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  • Step-1:Preliminary Screening InterviewUsually conducted by special interviewerAim - screen out unqualified candidates at outsetWhen large no. of applicants are available, preliminary interview desirable both from company’s point of view & that of applicants Essentially a sorting process, prospective applicants given necessary information about jobs in organisation.Necessary information also elicited from candidates - education, experience, skill, salary demanded, reasons for leaving their present job, physical appearance, age, drive etcIf candidate meets requirements of organisation, selected for further action. If not, he is eliminatedSuch interviews are shortStep-2:Application Blank or Form:Is a traditional, widely accepted device for getting information from prospective applicant to enable management to make selection. Enables personnel dept to draw tentative inferences about applicant’s suitability for employment. Information so collected also circulated to various members of selection committee to make a view about different applicants.Most orgs have standardised format to elicit following basic information about candidate:Biographical Data: Name, father’s name, place of birth, age, sex & marital statusEducational background :Education completed, degrees awarded, grades obtained, year of passing, training undergone, awards, distinction obtained etcPast experience data; previous employment, position held, salary drawn, nature of work & reasons for shifting Other information: Hobbies, interest participation in sports, NCC,NSS etcReference Checks: Names of two or more people who can certify suitability of candidateTo ensure truthfulness, application carries threat of discharge at any after employment if information provided is false At senior level, short –listed candidates have three levels of interviewsWith placement consultantsTechnical/project/regional headsHR functionariesStep- 3: Weighted application blankCertain application forms especially prepared by companies to generate weighted scoresFew special skills or personal factors identified; candidates having earlier experience given extra points during application screeningProcess facilitates speeding up of recruitment & selection processEG: job of sales rep requires good communication skills, young age, dynamic personality & high level of mobility & adjustmentCandidates having undergone training in communication skills, not married & willing to travel would score higher than othersStep-4: Use of Selection MethodsEmployment tests- to choose appropriate candidates from a pool, necessary to use tests that are objective & multipurposeStandardised test satisfies following criteria:Standardisation- implies uniformity of procedure in administering & scoring the testTest constructor provides detailed instructions reg exact materials employed, time limits, oral instruction, preliminary demo & other detailsReliability- refers to consistency of scores obtained irrespective of who or when test is administeredIs inbuilt in construction of statements in test with a statistical procedureReliability index is indication of repeatabilityValidity- refers to degree to which the test actually measures that it purports to measureTells us what the test is actually measuring
  • 1. Patterned or Structured Interview:Also called standardized interviews, are pre planned to a high degree of accuracy & precision.based on assumption that , to be most effective, every pertinent detail must be worked out in advance, egwhat kind of information is to be sought or given, how the interview is to be conducted, and how much time is to be allotted to it Questions asked in particular order with little deviation. 2. Non Directive or Free Interview:Is unstructured & relatively non planned, non directed by questions what the candidate be asked.Applicant asked very general questions, may reply in way he likes Candidate encouraged to express himself on variety of subjects, his expectations &motivations, background & upbringing, interests, even political predilections, etc. Purpose: determine what kind of person a candidate really is.3. Depth or Action Interview:Semi-structured in nature & utilizes questions in key areas studied in advance by interviewer. Typical subjects include: candidate’s home life, education, previous experience, aptitude, recreational interests & hobbies. Purpose: get true picture of interviewee by examining his background & thinking to make correct evaluation and decision4. Group Discussion Interview:Underlying Assumption: behaviour displayed in solution of problem related to potential success in job.Objective: see how all individuals perform on a particular task or situation. Groups rather than individuals interviewed. Interviewees given certain problems & asked to reach specific decision within particular time limit.Applicants enter into group discussion, knowing interview is a test, but do not know qualities being measured Few observers watch activities of interviewees- those whotake a lead in discussion, try influencing others, summarise & clarify issues, and speak effectively. 5. Panel or Board Interview: Candidate is interviewed by no. of interviewers. Questions asked in turn or in random order as they arise on any topic.6. Stress Interview:Interviewer assumes hostile role toward applicant.Deliberately puts him on defensive by trying to annoy or embarrass him. Interviewer asks questions rapidly, criticizes interviewee’s answers, interrupts him frequently, Keeps candidate waiting indefinitely, then subjects him to barrage of interrogations questioning whatever he might state, Too many questions asked at a time by many interviewers, Make derogatory remarks, accusing him he is lying & so on. Purpose: find out how a candidate behaves in stress situation.
