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A
SUMMER TRAINING REPORT
AT
ON TOPIC IS
INDUCTION TRAINING
BY:
KULDIPSINH A. JADEJA
SR M.L.W (07)
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Preface
The Master of Labour Welfare (MLW) programme is well structured and
integrated professional course. The main objective of practical training at MLW
level is to develop skill in student by supplement to the theoretical study of
labour legislations, HRM, labour welfare in general. Industrial training helps to
gain real life knowledge about the industrial environment and business
practices. The MLW programme provides student with a fundamental
knowledge of labour legislations and welfare activities in organizations, as well
as an exposure to strategic thinking of management.
In every professional course, training is an important factor. Professors give us
theoretical knowledge of various subjects in the college but we are practicallyexposed of such subjects when we get the training in the organization. It is only
the training through which I came to know that what an industry is and how it
works. I can learn about various departmental operations being performed in the
industry, which would, in return, help me in the future when I will enter the
practical field. Training is an integral part of MLW and each and every student
has to undergo the training for 6 to 8 weeks in a company and then prepare a
project report on the same after the completion of training.
During this whole training I got a lot of experience and came to know about the
management practices in real that how it differs from those of theoretical
knowledge and the practically in the real life.
In todays globalized world, where cutthroat competition is prevailing in the
market, theoretical knowledge is not sufficient. Beside the one need to have
practical knowledge, which would help an individual in his/her career activities
and it is true that Experience is best teacher.
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ACKNOWLEDGEMENT
Any attempt at any level can't be satisfactorily completed without the support
and guidance of my guide and my professors. With immense pleasure, I would
like to present this project report for induction training. It has been an enriching
experience for me to undergo my summer training at Arvind Mill, which would
not have possible without the goodwill and support of the people around. As a
student of Master of Labour Welfare, Gujarat University, I would like to
express my sincere thanks to all those who helped me during my practical
training programme.
Words are insufficient to express my gratitude toward Mr. Sanjay S. Lalbhaithe Managing Director of ARVIND. I would like to give my heartily thanks to
Mr. Subhanish Malhotra (HR mgr.) & Mr. Vikramsinh Chavda (IR mgr.) who
permitted me to get training at ARVIND. I am very thankful to Mr. Madhubhai
Patel (Trainer),Mr.Devang Jaiswal, Mr.Sailendrssingh who helped me at everystep whenever needed.
I would like to express my immense gratitude to my guide Prof. (Mrs.) Alpa
Mehta for her constant support and motivation that has encouraged me to come
up with this project.
I am very thankful to all my faculty members who have rendered their whole
hearted support at all times for the successful completion of this summer project
on induction training.
However, I accept the sole responsibility for any possible error of omission and
would be extremely grateful to the readers of this project report if they bring
such mistakes to my notice.
Yours Sincerely,
Kuldipsinh A. Jadeja
Roll No.:
Dept. of Labour Welfare
Gujarat University, 2011-2012
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COMPANY PROFILE
Name of the Company: Arvind Mills Ltd.
Year of establishment: 1997
Address of the Company: Arvind Mills Ltd., PO. Khatrej,
Dis. Gandhinagar, Gujarat, India
Telephone no: +912764255000Fax no: +912764255774
Company Website:www.arvindmill.com
Form of Company: Limited Company
Main Product of the Company: It is textile compose mill in which cottons are
change into a full cloth.
Manpower of the Company: 7000 are permanent and 1000 is Contract
labours.
Financial Position: Rs. 20 Billion (US $ 500 Million)
We may import latest technologies from the west but our personal
values must remain our own, rooted in our own tradition that is the
secret of the sense of fulfillment of life.
Shree Kasturbhai Lalbhai
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HISTORY OF THE COMPANY
The Lalbhais are descendents of Seth Shantidas (c.1590-1659), a famous
jeweler, financier and businessman of the seventeenth century. Shantidas is
known to have even financed the mighty Moghul empire and was the first to be
conferred with the title of Nagarsheth. Khushalchand (1680-1748) grandson of
Shantidas had saved the city of Ahmedabad from the marauding Maratha army
in 1725 by paying a ransom of Rs. 5 Lakh on behalf of the whole city.
The currentsurname is derived from Lalbhai Dalpatbhai the great great
grandson of Himabhai (1785-1858) son of Khushalchand. Lalbhai was born
around the time when the first textile factory in the city went into production.
The first manufacturing company of the Lalbhai family Saraspur Manufacturing
Company was established in 1897 which was into producing cotton yarn.
During the intensifying Swadeshi movement the second company Raipur Mills
was established in 1905. Due to untimely death Lalbhai Dalpatbhai the reins of
his businesses were handed over to his young sons including a seventeen year
old Kasturbhai Lalbhai. Kasturbhai is widely acknowledged to be the father of
modern Indian textile industry. Kasturbhai started the first large scale textile
mill under the name of Asoka Mills in 1920 with a capital of Rs.12 Lakh at a
time when the largest mills in the region were built with not more than Rs. 5
Lakh. 1930-31 saw the resurgence of second Swadeshi movement coinciding
with the great depression. While different entrepreneurs reacted to the situation
differently Kasturbhai saw this as the decade of prosperity and growth and
established the flagship Arvind Limited in 1931 with an authorized capital of
Rs. 25.25 Lakh. Kasturbhai had also floated mills for families of his three sisters
under the name of Aruna Mills in 1928 and Nutan Mills in 1931. With the
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expansion Kasturbhai came to occupy the position of the biggest textile
magnate in the country. Few groups could claim to have made such great strides
during one of the worst periods in Indias industrial history.
After continuously successful period of four decades in the pre-
independence era, the group entered into other fields such as dyes,
pharmaceuticals, chemicals, etc. The first diversification started in 1939 with
Anil Starch Limited. Atul Products Limited was established in 1952 for
manufacturing textile and other dyestuff. In the same campus as Atul existed the
joint ventures with Ciba-Geigy called Cibatul, with American Cynamid called
Cynamid of India and with ICI of UK called Atic Industries and as the time
progressed the JV partners separated amicably and these companies exist in
India today as full representatives of these global giants.
The group took over the then sick company Ahmedabad Laxmi Cotton
Mills Co. Ltd. and merged with Arvind Limited and the unit was renamed as
Ankur Textiles. The unit currently under Arvind Products Limited is today the
country largest organized player in the voiles market.
The groupalso invested in Anup Engineering Limited engaged in
fabrication and set up Amol Dicalite in collaboration with General Refractories
Limited, U.S.A for manufacturing filter aids and perlite products.
Apart from the field of business the Lalbhais over generations have
contributed to education, social and religious causes. Lalbhais contribution to
education starting from Gujarat Vernacular Society in late 1800s to formation
of Ahmedabad Education Society, Physical Research Laboratory, ATIRA and
the famed IIM Ahmedabad are just to name a few. Today Shrenik Lalbhai heads
the Sheth Anandji Kalyanji Trust involved in propagating and maintaining Jain
temples in western India a post he inherited from Kasturbhai Lalbhai. Mr.
