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Orientation,placement and seperation


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Orientation,placement and seperation

  2. 2. <ul><li>In today’s global economy many corporations are finding that success depends on a company’s ability to ensure world wide employee mobility. </li></ul><ul><li>John P.Senko </li></ul><ul><li>Tomorrow’s organization certainly must turn a significant part of its work over to a contingent work force that can grow and shrink and reshape itself as its situation demand. </li></ul><ul><li>William Bridges </li></ul>
  3. 3. Placement Obstacles To Productivity <ul><li>Quitting early : one obstacle to a productive and satisfied workforce is that employees are more likely to quit during their first few months than at any other time in their employment. this initial turnover is common. it may even be beneficial if it occurs among new hires who sense that the organization or the job is not right for them. </li></ul>
  4. 4. DISSONANCE REDUCTION <ul><li>The difference between what one anticipates and what one encounters is called cognitive dissonance. if dissonance is too high, people take action. for new employees that may mean quitting. </li></ul>
  5. 5. NEW EMPLOYEE TURNOVER <ul><li>Turnover cost : Turnover is expensive. beside recruiting and selection expenses, the costs associated with creating new employee records in the HR department, establishing payroll records in accounting, giving new employees training and providing them with safety equipment are lost when employees leave. these costs never appear on the profit and loss statement as “turnover expenses” ,although if they did, hiring managers might pay closer attention to turnover. </li></ul>
  6. 6. ORIENTATION PROGRAMS <ul><li>ORIENTATION AND LEARNING : recipients of the new program learned their jobs more quickly. that is, the more fully oriented employees mastered their jobs at the acceptable level of productivity more quickly than did employees who had the short orientation. </li></ul>
  7. 7. SOCIALIZATION <ul><li>Socialization is the ongoing process through which an employee begins to understand and accept the values, norms and beliefs held by others in the organization. the socialization process helps the organization meet its need for productive employees while enabling new employees to meet their needs. </li></ul>
  8. 8. Organization’s culture and values Socialization Process Individual’s personality
  9. 9. <ul><li>SOCIALIZATION THROUGH ORIENTATION : </li></ul><ul><li>Orientation programs are particularly effective socialization tools because they are used among new employees. since most newcomers have a strong desire to be accepted, they attempt to internalize “the way things are done in the organization” and make it “their way” too. training furthers the socialization process by having the employee actually learn and perform the desired behavior. </li></ul>
  10. 10. Content and responsibility for orientation <ul><li>Formal orientation programs usually rely on the HR department and the supervisor. This two tiered orientation program is used because he issues covered in an orientation fall into two broad categories: general topics of interest to most new employees and specific ,job related issues of concern only to specific jobholders. </li></ul>
  11. 11. <ul><li>Employee handbook: the coverage of organizational issues and fringe benefits often is supplemented with an employee handbook that describes company policies,rules,regulations,benefits and other items. </li></ul>
  12. 12. <ul><li>Supervisory role : In addition to the HR department’s presentation, the orientation is continued by the employee’s supervisor, who handles the job related introductions. </li></ul>
  13. 13. <ul><li>OPPORTUNITIES AND PITFALLS </li></ul><ul><li>A helpful supplement to the new comer orientation is the assignment of a buddy. in the buddy system of orientation, an experienced employee is asked to show the new worker around, conduct the introductions for the supervisor and answer the new comer’s questions. </li></ul>
  14. 14. BENEFITS OF ORIENTATION PROGRAMS <ul><li>Reducing employees anxieties with less anxiety, newcomers can learn their duties better. </li></ul><ul><li>Hazing by peers or criticism by supervisors can be kept in perspective since properly oriented workers have more realistic job expectations. As a result well oriented newcomers need less attention from co-workers and supervisors, perform better and are less likely to quit. </li></ul>