  • 1. Preparation for Interview: Advance preparation by interviewer basic to success of interview. Will enable interviewer to cover all important aspects Large no. of decisions to be taken & arrangements have to be made before interview begins. These include:Establishing the objectives of the interview.Reviewing candidates’ application & resume. Noting areas that show candidate’s strengths & weaknesses on which questions be asked.Keeping test scores ready along with interview assessment format.Selecting interview method to be followed.Choosing panel of experts who would interview candidates.
  • Step-5: Interviewing the CandidateMost popular method of selectionUsed alongwith employment tests & sometimes the only method used in selectionScope is quite comprehensive, integrates all relevant characteristics about applicantDefinitions:According to Scott, “ An interview is a purposeful exchange of ideas, the answering of questions and communication between two or more persons.”According to Walter and Others “ Interview is a conversation with a purpose and the purpose may be to get information to give information and to make friend.”Gives a great opportunity to assess the individual on personal levelProvides excellent assessment of applicant’s personality, including his intelligence, interests, general attitude toward life etcIs an attempt to obtain maximum information from a candidate concerning his suitability for jobIs a process for exchange of information between interviewer & intervieweeStep-6: Reference Checks:References provide significant information about candidate if happened to be his former employers or with whom he might have been working earlier. Applicants normally asked to name two or three persons who know about his experience, skill, ability etc. but not be related to him.Prospective employermakes investigation on references supplied by candidate, andundertakes search into his past employment, education, personal reputation, punctuality, character, absenteeism etc.Step-7: Final Selection:Till this stage, selection handled by HR dept or staff executives. Since persons employed are to work under line officers, candidates are referred to them. Line officers will finally decide about work to be assigned to them. If line officer is production manager or foreman, may assess on - job performance of candidates.If candidate is not suitable for one job, is tried at other .If candidate’s performance not up to the mark, may be kept as apprentice for some time.Normally a candidate is not rejected at this stage.Step-8: Physical Examination:After selection decision but before making job offer, candidate required to undergo physical fitness test. Candidates sent for physical examination either to company’s physician or to a medical officer appointed for the purpose. Provides information on physical fitness of candidate.Step-9: Hiring DecisionAfter all steps, management makes final decision as to hire the candidateEach step needs be taken seriously lest will cost the organisation dearly; may lead to demoralisation of employeesSuitable candidates informed about hiring decisionOrganisaton offers appointment letter to successful candidates & selection comes to end
  • 4 hrm selection_jjm_mb203

    1. 1. SELECTION HRM MB-203Chapter 4
    2. 2. Contents2  Opening case  Meaning and definition  Selection vs. Recruitment  Selection process J J Maini, Faculty, MIMIT MALOUT
    3. 3. 3 J J Maini, Faculty, MIMIT MALOUT
    4. 4. Opening Case4  Madras Fertilisers Ltd (MFL)- the biggest fertiliser company in the country was established in 1991.  Several management experts in the country were appointed as Directors of the Board to run the company in a professional way  The company constituted a team of specialists to develop and administer tests & interviews to select candidates for the post of DGM (Marketing).  The team selected a promising candidate Mr Praveen, a post graduate in Statistics & a D. Litt. holder from USA as DGM (Marketing) for Southern Area after administering a battery of tests scientifically.  Mr. Chaitanya, an MBA from SK University, with 10 years experience in a similar field was not selected as his score in some tests was below the cut-off point and overall score was less than that of Mr. Praveen.  However, Mr. Chaitanya was employed as DGM (Marketing) in Pragati FertilisersJLtd (PFL) Hyderabad without administering J Maini, Faculty, MIMIT MALOUT any tests.