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Sanjay Lalbhai is genuinely committed to the societal causes and is
spearheading these initiatives under the aegis of Sharda trust.
One of the important factors which built up the Group was the close
relationship of mutual trust between the three brothers Chimanbhai,
Kasturbhai and Narottambhai. Despite Kasturbhai having emerged as the
patriarch of the group, there was satisfactory distribution of property and
managing powers with the members of the family. The management of the
companies was distributed between family members who consulted each other
under the leader Kasturbhai. Siddharthbhai the eldest son of Kasturbhai
managed Atul Products, while his younger son Shrenikbhai looked after the
management of Anil Starch. Chimanbhais family branch managed Raipur and
Saraspur Mills while Narottambhais younger son, Niranjanbhai devoted his
time in technical function of Arvind Limited and his elder son Arvindbhai
managed both, Arvind and Asoka Mills.
After Kasturbhais death, Arvindbhai son of his brother Narottambhai
assumed the leadership of the Group. The process of expansion and the
initiative of restructuring of the Group however was led by the third generation
of Lalbhais under Sanjay and Sunil, grandsons of legendary Kasturbhai Lalbhai.
The major contribution of Sanjay Lalbhai has been that of overall
transformation of the Group culture by induction of highly skilled and qualified
professional managers.
Today Sanjay Lalbhai is the Chairman of the Group and leads Arvind
Limited and Sunil Lalbhai managing the dyes and chemicals business under the
Atul Products Limited banner. The current estimated group turnover is over Rs.
2500 Crore.
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At Arvind, it is firmly believed that a successful company must play an
active role in the development of the society from which it springs. Besides
pursuing its business goals, it should also be responsible corporate citizen. It is
because of these beliefs that Arvind is always on the forefront of extending a
helping hand for the needy, downtrodden and for the society at large.
Arvind has always been actively involved in the educational institution,
hospitals and research institutions of Ahmedabad, its hometown.
It co-pioneered the world renowned Indian Institute of Management,
Ahmedabad (IIMA), and helped set up the Ahmedabad Textile Industry
Research Association (ATIRA), and The Kasturbhai Lalbhai Textile Training
Center to develop and enhance the skills of textile workers.TheNarottambhaiLalbhai Rural Development Fund and The Lalbhai Group Rural
Development Fund where founded to undertake special programs for the
economically deprived.
It also assists the nearby villages, through nutritional programs, food camps and
the harnessing of solar energy.
Contribution of Arvind mill in Socity
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Arvind Limited commits itself to continually improve our environmental
management. It strives to go beyond the requirements of the applicable
environmental laws & other regulations through:
Optimizing usage of cotton, energy, chemicals & water.
Adopting preventive strategies to reduce the generation of effluents,waste & air emissions.
Maximizing the recycling of inevitable wastes.
Encouraging suppliers & buyers to become environmentally responsible
Maintaining a safe working environment.
Increasing the green cover.
Training employees on environmental issues.1) Effluent Treatment Facilities:
All the production / processing units are provided with adequate wastewater /
water treatment facilities, to meet the requirements of regulating authorities as
well as our reputed customers like Levis, Nike etc.
Arvind Limited at Santej has one of the largest effluent recycle plants in Asia
with recycling capacity 10,500 m3/day. The latest & best of the technologies
available in water / wastewater treatments can be seen in operation in this plant.
The Arvind International (division) has Effluent recycling facilities comprising
Chemical, Biological & tertiary treatment and it is of 800-m3/day capacity. The
plant also has ISO 9000 & ISO 14000 certification.
Arvind Limited at the main site at Naroda also possess chemical, biologicaltreatment facilities to treat 10000 m3/day of effluents to meet the pollution
Arvind & Environment
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control board norms. Ankur Mills (division) has Effluent treatment plant of
1600-m3/day capacity with chemical & biological treatment facility to achieve
the pollution board norms. Arvind Limited (Garment exports division) is setting
up a new garment unit at Mysore road, Bangalore, along with Effluent treatment
plant of 1450 m3 /day capacity. This plant also possesses chemical, biological
& tertiary treatment facilities to achieve the State Pollution Control Board
norms. The uniqueness of this plant is all its process water requirements will
be attained through recycled sewage water of Bangalore City.
2) Air pollution Control:
Arvind Limited has switched from liquid fuel to Natural gas for all their heating
& steam requirements in order to avoid the air pollution.
3) Solid waste Management:
All the units believe in waste minimization measures. All the ETP plants are
provided with adequate sludge Dewatering facilities. Units at Santej, Naroda,
Arvind International & the upcoming Bangalore unit are provided with
Decanter Centrifuges for sludge de-watering. De-watered sludge is dried in
solar evaporation pans for further volume reduction. Waste oil generated in all
the units is recycled. Polythene liners, Discarded containers are disposed off to
the respective buyers.
4) Afforestation & Rain water Harvesting:
Units at Khatrej & Santej have very good afforestation & green belts. The
Santej unit has more than 1 lakh trees & other shrubbery. Plants like Jetropha
(seeds used for Biodiesel generation) are grown extensively. ETP treated water
is used for this plantation so as to minimize raw water consumption. Beautiful
lawns with Fountains are part of the landscape.
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At the Santej unit ground water recharging facility is also developed where in
yearly about 40 MLD rain water is recharged in to ground water table. Two
recharge ponds with a capacity of about 4000 m3 are made & Rainwater during
the monsoon is collected in theseponds & recharged in to Ground water table.
Human Resources for a business enterprise needs a conceptual outlay to enablebusiness managers to identify, plan and implement planning for manpower.
Fundamentally, business situations have changed the world over. The rise of theintellect has been imminent. Human resource planning can no longer confineitself to the traditional sources for hiring and retaining. The human resources of
today see their roles having changed from that of a doer to that of a thinker andon most occasions a thinker doer.
Arvind Products Limited
The company is a subsidiary of the Arvind Mills limited. The principal
business segments of the company include manufacturing and marketing of
Voiles fabrics, Bottom weight fabrics (Khakis) and Yarn.
The company operates through its divisions viz: Arvind Intex (with both
ring and open yarn and manufacturing under one roof), Arvind Cotspin
(manufacturing 100% cotton yarn and double yarn in a wide range of counts
varieties), and Ankur Textile (manufacturing ofVoiles).
HUMAN RESOURCES
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Arvind Brand Limited
Arvind Brands, a group company, managers various brands owned by
Arvind. These include Flying Machine, Newport and Ruf & Tufin jeans and
Excalibur in shirts.
This company services entire Domestic market and India apart from these
owned brands they produce international brands also like; Arrow, Lee,
Wrangler, etc for the Indian market.
The management out of their office at Bangalore, India manages the
entire retailing (including, manufacturing, branding, logistics, marketing and
sales).
Atul Limited
The Rs. 600 crore Atul products, set up in 1947, is one of the Asias
largest and greenest chemical complexes. The company has grown to become
Indias largest dyestuffs manufacturer, making and marketing over 250
variables of chemical and intermediates, from basic commodity chemicals to
area of expertise intermediate required for the agrochemical, defense, dyestuff,
leather, paper, pharmaceutical and textile industries. Atul exports to more than
50 countries.
