People in Organizational Setup - Case Study Example

People Resourcing The paper deals with the significance of induction process in people resourcing within an organizational setup. It critically discusses the significant role played by induction process in an effective people resourcing strategy. The paper further enlightens the involvement of different factors and procedures making up the induction process. It throws light on different modes of induction as on-the-job and off-the-job induction, effectiveness of a good induction program and benefits, advantages, and disadvantages offered by it for both the employees and employers. The paper also accounts the significances and implications involved in induction of employees for the workers and the organization as well. Induction is the process involved in people resourcing that comprises of procedures and steps taken in order to receive and welcome the new employees of the company during the starting days of their job. Induction helps new employers to understand their work nature completely and efficiently. It is the most important aim of the induction process to provide the fresh employees of an organization with the fundamental knowledge of everything they require to know in order to carry out their jobs effectively (Winfield, Bishop & Porter 2004, p. 208). The induction process consists of procedures and steps carried out in order to fulfill the four fundamental objectives: To smoothen the basic and primary stages of the job period when the new employers feels unacquainted with the whole job setup; To lay down rapidly a suitable and positive interpretation of the company in the eyes of the fresh employers in order to make sure that they opt to remain in the organization and feel the desire of working with their employers. To achieve the most efficient and the desired output response from the newly recruited time in minimum period. To minimize the possibilities of turning down by the employees. The steps involved in an effective induction program are the warm reception for new employers, distribution of important documents related to the company. The employee handbook or the organization handbook is very helpful in this regard as it clearly presents the most basic information the newly recruited employees need to know the most. The next step is the starting of practical induction program with the professional briefing related to the organization (Taylor, 2005, p. 262). This briefing involves introduction to the organization, after the initial briefing, the briefing session continues with the basic details about the organization, details about carrying out the job in an organizational setup, details about the working environment, and other valuable information such as information regarding particular department. This briefing session also involves questioning and answering sessions. Induction process involves few formal and informal courses of organization induction. The sole purpose of these induction courses is to present the messages of and about the organizational set up in front of the employers. The nature of these messages is diverse; they can be about the expected norms and behaviors of the employers, organizational ethics, psychological contracts, organizational objectives, and products and services related to the organization. There are two modes of induction training; the first mode is the on-the-job training. On-the-job training is the mode of induction process training that fresh employers get and learn while working on their job positions (Winfield, Bishop & Porter 2004, p. 200-208). Sometimes, there is an add-on of off-the-job training related to some particular course or field of knowledge, this add-on complements the on-the-job training and helps in getting familiar with the work environment. On-the-job training can be random, hit-or-miss, ineffective, and uneconomical in terms of cost and learning both. It is really important to devise strategies of induction training programs with proper planning and adopting training approaches in a systematic manner. This idea leads to the conduction of off-the-job training. This mode of training consists of systematic approach and planned strategies in order to train the new employers with the proper induction program. An effective off-the-job training includes the procedural analysis of the recruited employees' job positions, a judgment and collection of things that the employers have to learn, appointing HR personnel to guide the employees more effectively as dealing with people is a major part of their job, supervision b trained personnel, and particular work related assignments in order to judge the efficiency of employers. The process of induction is significant and important in many ways as it delivers numerous benefits (Grobler & Warnich, 2005, p. 209). The first and foremost point that signifies the process of induction is the reducing the cost and minimizing the troubles caused by employees that leave the organization at the very early stage of their job period. The starting days of job are the most crucial days for both the employee and employers as the probability of an employee leaving the organization is highest during these days. These costs involves the cost of recruiting another employee in replacement of the employee left, the cost of getting the replacement employers trained, costs involved in replacing any non-permanent agency or services for the job position, cost induced due to the extra concern and supervision needed by the job, cost imposed due to the rectification and neutralization of the errors and mistakes done by the previous employees. Induction process provides effective solution to minimize all these cost and efficient and effective induction makes up many benefits for the organization and for the employer itself (Armstrong, 2003, p. 18). The second very important point of significance of the induction process is the fact that the process increases the commitment and dedication of the employees toward the employers. A dedicated employee is a person that realizes its relationship with the organization; moreover the employee has a desire of working hard and limiting the skies in order to bring more benefits and advantages to the organization. Induction process holds significance in this regard because it presents the positive image of an organization in front of the fresh employers; this impression makes the employers feel that it is the organization where they want to exercise their abilities, an organization worth working for. In addition to it, the induction process make sure and guarantees that the image is going to last longer than the expectations and not for the few starting days only. The process of induction helps in clarification and understanding of various