    5. 5. Opening Case5  M/s PFL is a medium scale organisation and its market share was only 10% in the southern region, whereas MFL was enjoying 50% market share in the south in 2001, when Mr. Praveen took charge  Mr. Chaitanya has been in-charge of the southern region since 2001. It is said that increase in market share from 10% to 60% during 2001 to 2006 of PFL in the southern region has been conclusively due to the efforts of Mr. Chaitanya.  The market share of MFL dwindled from 50% to 15% during 2001 to 2006 and Mr. Praveen has been made responsible for this situation.  The Board of Directors of PFL knew the reasons for the success of Mr. Chaitanya, whilst the Board of Directors of MFL. Appointed a committee to go into the matter of validity & reliabilityMaini,tests.MIMIT MALOUT J J of Faculty,
    6. 6. Selection Meaning6  Is process of choosing appropriate candidate from obtained applications to match requirements of job  Is a process of matching between skills of individual & requirements of job  Care need be taken , as these decisions affect not only career of individual but also future of orgs  No shortcut to accurate evaluation of candidate.  Hiring procedures generally long & complicated. J J Maini, Faculty, MIMIT MALOUT
    7. 7. Preliminary Interview Selection Rejected Applications Selection Tests Process Employment Interview Reference & Background Analysis Selection Decision Physical Examination Job Offer Employment Contract Evaluation7 J J Maini, Faculty, MIMIT MALOUT
    8. 8. Selection Process8 J J Maini, Faculty, MIMIT MALOUT
    9. 9. Steps in Selection Process Preliminary Screening Interview Application Blank or Form Weighted application Blank Employment tests Steps in Selection process Interviewing the candidate Reference Checks Final Selection Physical Examination Hiring Decision9 J J Maini, Faculty, MIMIT MALOUT
    10. 10. Selection Process Failed to meet minimum qualifications Initial Screening Passed Failed test Employment Test Failed to impress interviewer Passed and/or meet job expectations Selection Interview Passed Background Examination, if req’d Passed Problems encountered Medical examination, if required Passed10 Reject Applicant J J Maini, Faculty, MIMIT MALOUT Permanent Job offer
    11. 11. Difference between11 Recruitment & Selection Recruitment Selection1. Process of searching for 1. Selection means prospective employees & employment of workers stimulating them to apply for jobs in org2. Positive process 2. Negative process3. Purpose is to create a 3. Aims at eliminating pool of applicants for jobs unsuitable candidates in the organisation4. It is a simple process 4. It is a complex process J J Maini, Faculty, MIMIT MALOUT
    12. 12. Recruitment vs. Selection  Both recruitment and selection are the two phases of the employment process.12 The differences between the two are: 1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.  2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organisation, by attracting more and more employees to apply in the organisation WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organisation. 3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates. 4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests. 5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee. J J Maini, Faculty, MIMIT MALOUT
    13. 13. Outcomes of Selection Decision13 False Negative True Positive Success Error (Reject) (High Hit) True Negative False Positive (Low Hit) Error (Accept) Failure Failure Success Predicted Predicted J J Maini, Faculty, MIMIT MALOUT Selection Decision
    14. 14. Steps in Selection Process14  Follows standardised process beginning with initial screening interview & concluding with final employment decision  Involves following steps:  Preliminary screening interview  Completion of application form  Employment tests, interview & evaluation methods  Medical examination  Background investigations & references  Final decision to hire  Order & emphasis on each of these aspects may differ from company to company  Some may give more importance to tests, some emphasize one, two or three rounds of interview, others rely on background or reference checks J J Maini, Faculty, MIMIT MALOUT
    15. 15. Steps in Selection Process15  Step-1:Preliminary Screening Interview  Step-2:Application Blank or Form:  Step- 3: Weighted application blank  Step-4: Use of Selection Methods J J Maini, Faculty, MIMIT MALOUT
    16. 16. Steps in Selection Process-16 Selection Tests  Ability/ Achievement CHOOSING TESTS tests  Reliability  Aptitude tests  Validity  Personality tests  Interest tests  Graphology test  Polygraph test  Medical tests J J Maini, Faculty, MIMIT MALOUT