Amol Dicalite Limited
A group company with the business ranging from Textile clothing to
Filter Aids to Perlite Products.
Anup Engineering Limited
It is one of the leading Engineering companies engaged in manufacturing
process equipment for Chemicals, Refineries, Petrochemicals, Pharmaceuticals,
Fertilizers, Drugs and Allied Industries. The company equipped with
Laboratory to carry out various destructive and non-destructive tests apart from
an independent quality control department. Equipment and components are
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manufactured out of carbon steel, stainless steel, monel, inconel, cupronickel,
aluminum alloys, clad sheets, querched and tempered steels, etc
COMPANYS VISION
To achieve Global Dominance in select businesses built
around our core competencies, through continuous product and
technical innovation, customer orientation and a focus on cost
effectiveness.
COMPANYS PHILOSOPHY
WE BELIEVE
In people and their unlimited potential,
In content and focus in problem solving,
In teams for effective performance in the intellect & its power.
WE ENDEAVOUR
To select, train and coach people to obtain higher & early responsibilities,
To nurture talent to be built as leaders of our tomorrows corporation,
To reward, celebrate and activate al intellectual business contribution.
WE DREAM
Of excellence in all our endeavors
Of mutual benefit and prosperity
Of making the world a better place to live in.
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COMPANYS CORE VALUES
Openness and Transparency
We are open and transparent in all that we do and say, this applies to all
working relationships at every level, involvement trust and willingness to listenare the guiding principles for decision making, we believe in open
communication, offer freedom to speak ones mind & act demonstrating
openness & clarity in all our actions.
Dignity of the individual and the institution
Each individual is an integral part of the institution. Human dignity and worth
of an individual is acknowledged & maintained at all times. Nothing shall
impose upon the dignity and status of the institution which has its roots in thisarticulated core values.
Trusteeship
Strong sense of the ownership an commitment towards the organization and the
business as a whole, is the basic premise of all actions, we will managed our
institution as a trust, as empowerment leaders & to all that needs to be done
ethically for the purpose of the institution for today. We leave behind a vibrant
institution for the future of this nation & the world at large.
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CHAIRMAN
Mr. Arvind N. Lalbhai
He is a science graduate and has been associated with the company for
over 60 years. He has been the director since March 1974 and Managing
director since January 1975 till November 2002. He is the former president of
the federation of Indian chamber Commerce & Industry.
MANAGING DIRECTOR
Mr. Sanjay S. Lalbhai
A science graduate with a Masters Degree in Business Management has been
associate with the company for more than 25 years.
Board of Directors
Chairman and Managing Director
Mr. Snjay S. Lalbhai
He is a Chairman and Managing Director of the company. He is a sciencegraduate with a masters degree in Business Management. He has been
associated with the company for more than 28 years. He also holds directorship
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in Arvind Spinning Ltd., Maurities, Amol Decalite Limited, Mahindra GujaratTractor Limited, Torrent Pharmaceuticals Limited, Arvind Worldwide Inc.,USA, Arvind Worldwide (M) Inc. and Arvind Overseas (M) Limited.
Director and Chief financial Officer
Mr. Jayesh K. Shah
He is a Whole time Director with designation of Director and Chief financialOfficer of the company. He is a Commerce Graduate and Chartered Accountantand has been with the company for more than 22 years. He has a distinguishedacademic career and extensive administrative, financial, regulatory and
managerial expertise. He also holds directorship in various companies.
Other Directors
Mr. S. R. Rao (Nominee of EXIM Bank)
He is a Nominee Director of EXIM Bank. He is a graduate from The
Indian Institute of Technology, Bombay. He is the Chief General Manager of
the EXIM Bank of India. He is also on the Board of Global Procurement
Consultants Ltd., Global Trade Finance Ltd., and Nagarjuna Oil CorporationLtd.
Mr. K.M. Jayarao (Nominee of ICICI Bank)
He is a Nominee Director of ICICI Bank Limited. He is a B. E.
(Mechanical) and a Senior General Manager of ICICI Bank Limited. He is also
on the Board of Ispat Industries Limitred., Nagarjuna Fertilizers and Chemcals
Limited., Share Microfin Limited., and Loyad Chiles offshore Limited.
Mr. Sudhir Mehta
He is Non-executive and Independent Director of the company. He is a
Science Graduate from Gujarat University. He was instrumental in the growth
and progress of Torrent Pharmaceuticals Limited the flagship company of the
Torrent group. He systematically expended the power business of Torrent
Group by acquiring significant stakes in the Torrent Power AEC Limited and
Torrent Power SEC Limited and Torrent Power Generation Limited is nowmerged with the Torrent Power Limited and one among the few successful
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independent power projects in India. He has managed strategic alliance with
leading international giants form U.K. Germany, France and USA.
Mr. Munesh Khanna
He is a Non-executive and Independent Director of the company. He is a
Chartered Accountant from Institute of Chartered Accountants of India. He has
21 years of experience in Investment Banking from across the Industrial
spectrum in India in the areas of M & A, Financial Restructuring and Resource
Raising. In addition, he has also an extensive experience in the Energy, Utilities
and Telecom sectors.
Mr. G. M. Yadwadkar (Nominee of IDBI)
He is a Nominee Director of IDBI. He is a General Manger of IDBI,
Ahmedabad. He is also on the board of Ecoboards Industries Limited, Pune,
DJK Steel Plant Limited, Hyderabad, Gujarat Alkalies & Chemicals Limited,
Vadodara and Gujarat Industrial and Technical Consultancy Organization
Limited.
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Organizational structure
Arvind Limited
Managing Director (Sanjay Lalbhai)
Weaving EngineeringAdministration
and
Accounts
Production
Order
Management &
Documentation
Administration
Accounts
Banking
Purchases
Production
Order management
Sampling
Documentation
Invoicing
Spinning
HR
Deptt.
Processing
QualityStores Exports &Domestics Garment
Packages Division
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(1) Recruitment policy:
Education require: 9 to 12 std pass
Wages: normal employee (FLM) 4396/-rupees per month and other
employee depend upon skill and knowledge and their experience
Document : past post size photo, leaving certificate with date of birth,election card, and other id prof
Primary helth test
Companys Policy
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The Arvind Mills Ltd.
Knits Fabrics
Garments
Shirting
Arvind Polycot
Khadi
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Welfare Facilities provided by Company
Statutory Non-statutory
Canteen Parking
Latrine & urinals Transport
Lighting Indoor & Outdoor game
Sitting Co-operative society
Ventilation & temperature
Drinking water
First-Aid box
Ambulance
Washing facility
Clothes
PPE (Personal Protective Equipment)
Medical
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Before the introduction of Induction Training we will discuss about the
HRM. HRM (Human Resource Management) is the new concept coming
after 1990s.
