures
• Arrangement for employee involvement and communication
• Welfare and employee benefits and facilities
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36 3.1.4 Follow-up
An informal “follow-up” talk between the section/department manager and the new employee during the first few weeks could be advantageous as it would remove any doubts and misunderstandings the employee may have. It will also ensure that the manager concerned is able to spot any errors or deficiencies in the new employee’s work and correct them immediately. He/she may also give practical help and advice. This is likely to result in establishing a good working relationship between the manager and the new employee – thus ensuring efficiency and productivity of the new employee for the benefit of the organization.
3.2 Training and development
After the candidates have been selected for various jobs, and induction programme has been completed, there is need for the management to provide for their training and development. This is because the efficiency of an organization depends greatly on the training and development of personnel. Particularly these days, when the process and techniques of management have become quite complicated, there is a great need in management for arranging training and development of its personnel.
Generally, the terms ‘training’ and ‘development’ are used as though they are synonymous. There are differences in the contexts and techniques of employee training and development. Training is the act of increasing the knowledge and skills of an employee for doing a particular job. It imparts specific skills for specific purposes. It is mainly job-oriented. Training is given to both old and new employees throughout their stay in the organization. In contrast, development includes the process by which managers and executives acquire not only skills and competency in their present jobs but also capacities for future managerial positions.
3.3 Need and benefits of training
• Training programme helps in increasing the quantity and quality of output.
• It helps each individual member to utilize and develop his/her full potential.
• Employees feel that they are being taken care of by the management, and this leads to an in increase in their morale.
• By training, the worker is enabled to make the most economical and best use of the materials and equipment. This results in reduced cost of production.
• Trained employees need less supervision. Because of this, the supervisor can increase his span of management. This results in reduced cost of supervision.
• As training helps in building the second line of competent officers, there will be competent replacement for more responsible positions.
• The availability of trained personnel ensures long term stability and flexibility in the organization.
• As managers are exposed to the latest concepts, information and techniques, they become better qualified. By this, they increase their market value and earning power.
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3.4 Types of training programmes
All training programmes designed by the organizations can be of any one of the types stated below:
3.4.1 Job training
The purpose of job training is to increase the knowledge of workers about the jobs with which they are concerned so that their efficiency and skill of performance are improved. In job training, workers learn correct methods of handling machines and equipment, avoiding accidents, removing bottlenecks etc.
3.4.2 Refresher training
At the time of initial appointment, employees are formally trained for their jobs, but with the passage of time, they may forget some of the methods which were taught to them or some of the methods or all of them may have become out-dated because of technological development. Hence refresher training is arranged for existing employees in order to enable them to refresh and improve their knowledge.
3.4.3 Promotional training
Many organizations have adopted a policy of filling some of the vacancies at higher levels by promoting existing employees. When existing employees are promoted in an organization, they are required to shoulder new responsibilities. For this, they require training so that they may not experience any difficulty to shoulder the responsibilities of the new position to which they have been promoted.