    17. 17. Steps in Selection Process- selection tests17  1. Aptitude or Potential Ability Tests: Are of three types:  Mental or Intelligence Test:  Mechanical Aptitude Test:  Psychomotor or Skill Tests:  2. Achievement Tests: also known as proficiency tests; measure the skill of knowledge acquired as a result of a training programme and on the job experience. These are of two kinds:  Job Knowledge Tests - oral or written.  Work Sample Tests - typing test J J Maini, Faculty, MIMIT MALOUT
    18. 18. Steps in Selection Process-18 selection tests (contd.)  3. Personality Tests: Are of three types:  Objective tests- neurotic tendencies, self sufficiency, dominance-submission, and self confidence.  Projective tests  Situation tests  4. Interest Test  Examples: Kuder Reference Record, The Strong Vocational Interest Blank etc.  5.Graphology Tests  6. Polygraph test  7. Medical Tests J J Maini, Faculty, MIMIT MALOUT
    19. 19. Problem from the Test of Mechanical Comprehension19 Which gear will turn the same way as the driver? J J Maini, Faculty, MIMIT MALOUT
    20. 20. Sample Picture Card from Thematic Apperception Test20 How do you interpret this picture? Source: Harvard University Press. Used with permission. J J Maini, Faculty, MIMIT MALOUT
    21. 21. Graphology Graphology (handwriting analysis)  Assumes that handwriting reflects basic personality traits.  Graphology’s validity is highly suspect. Handwriting Exhibit Used by GraphologistSource: Reproduced with permission from Kathryn Sackhein, Handwriting Analysisand the Employee Selection Process (New York: Quorum Books, 1990), p. 45. J J Maini, Faculty, MIMIT 6–8 Figure 6–21 MALOUT
    22. 22. Graphology22 J J Maini, Faculty, MIMIT MALOUT
    23. 23. The Polygraph and Honesty Testing23  The polygraph (or lie detector) A device that measures physiological changes,  The assumption is that such changes reflect changes in emotional state that accompany lying. J J Maini, Faculty, MIMIT MALOUT
    24. 24. Physical Examination / Medical24 Tests  Reasons for pre-employment medical examinations:  To verify that the applicant meets the physical requirements of the position  To discover any medical limitations you should take into account in placing the applicant.  To establish a record and baseline of the applicant’s health for future insurance or compensation claims.  To reduce absenteeism and accidents  To detect communicable diseases that may be J J Maini, Faculty, MIMIT MALOUT unknown to the applicant.
    25. 25. Basic Testing Concepts- CHOOSING TESTS25  Reliability  The consistency of scores obtained by the same person when retested with the identical or equivalent tests.  Are the test results stable over time?  Test validity  The accuracy with which a test, interview, and so on measures what it purports (claims) to measure or fulfills the function it was designed to fill.  Does the test actually measure what we need for it to measure? J J Maini, Faculty, MIMIT MALOUT
    26. 26. Basic Testing Concepts- CHOOSING TESTS -Types of Validity26  Criterion validity  A type of validity based on showing that scores on the test (predictors) are related to job performance (criterion).  Are test scores in this class related to students’ knowledge of human resource management?  Content validity  A test that is content valid is one that contains a fair sample of the tasks and skills actually needed for the job in question.  Do the test questions in this course relate to human resource management topics?  Is taking an HR course the same as doing HR? J J Maini, Faculty, MIMIT MALOUT
    27. 27. Steps in Selection Process –27 Step 5 Types of Interview 1. Patterned or Structured Interview 2. Non Directive or Free Interview 3. Depth or Action Interview 4. Group Discussion Interview 5. Panel or Board Interview 6. Stress Interview J J Maini, Faculty, MIMIT MALOUT
    28. 28. Steps in Selection Process - Interview Process Steps28 1. Preparation for Interview 2. Physical Setting 3. Conducting the Interview 4. Closing the interview 5. Evaluation of Results J J Maini, Faculty, MIMIT MALOUT
    29. 29. Steps in Selection Process29 Step-5: Interviewing the Candidate  An interview is a purposeful exchange of ideas, the answering of questions and communication between two or more persons.  Step-6: Reference Checks  Step-7: Final Selection  Step-8: Physical Examination  Step-9: Hiring Decision J J Maini, Faculty, MIMIT MALOUT