Definition of HRM
According to Gluck Human Resource Management is the function performed
in organization that facilitates the most effective use of people (employees) to
achieve organizational and individual goals.
The main function of HR is to Recruit the people, Develop the people & to
retain the peope.
Managerial functions
Planning
Organizing
Staffing
Directing
Co-coordinating
budgeting Controlling
Functions of HRM
Recruitment
Training & Development
Performance Management System
Industrial Relation
Legal Framework
Wage & Salary administration
Welfare Activities
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Industries components:
Every organization required six components.
1) Money (4) Machine
2) Material (5) Management
3) Man power (6) Market
INTRODUCTION OF TOPIC
One of the problems that most organizations have to deal with is
employee retention. Very often HR managers are faced with employees leavingan organization on an average of six months after joining.
While the reasons for this may be varied, research has shown that
employees leave mainly because they do not understand their role in the
organization and have been unable to integrate themselves. This issue can be
resolved through a well planned induction and training program. The purpose of
an induction program is not just to train a person but also effectively establish
them in the department and team.
Definition of Training
Training is to develop the knowledge and skills toward todays
technology. It can enable the person to taken higher responsibility in future and
doing the job well in present.
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Methods of Training
(1) On the job
(2) Off the job.
(1)On the job : Internship
Coaching
Job instructions
Apprentices.
(2)Off the job: training method contain Classroom Instructions, Video tapes
& Films, Computer Assists Instruction, Outside Seminars, etc
INTRODUCTION
WHAT IS INDUCTION TRAINING
Induction is designed to provide information to the new employee needs tofunction comfortably and effectively in the organization.
Typically, induction is convey three types of information- (1) General
Information about the daily work routine, (2) a review of the firms history,
founding fathers, objectives, operations, and products or services, as well as
how the company contributes to the organizations needs: & (3) a detailed
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presentation, perhaps, in a brochure, of the organizations policies, work rules
and employee benefits. IMPORTANCE OF INDUCTION
Induction is the process of inducting a new employee into the new social settingof his work. The step should take into account two major objects.
I. Familiarize the new employee with his new surrounding and
company rules and regulation, and
II. Integrating his personal goals with the organizational goals.
When you start a new job it is always nice if the company spends a little time
and effort preparing your new employee induction. The employer may want to
hold a small gathering for the department that the new employee will be
working in and introduce the new employee to his or her co-workers. To make a
new hire feel comfortable it may be nice to give him or her some of the
company signature items such as business cards with their name printed,
company attire with logo or even a mug for their morning coffee. Co-workers
can make a new employee feel welcome by offering them a tour of the facility
or office or maybe taking the new hire with them for lunch so that they have an
opportunity to get to know a few of the people around them.
Definition
Training provided to new employees by the employer in order to assist inadjustment to their newjob tasks and to help them become familiar with
their new work environment and the people working around them. This
type of training will also outline the basic overview of the business and its
services as well as the new employee's role in the environment.
Induction Training is more vital for new starters.
Induction Training is more than skill training.
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To ensure that induction training must be properly planned. Training
provided to new employees by the employer in order to assist in adjustment to
their new job task and to help them become familiar with their new work
environment and the people working around them. This type of training will
also outline the basic overview of the business and its services as well as new
employees role in the environment.
Objectives:-
1)To create general awareness about organization.
2)General awareness about organization.
3)To create awareness about the various functioning of
organization.4)How to become effective operative.
5)To make good relation between employer to employee,
employee to employee, employer to employer.
Purpose of the Induction Training
Firms are known to spend a few weeks or even months on induction
programmes. The idea is to make the new employees feel at home in the new
environment. It is a well-known fact that employees feel anxious on entering an
organization. They worry about how well they will perform on the new jobs.
They feel inadequate when they compare themselves with their co-workers.
Effective induction programmes reduce the anxiety of new employees by
providing them information on the job environment and on supervisors, byintroducing them to co-workers, and by encouraging them to ask questions.
A good induction programme will create a favorable impression of the
firm and its work. Just as a first impression of an individual helps to form a
good relationship , so a good initial impression of a company, a co-workers, or a
supervisor can help a new employee adjust better. Further effectiveness of
induction programme can have a lasting effect on absenteeism and turnover.
There are 2 types of Induction Training programme like;
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1) Formal,
2) Informal
Formal Induction: It is given to an employee after joining at the position. This
induction is given by his supervisor or an special trainer is can give the
induction & training also.
Informal Induction: Informal induction is carried out by his colleges or peers
on the job & given by his co-workers.
A firm needs to make four strategic choices before designing is induction
programme. They are:
1. Formal or Informal2. Individual or collective
3. Serial or Disjunctive
4. Investiture or Divestiture
1. Formal or Informal: IN informal induction, new hires are directly putin the jobs and they are expected to acclimatize themselves with the work
and the company. In contrast, induction can be formal too. In formalinduction, the management has a structured programme with is executed
when new employees join the firm.
2. Individual or Collective: another choice to be made by the managementis whether the new hires should be inducted individually or in a group.
The individual approach is likely to develop far less homogeneous views
than collective induction.
3. Serial or Disjunctive: Induction becomes serial when an experiencedemployee inducts a new hire. The experienced employee acts as a tutor
and model for the new hire. When a new hires do not have predecessors
available to guide them or to model their behavior upon, the induction
become disjunctive.
4. Investiture or Divestiture: The final strategic choice relates to the needfor maintaining or dismantling of the new hires identity. Investiture
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induction seeks to ratify the usefulness of the characteristics that the
person brings to the new job.
Divestiture induction on the other hand, seeks to make minor
modifications in the characteristics of the new hire, albeit, he or she was
selected based in his or her potential for performance.
What should it cover?
Good induction program leaves he employee with few doubts or queriesregarding his job and the organization. Introduce the company and its workculture, explain where the new employee fits into the company hierarchy,
introduce colleagues, clarity hours of work, overtime and leave policies as wellas amenities like canteen and washroom areas. The induction program shouldnot be static and will need revision and time tuning based on employeefeedback.
Who should do it?
The initial induction is primarily carried out by a manager from
personnel, who can explain the new employee about the company and its
policies. The actual job orientation should be done by a supervisor or senior
colleague in the employers department. It is best to assign a buddy to the new
employee who can show him the supports in the first few months.
How long should it last?
The duration of the induction program depends on the organization and
the position of the new employee. Most induction programs take about a week.
However the training can go well up to a month or three month. The essential
thing to remember is not to create information overload.
If possible some background information about the company can be givento the employee even before he or she is scheduled to join.
How does it benefit?
A good induction program benefits both the employee and the
organization. The employee is given a sense of belonging and purpose at the
very outset. Employee is clear about the job requirements and responsibilities
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and is able to perform better. For the company it translates into lower employee
turnover and high morale.
How to update the induction program?
A good induction program necessitates that it be regularly updated. Thebest way of doing his is through feedback from the new employees who have
gone through the program. Employees may have queries during the induction
which can be answered and integrated into the program. Even those leavening
the organization can provide inputs during exit interviews and are likely to be
more honest in their evaluation. The best gauge of the success of a program is of
course when there is a drop in the rate of employee attrition.