psychological contracts between the employers and the employees. The psychological contracts basically involves inexplicit, spontaneous, and oral impressions and presumptions about expected conduct of the employee at different situations and the expected responses made by the employers in response to these behaviors and conducts. The psychological contracts share its connections with the organizational ethics, morals, conducts and professional attitude (Armstrong, 2003, p. 23-26). These contracts are very detrimental in establishing the grounds of sounds relationships between the employer and the employee. The role of induction process in terms of psychological contracts is very important and beneficial to both the employees and the employers as the process helps in presenting the values, norms, attributes, and conducts that the employees should follow. The process of induction is very useful in publicizing the attitude required for the job position for the interests of the employee and the organization as well. Another critical significance of process of induction is the benefits it offers in speeding up and increasing progress of the employers with respect to their learning curve. The learning curve is the parameter that shows how much the employers have learnt in order to give the desired output efficiently (Taylor, 2005, p. 260-265). This curve also determines the fact that how far the employees are from the height of performance they need to exhibit. The present position of the employees at the learning curve and the time required reaching the desired mark and milestone is different, but the process of induction makes the process of learning and experiencing new things to occur at the faster rates resulting in acceleration with respect to the learning curve. The induction process devises a strategic procedure in order to ensure effective and rapid learning of the employees in any organizational setup. The process of induction, in this regard, bears the desired fruits long before the expected time. The acceleration in learning curve allows the new employees within any organization setup to adjust according to the environment and start enjoying their work for their employers more rapidly. However, if the process of induction takes place placidly, the results and the outputs given by the employees are even better. This process induces an increased wave of socialization within the employees at work in order to get the work going in the most suitable and proper manner (Armstrong, 2003, p. 39-42). For many employees the social perspective of work as work environment and relationship between the workers is very significant. However, the employees can't influence the level of socialization directly to a greater extent but it plays great role in getting the employers familiar with the working conditions and absorb the job environment. However, with the numerous important advantages of the induction process there come certain disadvantages as well. The first and foremost disadvantage offered by the process of induction is the fact that the process may cover a wide range of different subjects that does not attract the new employers to the desired level (Grobler & Warnich, 2005, p. 209-213). The induction session may have the materials and trainings that are more likely to distract a group of able and potent new employers. Sometimes, the induction process gets way too long, it can continue for days, or for weeks, or even for the months in some organizations. The new employers get fed up of these long training session and they think it is too much to do for the organization even before starting the professional life practically at the same organization. After the induction session ends, there is a greater possibility of considerable loss in energies of the new employers that is disadvantageous to the interests of both the employees and the employers. Moreover, when they start their professional life by working in the team after the long time, they are most likely to disturb the integrity of the team (Hogg, 2009). Another drawback of the induction process is the fact the process is slightly less personal due to the increased business and involvement of the human resources personnel and managers. Effective socialization and understanding of the work place takes place when the coordination of the new employees increases with the colleagues and different work supervisors. Moreover, the information given in the induction training sessions sometimes gets too much for the new employees to absorb it all. However, in some worst cases, the information provided to the employees is not valid and authentic. This exchange o false information set a very wrong impression of the organization in minds of the newly joined employees. Sometimes, due to other work related dealings that goes along with the induction training sessions, the employees are not able to attend all the training sessions related to the process of induction and organized my different human resource personnel of the organization. This absence or inability of attending the sessions regularly and punctually provides barrier to the effective induction session and the induction session remains incomplete. In the light of the points discussed above, the paper concludes the discussion accounting the fact that induction process has its own many potential benefits and some extra ordinary drawbacks as well. Therefore, it is inappropriate to say that all induction programs are beneficial and rewarding with respect to the employees and employers as well. However, it is only the effective and efficient induction process that helps and bears fruits for the organization and the workers both. Hence, effective induction process is the most valuable tool in order to achieve greater organizational success along with various rewards for the employees. Conclusively, the paper has discussed some of the significant aspects of the role of induction in an efficient people resourcing strategy. Although the paper covered the topic in a comprehensive and critical manner, however, further researches in the future will provide more updated understanding regarding the topic. It is an expectation that the paper will be beneficial for students, teachers, and professionals in better understanding of the topic. References Armstrong, M. (2003). A handbook of human resource management practice. Kogan Page Publishers. Grobler, P. A. & Warnich, S. (2005). Human Resource Management in South Africa. Cengage Learning. Hogg, C. (2009). CIPD, Retrieved on December 19, 2009: http://www.cipd.co.uk/subjects/recruitmen/induction/induction.htm Taylor, S. (2005). People resourcing. CIPD Publishing. Winfield, P. W., Bishop, R. & Porter, K. (2004). Core management for HR students and practitioners. Elsevier. Read More