ORIENTATION

AND PLACEMENT

ORIENTATION - DEFINITION

“ Orientation is the planned introduction of new employees to their jobs, their co-workers and the organisation.”

PURPOSE

• Making employees comfortable

• Reduce their anxiety

• Adjust themselves to the new environment

• Providing them information about their job

ORIENTATION PROGRAMME

Formal Informal

Individual Collective

Serial Disjunctive

Investiture Divestiture

STAGES OF THE FORMAL PROGRAM

• Introduction to the company

• Specific orientation about the department and job

• Follow –up meeting

FORMAL ORIENTATION PROGRAMME

HR representative

Supervisor

Placement

Organisational issues and Employee benefits

Specific Job location and

Duties

Special Anxiety

reduction seminars

TOPICS COVERED IN ORIENTATION PROGRAMME

• Organisational issues

• Employment benefits

• Introduction

• Job duties

REQUISITIES OF AN EFFECTIVE PROGRAMME

• Prepare for new employees

• Determine information new employees want to know

• Determine how to present information

• Completion of paper work

EVALUATION OF ORIENTATION PROGRAMME

• Complete a questionnaire

• Suggestions from the employees to know their opinion

• Group discussion sessions

PROBLEMS OF ORIENTATION• Too much of information.• Overloaded with forms to complete• Giving very less or more work that

discourages him• Forced to fill the gaps• Thrown into action too soon• Mistakes can damage the company• May develop wrong perception

PLACEMENT

PLACEMENT

“Placement refers to the allocation of people to jobs. It includes initial assignment of new employees and promotion, transfer or demotion of present employees.”

PLACEMENT PROBLEMS

• Should look at the individual and not the job

• The individual does not work independent

• We must be careful while placing the individuals

GEA ENERGY SYSTEMS

EMPLOYEE REMUNERATIO

N

EMPLOYEE REMUNERATION

“Remuneration is the compensation an employee receives in return for his or her contribution to the organisation.”

COMPONENTS OF REMUNERATION

• Wages and salaries

• Incentives

• Fringe benefits

• Perquisites

• Non – monetary benefits

FACTORS OF REMUNERATION

Labour market

Cost of living

Labour unions

Government legislation

SocietyEconomy

Business Strategy

Job Evaluation and Performance Appraisal

The Employee

JOB BASED AND SKILL BASED PAYJob-based

• Based on job performance

• Employee linked to job

• Assess job content

• Pay based on the value of work performed

Skill-based

• Based on ability to perform

• Employee linked to skills

• Assess skills

• Flexibility

INCENTIVES

INCENTIVE PAYMENTS

“ Incentives are variable rewards granted to employees according to variations in their performance.”

TYPES OF INCENTIVE SCHEMES

• Earnings vary in the same proportion as the output

• Earning varies less proportionately than the output

• Earning varies proportionately more than the output

• Earning differs at different levels of the output

ADVANTAGES

• Motivates the employees

• Reduced supervision and better utilization of equipment

• Reduce absenteeism and increased output

DISADVANTAGES

• This involves additional expenses

• Difficult to determine the rates

• Difficult in determining the standard performance

EMPLOYEE BENEFITS AND

SERVICES

EMPLOYEE BENEFITS AND SERVICES

“Employee benefits and services include any benefit that the employee receive in addition to direct remuneration.”

TYPES OF EMPLOYEE BENEFITS AND SERVICES

• Legally required payments

• Contingent and deferred benefits

• Payment for time not work

• Other benefits

MAKE WAY FOR THE

NEW ORGANISATIONAL MAN

by - Mack Hanan 1956

ORGANISATIONAL APPROACHES

• The new mode of getting new men involved

• New method of leading them

• New way of allowing them to achieve self-fulfillment

NEED OF NEW ORGANISATIONAL MAN

• Self-fulfillment income

• Affiliation income

• Equity participation income

• Leadership participation income

CONCLUSION

• The challenges faced by the new man is never so great

• Corporate management should know to adjust the personal and professional requirements .

INDIAN JOURNAL REVIEW

“Influence of HRD climate on the

learning orientation of bank employees.”

January 1, 2008

INTRODUCTION

• Analyses the influence of the HRD climate existing in banks on the learning orientation of the employees.

• Competent employees are the greatest assets of any organisation

• The employees should have an open mind for learning and change

• Changes are occurring in almost all the facets of organisational life

• Organisations now are facing greater challenges to retain their talented and competent personnel

• Talent management has become the critical goal of HR professionals

• Improving the quality of HRD is reported to be one effective alternative to face these challenges

REFERENCES• Human resource and personnel management – K.

Aswathappa [3rd edition]• Human resource management– K. Aswathappa

[5th edition]• Harvard Business Review – organisational

development [Part IV]• Indian Journal Review – Indian Journal of

Industrial relations• www.google.com

By-Gaurav Kumar ArvariyaKarthiga. D