Induction and training is a powerful tool that shows that new recruits thatthe company cares to make them feel comfortable from day one. It ensures
loyalty and commitment to the company and sets up both the employee and
employer for success.
Induction also called Orientation is designed to provide new employees
with the information needed to function comfortably and effectively in the
organization. Typically, socialization conveys three types of information: (1)
general information about the daily work routine; (2) a review of the
organizations history, purpose operations and products or services, as well as asense of how the employees job contributes to the organizations needs and (3)
a detailed presentation (perhaps in a brochure) of the organizations policies,
work rules, and employee benefits.
Induction training must include the following elements:
General Training relating to the organization, including values and
philosophy as well as structure and history, etc
Mandatory training relating to health and safety and other essential or
legal areas.
Job training relating to the role that new starter will be performing.
Training evaluation, entailing confirmation of understanding, and
feedback about the quality and response to the training.
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Trainers role in the Induction Training
In this topic trainer is a very important person and he plays a major role
in the induction training. Trainer gives information about the company related
and general information to the newly join employee to make familiar with the
work culture of the company.
In the Arvind mill trainer give information to the employee as describe
below.
First of all he is give general information, importance of the induction
training, objective of the training, then after he make familiarize with the
company.
Stepsinimplementation
The following steps indicate briefly what managers should do to implement
induction procedure for new workers in a factory.
1.Take a walking tour with the new worker. This is a good way to introduce
them to the new environment.
Escort the worker around the workplace
Point out workstations, lavatories, the employee canteen,
suggestion boxes and dormitories.
Take the time to explain the enterprise and introduce the worker to
other workers and supervisors.
While you may be anxious to get the worker started and producing.
The short time amount of time it takes to make him or her feel
comfortable in the enterprise, will pay retention as the worker will
feel valued and part of the organization sooner than if left to his or
her own devices from the beginning
2.Provide an induction package that provides key information such as;
Map of the enterprise.
Employees feedback mechanisms.
Quality policy.
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Payment process (PF, E.S.I, etc)
Organizational structure.
Recruitment and Training are a major cost to any organization. Employers
therefore need to maximize staff retention to ensure that this investment is not
wasted. The initial impression of an Organisation on an employee usually stays
with them, and it is therefore important to make this experience a positive one.
Induction is a greatly neglected area of management policy which aims to
achieve just this.
The New members of staff need to have a basic information about their termsand condition of employment, immediate working environment. However, this
is not enough. People whatever their industry or profession, want to know how
they fit into the organization as whole and how their work relates to that of
other people and other departments. Naturally they also want to meet their
colleagues and line managers.
All these things should be covered in an Induction Scheme. However, all too
often there is no formalized system for ensuring that this takes place.
Recruits are left to pick things up as they go along or taken on the traditionalhandshake tour. This is simply asking the new employee to adopt an indifferent
attitude towards the organisation, thereby reducing the chances of that employee
staying long enough to contribute their full potential. Labour turnover cost
money too. In addition it reveals an unacceptable wastage of an organisations
human resources; the most valuable assets it has. Induction Programmes assist
in reducing labour turnover by integrating new employees effectively into the
organisation.
Arvind mills Ltd. believes that all new employees MUST be given timely
induction training. This training is regarded as a vital part of staff recruitment
and integration into the working environment. This policy, associated
procedures and guidelines define the Companys commitment to ensure that all
staff are supported during the period of induction, to the benefit of the employee
and Company alike.
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It is the aim of the Company to ensure that staff induction is dealt with in an
organised and consistent manner, to enable staff to be introduced into a new
post and working environment quickly, so that they can contribute effectively as
soon as possible. This induction policy, associated procedures and guidelines
aim to set out general steps for managers and staff to follow during the
induction process. It is expected that all managers and staff will adhere to this
policy.
The Company expects that the implementation of good induction practice by
managers/supervisors will:
Enable new employees to settle into the Company quickly and becomeproductive and efficient members of staff within a short period of time.
Ensure that new entrants are highly motivated and that this motivation is
reinforced.
Assist in reducing staff turnover, lateness, absenteeism and poor
performance generally.
Assist in developing a management style where the emphasis is on
leadership.
Ensure that employees operate in a safe working environment. Will reduce costs associated with repeated recruitment, training and lost
production.
1. THE COMPANYS COMMITMENTThe Company Human Resources Department / Head Office will:
Issue guidelines to familiarise managers and staff with the induction
process.
Maintain and update the Induction Policy.
Provide a checklist for managers and staff to follow during the induction
period.
Ensure there is effective monitoring of the induction process particularly
in the first three months.
Deal with any problems promptly providing an efficient service for bothmanagers and staff.
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Review all policy, procedure and guideline documents on a regular basis.
Provide relevant formal training courses necessary to assist the induction
process.
2. INDUCTION PROGRAMMESInduction programmes must be geared to the individuals needs. Some of the
more obvious new members of staff requiring special attention are as follows:
School Leavers
For most new employees, induction is concerned with getting accustomed to a
new job. For school leavers, however, it is about adjusting to a whole new way
of life - the world of work. Consequently, school leavers are likely to need more
support than other groups. Wherever possible, induction and subsequent
training should relate to knowledge and skills which go beyond the employees
own particular job. School leavers will need guidance on wider issues, such as
career planning, acquiring qualifications, coping with the routine and discipline
of work and managing money.
It would also be helpful for school leavers to be introduced to an
approachable person to whom they could take any queries they might have.
Graduates
Graduates tend to have a high level knowledge but may not have the
skills relevant to the job. They will want to feel that they are making acontribution from early on and to understand the organisation of the Company
and their role within it. Also they will want to have a clear picture of future
career prospects and to gain broad experience with this in mind. The Trust
should provide the graduate recruit with an adviser - such as a senior manager -
who can organise the necessary breadth of experience and offer advice and
support in relation to career progression.
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Managers
Whilst many of the points in the checklist apply equally to all new
managerial staff, in most cases individual induction programmes will be
necessary. These should be drawn up in consultation with new managers, taking
into account their backgrounds and experience and the nature of their new roles.
Priority should be given to helping new managers establish and maintain
relationships with management colleagues and opportunities should be provided
for them to spend time in other relevant departments to facilitate this process.
This will help managers quickly to gain an understanding of the Companys
philosophies, strategic plans and business plans.
Ethnic Minorities
In some cases, it may be necessary to design induction programmes with
the special needs of ethnic minorities in mind. Language problems and attitudes
amongst existing staff may be areas requiring particular attention. This is
preparation that should be completed before any member of staff joins the
Company. The Company will not tolerate racist or prejudiced behaviour in any
form.
Long-term Unemployed
Previously long-term unemployed people who have been recruited may
have been absent from the working environment for some time so it will be
helpful to recap on some of the issues relating to school leavers. these should, of
course, be adapted to suit older workers, who may need to build up confidenceand the induction process can be used to update knowledge of basic office
technology (photocopiers, fax machines, telephone systems, etc. as well as
computers).