  15. 15. EMPLOYEE PLACEMENT <ul><li>Staffing needs are met in two ways: new hires from outside the firm and a reassignment of current employees, which may be referred to as in placement. </li></ul><ul><li>PLACEMENT : Placement is the assignment or reassignment of an employee to a new job. most placement decisions are made by line managers. </li></ul>
  16. 16. <ul><li>TYPES OF PLACEMENT </li></ul><ul><li>PROMOTIONS </li></ul><ul><li>TRANSFERS </li></ul><ul><li>DEMOTIONS </li></ul>
  17. 17. <ul><li>Promotions </li></ul><ul><li>A promotion occurs when an employee is moved from a job to another position that is higher in pay, responsibilities and/or organizational level. </li></ul>
  18. 18. <ul><li>Merit based promotions : it occurs when an employee is promoted because of superior performance in the current job. </li></ul><ul><li>Seniority based promotions : in some situations, the most senior employee gets the promotion. “Senior” in this case means the employee who has the longest length of service with the employer. </li></ul>Promotions usually are based on merit and/or seniority
  19. 19. TRANSFERS AND DEMOTIONS <ul><li>Transfers: they occur when an employee is moved from one job to another position that is relatively equal in pay, responsibility and/or organizational level. </li></ul><ul><li>Demotions : they occur when an employee is moved from one job to another position that is lower in pay, responsibility and/or organizational level. </li></ul>
  20. 20. Job-Posting Programs <ul><li>Job-posting programs inform employees about unfilled job openings and qualifications. The announcement of an opening invites qualified employees to apply. </li></ul>
  21. 21. SEPERATIONS <ul><li>Separations separation is a decision that the individual and the organization should part. </li></ul><ul><li>Separations can take several forms such as: </li></ul><ul><li>Temporary leaves of absence </li></ul><ul><li>Attrition </li></ul><ul><li>Layoffs </li></ul><ul><li>Termination </li></ul>
  22. 22. <ul><li>Temporarily leave of absence: employees sometimes need to leave their jobs temporarily. the reasons may include medical,family,educational,recreational and other motives. </li></ul>
  23. 23. <ul><li>Attrition: </li></ul><ul><li>Attrition is the normal separation of people from an organization as a result of resignation, retirement or death. it is initiated by the individual worker not by the company. </li></ul>
  24. 24. <ul><li>Layoffs : </li></ul><ul><li>layoffs entail the separation of employees from the organization for economic or business reasons. </li></ul>
  25. 25. <ul><li>Termination: </li></ul><ul><li>Termination is a broad term that encompasses permanent separation from the organization for any reason. usually this term implies that the person was fired as a form of discipline. </li></ul>
  26. 26. Issues in placement <ul><li>Three placement decisions that are overriding concerns to HR departme4nts are </li></ul><ul><li>Effectiveness </li></ul><ul><li>Legal compliance </li></ul><ul><li>Prevention of separations </li></ul>
  27. 27. <ul><li>Effectiveness : </li></ul><ul><li>The effectiveness of a placement decision depends on minimizing disruption to the employee and the organization. </li></ul>
  28. 28. <ul><li>Legal compliance : </li></ul><ul><li>For many years employment relationships that were not based on a formal written contract were considered to be employment at will relationships. employment at the will of either party and continued by mutual agreement. </li></ul>
  29. 29. <ul><li>Prevention of separations : </li></ul><ul><li>When HR department can prevent their organizations from losing valuable human resources, the money invested in recruitment,selection,orientation and training is not lost. money is saved by reducing the need to redeploy remaining employees. </li></ul>
  30. 30. <ul><li>VOLUNTARY RESIGNATIONS : </li></ul><ul><li>Voluntary resignations can be reduced by a satisfying work environment, a challenging job, high quality supervision and opportunities for personal growth. managers and HR departments are involved with these issues through supervisor training, career planning and other activities. </li></ul>
  31. 31. <ul><li>Death: </li></ul><ul><li>Even death as a source of separation is a target for progressive HR departments through safety, preventive health care and wellness programs designed to keep employees healthy. </li></ul>
  32. 32. <ul><li>Layoffs : layoffs are minimized in some companies by careful HR planning. </li></ul><ul><li>Termination : it contains question that why people are fired? </li></ul><ul><li>Training and employee development are another means of reducing terminations for poor performance. through effective training new and long service employees can be taught how to do their jobs successfully. </li></ul>
  33. 33. <ul><li>THANKS!! </li></ul>