    30. 30. Reference Checking Form (Verify that the applicant has provided permission before conducting reference checks) Candidate Name: Reference Name: Company Name: Dates of Employment: (From: and To:) Position(s) Held: Salary History: Reason for Leaving: Explain the reason for your call and verify the above information with the supervisor (including the reason for leaving) 1. Please describe the type of work for which the candidate was responsible. 2. How would you describe the applicant’s relationships with coworkers, subordinates (if applicable), and with superiors? 3. Did the candidate have a positive or negative work attitude? Please elaborate 4. How would you describe the quantity and quality of output generated by the former employee? 5. What were his/her strengths on the job? 6. What were his/her weaknesses on the job? 7. What is your overall assessment of the candidate? 8. Would you recommend him/her for this position? Why or why not?309. Would this individual be eligible for rehire? Why or why not?MALOUT J J Maini, Faculty, MIMIT Other comments?
    31. 31. Selection Methodology at HSBC31  Has evolved its own unique selection procedure  According to Ronald Sequeira, Senior Resourcing & Development Manager:  Manpower selection in HSBC is open & transparent  String of competencies are identified  are crucial for the progress of the employee & organisation  are tested several times at each step of the recruitment process by senior HR professionals & across functions for specific job profile  Have ‘soft’ bio data questionnaire; brings out candidate’s profile beyond conventional requirements of age, expertise, achievements & academic background  Then there are 50 questions estimating candidate’s relevant competencies to provide the right job fit  Questionnaire applies to diverse range of corporate functions ranging from customer service & sales to front end operations like call centres J J Maini, Faculty, MIMIT MALOUT
    32. 32. Selection Methodology at HSBC32  Short listed are put through process of assessment centres  Assessment Centres test range of competencies of candidates, incl their management styles, leadership skills, communication skills & commercial orientation  Evaluation process passes through 3 stages: psychometric, intray & aptitude  Psychometric Test level: there is occupations personality questionnaire where candidate describes his own personality  Intray: case study round, where candidate is given a certain situation with constraints, opportunities & other inputs  Is customised to job in question  Abilities are measured based on kind of solution-centric feedback that the candidate delivers  Aptitude level: candidate assessed for any special skills -like exceptional power point presentation abilities or gift of gab  Candidate is finally selected based on performance in all these rounds J J Maini, Faculty, MIMIT MALOUT
    33. 33. Selection Methodology at IAF33  IAF has 4-step selection procedure  Step 1- Scanning of Application  Selection procedure begins after candidate sends his application form  All application forms checked for eligibility  Followed by call letter to report to any one of Air Force Selection Boards at Dehradun, Varanasi & Mysore  Step 2- Testing Officer like Qualities  At Air Force Selection Boards candidate undergoes no. of psychological tests, an interview & group activities, collectively called Officer Like Qualities (OLQ) Tests  Are designed to gauge candidate’s potential & suitability as an officer in Armed Forces  Psychological Tests are written tests conducted by Psychologist  Group Tests are interactive indoor & outdoor tests. IAF expects physical participation from all candidates  Interview involves personal conversation with their interviewing officer  All these tests are screening tests; if a candidate doesn’t make passing grades, he is routed back home the same day J J Maini, Faculty, MIMIT MALOUT
    34. 34. Selection Methodology at IAF34  Step 3- Conducting Medical Examinations  If candidate has applied for Flying branch and is found suitable by the selection Board, he is sent to Air Force Central Medical Establishment, New Delhi or Institute of Aviation Medicine for thorough medical examination  Step 4- Preparing All India Merit List  An All India merit list is compiled on basis of candidate’s performance at the group tests & medical examination  If they qualify the merit list, depending upon vacancies, they are instructed to go to training academy J J Maini, Faculty, MIMIT MALOUT
    35. 35. 35 Placement According to Pigors and Myers "Placement is determination of the job to which an accepted candidate is to be assigned and his assignment to that job. J J Maini, Faculty, MIMIT MALOUT