Other Groups
Other groups that may need particular consideration include disabledemployees and women returning to work after having raised a family.
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These groups will also require the induction procedure as women
returning to work may, like the long-term unemployed, be out of touch and
lacking in confidence. Disabled employees may have all or a combination ofinduction needs, but these needs may be compounded by their disabilities. Part
of the induction process for disabled employees will involve checking such
things as wheelchair access to parts of the workplace, toilets and lifts etc. The
necessary reasonable adjustments to the workplace required to accommodate
the disabled individual should be completed prior to them commencing, and
carried out in discussion with the individual or their adviser.
THE PROCESS OF INDUCTION
Induction is the process by which new employees are integrated into an
organization so that they become productive as soon as possible. In order to
ensure that this happens quickly and effectively, the process needs to be
planned, managed and adopted into the organizations overall training plans.
In order to arrive at an induction action plan there are three main
questions to be considered.What should we tell them?
Who should tell them?
When should they be told?
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PROCESS
INDUCTION TRAINING (for new starter)
(Include elements)
GENERAL MANDATORY JOBTRAINING
TRAINING TRAINING TRAINING
EVALUATION
To know about relating to the role that relating to the
role evaluation
Organization health &safety and other that the new
starter about
(values, philosophy, essential or legal will be
performing. Training.
Structure, history). areas.
Well planned induction training can greatly accelerate the development of
the crucial organization capability
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WHAT SHOULD WE TELL THEM?
There are five main categories of information that should be given to new
employees.
A. ORGANISATIONAL INFORMATION
This should include information about the Organisation including size,
history, and if appropriate details of who the parent company is and / or its
subsidiaries. It is important that employees know exactly who it is that they
are working for.
B. PROCEDURAL INFORMATION
This comprises information concerning organisational procedures which
affect all members of staff. The information provided should include:
Terms and conditions of employment.
Disciplinary and grievance procedures.
Safety & House Keeping procedures.
Rules on entering and leaving the premises.
Various Formats systems.
C. JOB INFORMATION
This relates to what is necessary for a new employee to know in order to
Do a job effectively. The information provided should include :
A job description detailing the major tasks and accountability of the
job.
Details of any training which is involved.
Procedures for obtaining equipment, stationery, or tools.
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A copy of relevant sections of an organisation chart as it is
Important to inform recruits not only of what they have to do but also
why it is important and how it fits into the department and organization.
D. PERSONAL INFORMATION
This is the area which affects a new employees private life and personal
needs, for example; how salaries are paid, where to eat, and the location of the
toilet facilities. Everybody has anxieties on starting a new job and to have toask about these fundamentals only adds additional stress.
E. TEAM INFORMATION
Team information will provide knowledge of all those things which will
encourage employees to integrate into the working group. This category needs
to cover the informal as well as formal aspects of working life, e.g. the fact that
we all go for a pint at lunch time on Fridays can be more important to this
process then knowing who the shop steward is.
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WHO SHOULD TELL THEM?
The golden rule governing the passing on of information is that when in
doubt, the informant should be the new employees immediate line manager or
supervisor. However, there are a number of people who could be involved.
A. THE HUMAN RESOURCES DEPARTMENT
The main role of the Human Resources department in Induction is indevising and maintaining an effective system. Initial Induction may be done in
group sessions or individually, depending on the organization. In either case
personnel should be responsible for providing information on specialist areas
such as contracts of employment, administrative procedures of the organization,
Leave administration, safety & housekeeping activities etc. They can also be
responsible for passing on organizational and procedural information.
B. THE IMMEDIATE BOSS
This is the person who has the greatest vested interest in an effective
Induction procedure and who is responsible for ensuring that the employee gets
the right balance between job, personal and group factors.
Induction also represents an ideal opportunity for boss and subordinate to get to
know one another and to start developing their working relationship.
Responsibility for the Induction of a new recruit should never be delegated.
Other people in the department may become involved, but the immediate line
manager should introduce them to the new employee and follow up to ensure
that their work has been satisfactorily carried out
.
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C. ON JOB- TRAINER
It can be of great benefit to give some responsibility for Induction to one
of the new employees fellow workers. It can give the new recruit an
opportunity to make a friend which will be particularly helpful in the pass ing
on of personal and group information.
Every working group develops its own unwritten customs and habits and
for someone to unwittingly contravene these customs can be both embarrassing
and humiliating.
D. THE SHOP STEWARD / STAFF REPRESENTATIVE
New employees should be introduced to their shop steward or staff
representative. As well as being able to provide information, these people are
important in making sure that the new employee is aware of the channels of
communication within an organization.
E. DIRECTOR OR SENIOR MANAGER
A short interview with one of the new recruit senior line managers will
allow the recruit to recognize senior management and can give a wider
appreciation of the role of the department. It also gives the manager anopportunity to meet every new recruit and to monitor the effectiveness of the
Induction programmers.
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WHEN SHOULD THEY BE TOLD?
Induction is a continuing process and may well spread over several days or
weeks after the recruit starts work. New employees are only able to take in a
limited amount of information at any one time, and the aim of a systematic
induction programme should be to cover all the ground in the shortest effective
time.
A.PRE-EMPLOYMENT
The Induction process begins during recruitment and selection. Before
joining an organization, the new employee should be aware of the important
terms and conditions of employment, and these should have been provided in
writing. However, the recruit also needs to be given specific instruction for thestarting day. These should include :
Where and when to report
Who to ask for
What to bring
Where to park
Employers should also prepare for the recruits arrival by providing:
All equipment, clothing, safety wear etc.
A timetable for people who are involved in inducting the new employee
.
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B. DAY ONE
Whatever the size of the orgnaisation, what happens on the first day at
work makes a big impression. Recruits should therefore be made to feel
welcome by everybody that they meet. It is usual for new employees to report to
the personnel department who will cover the essential paperwork with an
employee either as part of a group induction or individually before taking them
along to their department.
Once all the necessary paperwork has been completed ; bank details, Provident
Fund , ESIC forms etc, ; organizational and procedural information (Employee
Hand Book) should be given. This should include disciplinary and grievance
procedures etc.
New employees should be introduced to the people that they are going to work
with so that there are some familiar faces in the department the next day. Thisshould include the on-job trainer allocated to the recruit.
It is important to remember to restrict the information given on day one in
order to maximise what is retained by the employee.
C. IN THE DEPARTMENT
The aim of department Induction is to ensure that new employees settle
down into their work and that their levels of performance reach a set standard as
soon as possible. The complexity and length of the departmental Inductiion
programme will vary according the job.
Individuals should have their Induction programme detailed to them by
their immediate line manager or supervisor. This means that they will
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understand what has been planned for them and will also allow them the
opportunity to prepare questions in advance, minimising the tendency to only
think of important things after the event.
The areas covered at this stage are job information and personal information.
These can be given by the immediate line manager or superivisor and the on-job
trainer. The extent of the role of the on-job trainer will be dependent on their
skills and experience.
