Induction Training Process provided by UK Manufacturer - Case Study Example

Introduction Employee induction is one of the most significant processes in a human resource department of any firm. It determines how well a new employee integrates into the organization, relaxes and fits in, which then determines how quickly he becomes a productive team player. However, the process of integrating new employees is not a simple one and many organizations lack a clear, coherent and set system or policy defining how this is done. Even in the few cases where there is some arranged way in which the integration is done, a majority of them lack the standards that would make the process effective enough, since they are inadequate and in many cases disorganized (Mario et al, 2014 ). Due to this, any employees continue to find difficulties fitting into new organizations making their productivity low. New employees need proper training on the systems of the firm they have joined because no training institution is perfect enough to cover the peculiar needs of every firm; making it necessary for every organization to train its employees on the peculiar needs of the organization even if they are adequately trained (Boella and gross-Turner, 2005). This essay will evaluate the induction training process provided by UK manufacturer Alexander Dennis Limited. Induction at the work Place Induction can be defined as the process of integrating somebody into an organization, or making one a part of a new setting (Dransfield and Needham, 2015). This, however, is yet to be effectively implemented in many organizations. Parry (1993) claims that the majority of the companies do not pay much attention to the issue of induction yet it is essential for the leaders of the companies to remember that all the employees are to be informed about all the features of the work process. Many organizations believe that employees will learn on their own volition, which is one of the reasons many organizations ask for experience before they hire a new employee. The other reason why some organizations avoid induction is costs, since they feel that they are diverting funds meant for core business or into training or that they are cutting down on the profit margins by engaging in employee induction (Rankin, 2009). Effective induction is a very important aspect of the employee integration process. The process itself differs from one industry to another and also from one company to another. In some jurisdictions, induction is in fact a legal requirement especially in circumstances in which safety and health of the employee, his colleagues, the customers or the public could be at risk if the employee is not properly informed of certain aspects (Mohring, 2013). Induction is required for a number of reasons, among them availing the right information to the new employee so as to ensure maximum productivity and also, in cases where this applies, to fulfil the legal requirements. A well conducted induction process reduces the stress anxiety that comes with a new work environment and enhances a positive feeling about the new job, a crucial component in enabling a new employee achieve their full potential (Mohring, 2013). Induction involves both mentoring and training, and varies from a few days in some organizations to several months in others. Induction ensures that an employee fully understands the requirements of the new work environment, and also enhances such aspect as safety and job satisfaction. It gas in fact been said to be one of the factors that increase employee retention in an organization (Mohring, 2013). Background of the Company & Importance of the study: Alexander Dennis Limited is one of the biggest and most successful manufacturers of buses and coaches in the United Kingdom (alexander-dennis.com, 2016). The firm has more than 2000 employees on all its facilities, some of which are spread across the world, with manufacturing or assembly plants in Asia and America (alexander-dennis.com, 2016). The growth of the company has been impressive, with both sales and profits having risen notably over the years they have been in existence. The firm’s products have become popular with a sizeable percentage of the market faithfully buying their products (Shakespeare 2011). In fact, the firm has been voted the fastest growing coach and bus manufacturer in Western Europe (alexander-dennis.com, 2016). With such a high number of employees, it is only natural that there will always be employees leaving and new ones getting hired, which provides a good candidature for the study of how effective the employee integration is. The firm is therefore a good choice for the case study on employee integration processes, and the findings will be applicable in understanding the requirements of employee integration. This study is important in assessing the effectiveness of the induction process at Alexander and Dennis; with a view to establishing the effectiveness and impact of the process to the employees and the firm. Induction, as discussed above, takes up a nig fraction of the time and resources of a company; and it is important that a detailed study is done to determine if the firm is getting value for money and also to find out any areas that may need adjustment. Induction process at Alexander Dennis There is some organization in the induction process at Alexander – Dennis. The process is generally divided into three sections. The first stage is the formal induction, which involves signing of the contract, receiving briefing on general employee expectations at the firm, briefing on safety and health expectations, touring the factory attending a welcome presentation, acquainting with the company policies, a clear definition of the roles and functions one will play and introduction to colleagues. This is an important stage in the induction process, as it is the one that lets the new employee get a clear grasp of what is expected of him at the company. For engineering and firms such as Alexander and Dennis, this also helps forestall any accidents and harm to the other employees and machines, since the safety standards are explained to the new employees before they are allowed to handle machines on their own (Wallace, 1995). Apart from enabling the employee know as much information about the firm as possible, this stage in turn enables the fir to learn the new employee. The supervisor is expected to make a connection between the impressive resume that was used to hire the employee and the person himself. This is an important aspect in helping the employee become more effective (Bee and Bee, 1999). The second stage is a three months training period or probation. This sage involves the new employee getting hands-on experience on the goings on at the firm, especially in the section that he will be expected to be based in should he eventually be absorbed in the firm. There is a supervisor who oversees the training process, but the employee is expected to learn a lot of details through observation and practice. This is perhaps one of the most important processes of the induction process, since it bridges the gap between the forma, largely theoretical training many employees received during their college days and the practical application of those skills in a real, competitive setting (Hai-Jew, 2005). The last stage is report writing, which is done by the supervisor. If the new employee has been found to have met the expectations of the organization, he becomes an employee but if the expectations have not yet been met, the probation period may be extended. Research Aims and objectives: The research objectives will be as follows 1. To find out which practices are used to induct new employees at Alexander and Dennis 2. To assess the effectiveness of the induction policy of the organization. 3. To find out the feelings of the employees about the induction process 4. To find which areas need improvement and adjustment in the induction process at Alexander and Dennis. Structure of the Research Chapter one is a general introduction to the process of induction and the firm that will be studied, Alexander and Dennis. A general explanation of the process of induction, its procedure and the importance it holds in a firm is briefly mentioned. The second chapter will carry a detailed literature review, where a summary of literature reviewed as part of the research and the relevant it has to this research will be given. The third chapter will outline the methodology of the study, which entails an elaborate explanation of the process of collecting the information that has been outlined in the introductory chapter, and how each of the objectively stated in chapter one will be achieved. It will also explain how the data will be analysed and presented. Chapter four will be a presentation and analysis of the data, and chapter five will be a discussion, conclusions and thr recommendations of the study. References Alexander Dennis. Bus & Coach Manufacturer. [online] Available at: http://www.alexander- dennis.com/ [Accessed 11 Feb. 2016]. Bee, R., Bee, F.,1999. Managing Information and Statistics. London: Institute of Personnel and Development. Boella, M., Gross Turner, S. (2005). Human Resource Management in the Hospitality Industry. London and New York: Routledge. Dransfield, R. and Needham, D. (2005). Applied Business. London: Heinemann. Hai-Jew, S. (2005). Remote Workforce Training: Effective Technologies and Strategies. USA: Business Science Reference. Mario, J. (2014) Innovation Support in Latin America and Europe. England: Gower. Mohring, M. M. (2013). Innovation in a High Technology B2B Context. New York: Springer. Parry, J., 1993. Induction. London: Library Association Pub. Rankin, N. (ed) (2009). Irs Best Practice in HR Handbook. New York: Routledge. Shaklespeare, K. (2011). Trade for Good. UK and USA: Academy Press. Wallace, I. G. (1995). Developing Effective Safety Systems. United Kingdom: Institution of Chemical Engineers. 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