    36. 36. Placement36  Placement succeeds selection process  Placement refers to actual procedure wherein an individual is assigned with a job  Also involves assigning a specific rank & responsibility to an employee  Decision taken after matching requirements of job with qualifications of candidate  When handled carefully  reduces absenteeism & employee turnover,  prevents accidents & classifies expectations J J Maini, Faculty, MIMIT MALOUT
    37. 37. Placement37  Placing right man at right job is as important as hiring the right person.  Desirable : sound placement scheme to make employees feel comfortable on their new jobs.  Placement –  process of assigning specific job to each one of selected candidates  means sending newly employed person to some dept for work  also implies assigning specific rank &responsibility to an individual  matching requirements of job with qualifications of candidate is essence of placement J J Maini, Faculty, MIMIT MALOUT
    38. 38. Placement38  It is a matching of what the supervisor has reason to think he can do with the job demands.  It is a matching of what he imposes (in strain, working conditions etc.) and what he offers (in the form of payroll, companionship with others, promotional possibilities etc.)” J J Maini, Faculty, MIMIT MALOUT
    39. 39. Placement39  Basic principles be followed at time of placement of worker :  Man be placed on job according to requirement of job. Job not be adjusted according to qualifications of man. Job first, man Next, be the principle of placement.  Job be offered according to his qualifications; placement be neither higher nor lower than qualifications.  Employee be made conversant with working conditions prevailing in industry & all things relating to job. Should also be made aware of penalties if he commits a wrong.  While introducing the job to new employee, effort be made to develop sense ofMALOUT &cooperation in J J Maini, Faculty, MIMIT loyalty
    40. 40. Placement40  Basic principles…contd  Placement should be ready before selected person joins  Placement in initial period may be temporary till completion of training. Employee be transferred to job where he can do better justice.  Proper placement helps to improve employee morale.  Capacity of employee be utilised fully if placed on job for which suitable.  If candidate adjusts himself to job & continues to perform as per expectations, means candidate is properly placed.  Main problem: when recruiters look at individual but not the job. J J Maini, Faculty, MIMIT MALOUT
    41. 41. 41 Induction According to Edwin B. Flippo "Induction is welcoming process, makes new employee feel at home and generate in him feeling of belongingness to organisation." J J Maini, Faculty, MIMIT MALOUT
    42. 42. Induction42  When new employee joins, be welcomed & be helped to get acquainted and adjusted with fellow employees & work environment.  Be introduced to fellow employees, working conditions, rules & regulations etc.  First day of employment long remembered & counts much in attitude of employee towards job & company. J J Maini, Faculty, MIMIT MALOUT
    43. 43. Objectives of Induction43  To promote a feeling of belonging and loyalty to the organisation among newcomers  To build up new employees confidence in organisation enabling him to become efficient employee  To bring about agreement between the organisation goals and individual’s goals.  To give new employee information regarding org structure, product, policies, rules & regulations and facilities provided by company such as cafeterias, locker room, leave rules etc.  To introduce new worker to supervisor & fellow colleagues with whom he has to work.  To create sense of security for the worker in his job that fairness to the worker is the inherent in organisation. J J Maini, Faculty, MIMIT MALOUT
    44. 44. Steps of Induction44 1. Immediate supervisor welcomes newcomer to organisation 2. Explains overall objectives of company & dept 3. Explains employees’ role in achieving the objectives 4. Shows place of work 5. Hands over rule & job description 6. Gives details about training opportunities & promotional avenues 7. Discusses working conditions 8. Furnishes all details reg salary & benefits 9. Guides employee through tour of entire org J J Maini, Faculty, MIMIT MALOUT
    45. 45. Induction45  Topics covered in employee induction programme  Organisational issues  History of the company  Names & titles of key executives  Employees title & dept  Layout of physical facilities  Probationary period  Products/ services offered  Overview of company’s procedures  Disciplinary procedures  Employee handbook  Safety stepsJ Maini, Faculty, MIMIT MALOUT J