D. FOLLW-UP INDUCTION
After 8-12 weeks, the new employee should be settled into the organisation.
Some will find this easier than others and some may develop problems which
are potential reasons for leaving. All starters should therefore be followed-up
individually and problems and concerns dealt with before they result in a
possible resignation.
A formal follow-up Induction also gives the opportunity to impart further
information. Ex.; Education and Training facilities or transfer policies, which it
was not appropriate to cover in the initial induction period.
All new employees will have questions after this length of time and will
probably want to know more about the organistion. It may therefore be
appropriate to arrange a tour of another part of the company, Ex.; Corporate
Office, Head Office or staff visit to all group of companies etc.
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SPECIAL INDUCTION SOME SPECIAL CASES
While the principles outlined so far are the guidelines to good Induction,
there are some special cases. These require additional considerations over and
above the normal Induction process.
A. FRESHERS FROM THE INSTITUTIONS / COLLEGE LEVERS
Most Technical Training Institutions (ITI) and Engineering college
leavers will be nervous and excited about starting work and therefore need to be
put at ease as soon as possible. They need to develop a positive attitude towards
work and an effective Induction progremme provides an opportunity to ensure
that any initial interest and enthusiasm which exists is developed and
encouraged. The Induction programme for Fresher needs to place particular
emphasis on ensuring that they appreciate their importance to the organization
and understand where their job fits into the greater whole.
In order to build commitment, there is a need to place considerable emphasis on
why something should be done or done in a certain way, rather than just giving
instructions. Opportunities for training and development should also be clearly
outlined.
The use of an on-job trainer or mentor can be of particular benefit to this
category of new employee. A Fresher confidence can easily be destroyed and
such assistance will help ensure that they do not break any of the unwritten
laws of the workplace, as well as aiding the formal Induction process.
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In Fresh Graduate Induction tend to see their own objectives simply in terms of
their own subject and need to develop an appreciation of the constraints in
which they will work. Management trainees need to understand the business.
For this process to be fully effective, it is essential that a Graduates Induction
programme involves undertaking specific jobs or tasks at all stages. This will
ensure that Induction is perceived by the Graduates as relevant. This helps to
maintain their motivation and interest.
Women returning to work have special anxieties. One of these may manifest
itself as lack of confidence-feeling that they will not be able to cope because of
the changes in working practices and technology.
An effective Induction programme should recognize this and place particular
emphasis on skills training. This will build confidence and enable the employee
to feel that they can make a worthwhile and valued contribution to the
organisation.
HOW INDUCTION IS CARRIED OUT
Whatever the size or resources of an organization, Induction should be ;
Part of a systematic plan
Written down
Recorded at each stage as completed
Constantly monitored
A. LARGE ORGANISATIONS
In large organizations with a personnel and training department, group
inductions can be arranged. These can cover the organizational and procedural
information categories. It is useful to use visual aids such as films and slides
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whenever possible, as what is seen makes more impact than what is heard.
Specialists should be used wherever possible to talk about their own subjects.
These should include ;
The ManagerHR (Terms and conditions of employment)
The Security Officer (Security policies and procedures)
The Health and Safety Officer ( Accident reporting and standards of health and
safety procedures ) Concern department heads (About the department proceedings)
B. SMALL ORGANISATIONS
In small organizations with no personnel and Training department it is not
possible to arrange group Inductions. Induction progremmes therefore need to
be specifically tailored to each individuals needs from day one. The Induction
will be wholly the responsibility of the new employees immediate line manager
or supervisor.
The same checklist for large organisations can be used, but the line manager
or supervisor will have to decide who is best qualified within the organisation to
cover the various items. This will then mean arranging meetings with specialistmembers of staff including;
The person responsible for wages and salaries
The union / staff representative
Managers / supervisors from other departments.
It is essential that everybody involved is fully aware of the programme
and
The role that they are expected to play in it.
COMPLETING THE INDUCTION PROCESS
Induction can be said to end when the individual become fully integrated
into the organisation. Of course, there is no set timescale within which this will
happen and follow up is essential. Giving new employees the opportunity to ask
questions several weeks into employment can be useful, and the induction
checklist will provide this opportunity. In some areas, such as understanding
wider aspects of the organisation, follow up after a number of months may beappropriate. COMPANY NAME
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INDUCTION PROGRAMME FOR NEW STAFF
DEPARTMENT ......................................................................
NAME OF EMPLOYEE ........................................................
JOB TITLE ......................................................................
DATE COMMENCED ........................................................
This is a checklist of information for Induction which managers / supervisors
should use with new staff as part of their induction programme within the first
few days, and certainly within the first two weeks of employment. Health and
Safety items should be identified immediately. The new employee should be
asked to tick each subject as he/she has been informed about it, and sign the end
of the form. The manager / supervisor then send the form to the Personnel
Department / Head Office for inclusion in the employees personnel file.
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Not all the following subjects are applicable to all departments. Should this be
the case, record N/A?
Please read the guidance notes below before completing this form.
Guidance Notes
Certain groups of staff have specific induction needs. the main groups are
detailed below, with particular points to take account of, highlighted.
ITEMS SPECIFIC TO THE FOLLOWING GROUPS OF STAFF
Staff with Disabilities
Disabilities include for example physical handicap, deafness, blindness, mental
handicap. consider the following for discussion:
1. Confirm the nature of the disability.
2. Clarify if the employee has any special needs relating to disability.
3. Check whether employee has any particular concerns regarding the
workplace.
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Graduates and College/School Leavers
These staff may have no previous work experience and will need careful
integration into the department. Discuss the following:
1. Role within the department.
2. Reporting responsibilities.
3. Allocation and prioritization of work.
Staff Returning to Work after a Period of Absence
This includes staff who were previously unemployed, women returning after
starting a family, or after any other prolonged period of non-employment.
Discussion should include, for example:
1. The difference between the employees previous working environment and
this new one.
2. Changes in skills required for this area of work.
3. Requirement for training to update skills.
Managers and Professional Staff
These staff need a broader induction to put their post in context.
1. Structure and culture of department.
2. Role in relation to Department / Company as appropriate.
3. Training course in supervisory and management skills, if required.
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INDUCTION CHECK LIST
The Induction Check List is a planner, which the HR department has to
frame the planning of the new recruiter has to follow. Here is a model format
for HR department, like that the concern HOD has to prepare the check list how
to give the induction to the new recruiter in his department.
A MODEL INDUCTION CHECK LIST IN THE NEXT PAGE
INDUCTION CHECKLIST
SUBJECT RESPONSIBILITY SIGNATURE(of HOD)
REMARKS
Name of the Employee:Department:Section.. . . . . . . . . .
Date of Joining:.Designation:.
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ORGANISATIONALINFORMATIONA) Group InformationName
HistoryProducts / ServicesLocationsCOMPANY INFORMATIONNameOrganisationProduct / serviceCustomersManagers names
C) WELFARE ANDBENEFITSCanteenLockersMedicalSportsSocialShare option2. PROCEDURALINFORMATION
) CONTRACT OFEMPLOYMENTHours of workNotice periodsWages / SalaryWhere /when/howBonus schemesSicknessNotification
CertificationPayHolidaysPay slip
) RULES AND PROCEDURESCompany rulesMisconduct, Codes of dress,DisciplinaryGrievance, Appeals, Safety.
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General organizational Induction Training Checklist
Essential 'visitor level' safety and emergency procedures
Washrooms
Food and drink
Smoking areas and policy
Timings and induction training overview
Organizational history and background overview
Ethics and philosophy
Mission statement(s) Organization overview and structure
Local structure if applicable
Departmental structure and interfaces
Who's who (names, roles, responsibilities)
Site layout
Other sites and locations Dress codes
Basic communications overview
Facilities and amenities
Pay
Absenteeism and lateness
Holidays Sickness
Health insurance
Pension
Trades Unions
Rights and legal issues
Personnel systems and records overview
Access to personal data
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Time and attendance system
Security
Transport and parking
Crche and childcare
Grievance procedures
Discipline procedures
Career paths
Training and development
Learning Styles Self-Assessment
Multiple Intelligences Self-Assessment
Appraisals
Mentoring
Awards and Incentives
Health and Safety, and hazard reporting
Physical examinations, eye test etc.
Emergency procedures, fire drill, first aid
Accident reporting
Personal Protective Equipment
Use, care, and issue of tools and equipment
Other housekeeping issues
General administration
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1. Company Introductiona) History of the company,
b) Development,
c) Present
d) Future planning of the company
e) Board of directors
f) Group of company
2.
Department Information
a) All department information
b) Information about the person department
3. Statutory & non-Statutory welfare facility & CompensationInformation
a. Salary, P.F, ESI, Gratuity, Bonus, Other benefits & allowances.
b. Welfare trust in medical benefit for the employees.
These are the following steps which are taken into the
Induction Training programme in any organization
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c. Employee engagement.
4. Rules & regulation introduction of the companya) Working time rules & regulation
b) Bio-metric machines are there to take finger print of employee for in &
out time management.
c) Disciplinary actions are there to tackle late comers.
Arvind Mill gives following information in Induction Training
History, development & future of the Industry
Companys record in market
Vision, values, mission, & goal of the company
Objective of the company
Companys policy
Companys rules & Regulation information
Companys departmental details (hierarchy)
Employees Work related information
Machine maintenance & its importance
Material handling, storage & dispatch
Productivity, cost control & waste management
Self development information
Team building (sathi hath badhao sathi re)
Attitude to work
Problem solving & creativity
Induction Training Programme in Arvind Mills
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Achievement & motivation (attitude development)
Safety, security & health awareness
Salary, week-off & leave, holidays related information
Employees benefit (P.F., Gratuity, Pension & other benefits)
Job and departmental induction training checklist
The induction training process also offers the best opportunity to help the
new person more quickly integrate into the work environment - particularly to
become known among other staff members. Hence the departmental tours and
personal introductions are an absolutely vital part of induction. Organizations
depend on its people being able to work together, to liaise and cooperate - these
capabilities in turn depend on contacts and relationships. Well-planned
induction training can greatly accelerate the development of this crucial
organizational capability.
Local departmental amenities, catering, washrooms, etc.
Local security, time and attendance, sickness, absenteeism, holidays, etc.
Local emergency procedures
Local departmental structure
Department tour
Departmental functions and aims
Team and management
People and personalities overview (extremely helpful, but be careful to
avoid sensitive or judgmental issues)
Related departments and functions
How the department actually works and relates to others
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Politics, protocols, unwritten rules (extremely helpful, but be careful to
avoid sensitive or judgmental issues)
The work-flow - what are we actually here to do?
Customer service standards and service flow
How the job role fits into the service or production process
Reporting, communications and management structures
Terminology, jargon, glossary, definitions of local terms
Use and care of issued equipment
Work space or workstation
Local housekeeping
Stationery and supplies
Job description - duties, authority, scope, area/coverage/territory
Expectations, standards, current priorities
Use of job specific equipment, tools, etc.
Use of job specific materials, substances, consumables
Handling and storage
Technical training - sub-categories as appropriate
Product training - sub-categories as appropriate
Services training - sub-categories as appropriate
Job specific health and safety training
Job-specific administration, processing, etc.
Performance reporting
Performance evaluation
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Training needs analysis method and next steps
Initial training plans after induction
Training support, assistance, mentor support
Where to go, who to call, who to ask for help and advice
Start of one-to-one coaching
Training review times and dates
Development of personal objectives and goals
Opportunities for self-driven development
Virtual teams, groups, projects open to job role
Social activities and clubs, etc.
Initial induction de-brief and feedback
Confirmation of next training actions
Wider site and amenities tour
Salary, leave, weekly leave and other benefit information to the
new hires.
First give him salary details:
Normal salary to eh employee4396.00 per month
169.20 Rs per day paid to the employee.
Benefits:
Salary payment time is during the date between 8 to 10.
Give him leave detail:
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Casual leave; 8 day in per year
Personal leave: 15 day in per year
Sick leave: 15 day in per year
Work time: 8 am. to 4 p.m.
4 p.m. to 12 p.m
12 p.m to 8 a.m
In the Arvind mill company increase salary in the time period of every 1 year,
and other benefit are also give to the employee depending upon his
performance, government determination rate.
PF benefit to the employee
When the employees get job in the company that time employee must fill
up PF form to the company.
Arvind mill cuts 12% PF from the employees salaryand add him 12% in
that amount and give return to the employee at the time of his retirement or asper the requirement of the employee.
When the employees salary is less than 10,000 then PF scheme is
applicable to the employee.
Minimum 1 year working time in the company is requiring getting benefit of PF
scheme.
Gratuity
This benefit is giving to the employee at the time of retirement by the
employer in calculation of 15 days salary in the current salary, but employee is
require working time of minimum 5 years.
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The goal for a business is simple. Invest on training so that it maximizes the
capacity of companys profits & value. The actions are needed for a business
to achieve this goal. Induction training is very useful for identified the different
department, norms and concision of company. It also helps to identify the
culture, attitude, structure, different process of the organization.
Main aim of the INDUCTION TRAINING is to create general awareness about
the company and improve skill, knowledge and working speed.
I have therefore tried to look into these aspects and measured the induction
training of Arvind mill. Generally acceding to me induction training is essential
to make a good impression to the new employees which can help to increase thevalues of organization and Arvind mill obviously do that.
Conclusion
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BIBLIOGRAPHY
www.arvindmill.com
www.scribed.com
www.about.com
www.ask.com
www.siteHR.com
http://www.arvindmill.com/http://www.arvindmill.com/http://www.scribed.com/http://www.scribed.com/http://www.about.com/http://www.about.com/http://www.ask.com/http://www.ask.com/http://www.sitehr.com/http://www.sitehr.com/http://www.sitehr.com/http://www.ask.com/http://www.about.com/http://www.scribed.com/http://www.arvindmill.com/