    46. 46. Induction46  Employee benefits  Pay scales  Vacations , holidays  Rest pauses  Training avenues  Counseling  Insurance, medical, retirement benefits  Introduction  To supervisors  To co-workers  To trainers  To employee counselors  Job duties  Job location  Job tasks  Job safety needs  Overview of jobs  Job objectives J J Maini, Faculty, MIMIT MALOUT  Relationship with other jobs
    47. 47. Induction47  Programme usually completed in a day  Some large orgs show video film about the company, including past achievements  Personalities who made significant contribution to company also serve as role models for others  At end of the day, new entrant  is comfortable with environment,  understands his job responsibilities & duties,  identifies his team members, &  Is clear about his career goals  Follow-up process usually after one week or so:  to know if he understood the orientation programme, &  has got adjusted to company’s processes J J Maini, Faculty, MIMIT MALOUT
    48. 48. Induction48  Reasons for failure of orientation programme; must be avoided  Supervisor who has to induct the employee lacks training, may be too bossy.  Employee overwhelmed with too much information in short time  Employee is confused with wide variety of forms to be filled  In initial stages, employee given only very trivial jobs that discourage job interest & affect company loyalty  Employee is asked to perform challenging jobs where chances of failure are high; could needlessly discourage the employee.  Employee forced to balance between broad orientation J J Maini, Faculty, MIMIT at div’al level. by dept & narrow orientationMALOUT  Employee thrown into action too soon.
    49. 49. New Employee Orientation at HP49  HP’s consulting division consists of around 6500 employees worldwide  After employee joins, he/she is educated about complete corporate history  Within first 4 months of the job, consultants travel all around globe to main office at Palo Alto, California to attend 5-day programme, termed ‘HP Global New Hire Orientation’  Cultural orientation includes tour to famous HP garage where founders transformed their ideas into action  Trip to first office with original office furniture & architecture dates back to 1950s, helps the new employee feel connected to large MNC  Place also houses personalized notepads and paperwork  By building such connection to corporate mission, new hire programme introduces consultants to business strategy origins & core values J J Maini, Faculty, MIMIT MALOUT  New hires are able to understand position of HP consulting in
    50. 50. New Employee Orientation at HP50  Programme in use for over 12 years & is primarily aimed at new hires understanding HP’s traditions & values  New employee orientation programme also provides tools for growth & success of the individuals & organisation  Some of these include  Business climate information & instructions on building consultative skills  Customer engagement  Client relationships & selling skills  Programme reaches across demographic lines & builds bridge between different cultures  Over past 2 years, nearly 1000 consultants from 30 different countriesMaini, Faculty, MIMIT MALOUT the programme J J have benefited from
    51. 51. Polarization at Polaris51  Nalanda, called Corporate University of Polaris, cares to the needs of individual & organisational learning  Intensive 4-week Induction programme provides campus recruits the necessary wherewithal to make the transition to thoroughbred software engineers  Induction programme introduces them to various Polaris processes & Software development methodologies  Socialization process suitably ‘acculturates’ them to Polaris way of life  Trains new recruits on service delivery process of Polaris J J Maini, Faculty, MIMIT MALOUT  Various presentations during induction programme
    52. 52. Polarization at Polaris52  Induction is not conventional class room instruction mode-batches divided into small groups; they have to explore & gather information in area of technology given to them  They have to share it with rest of the batch through presentations  Ample measure of soft skills is thrown into the induction programme.  Communication workshops, team building exercises, business etiquettes & presentation skill feature prominently during the induction programme  Importance of application of one’s learning is underlined by Project work that fresh recruits are required to do for successful MALOUT J J Maini, Faculty, MIMIT completion of the programme
    53. 53. “God doesnt require us to succeed; he only requires that53 you try.” - Mother Teresa J J Maini, Faculty, MIMIT MALOUT

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