by k gaurav

2. Presented By
Kriti Verma
Kumar Gaurav
Kumud Sigdel
Kunal Kishore

3. Orientation - Definition and Meaning
Purpose of Orientation
Typical Orientation Programme
Requisites of an Orientation
Evaluation of Orientation
Problems of orientation
Promotion
Transfer
Separation

4. Definition: Orientation is a systematic and planned
introduction of employees to their jobs, their co-
workers and the organization.
It is also called as Induction.
Orientation is designed to provide a new
employee with the information he/she needs to
function comfortably and effectively in the
organization.
Should be a process, not an event.

5. Induction serves the following purposes-
REMOVES FEARS.
ACTS AS A VALUABLE SORURCE OF INFORMATION.
CREATES A GOOD IMPRESSION.
 ENCOURAGE POSITIVE ATTITUDE.

6. •Formal or Informal
•Individual or Collective
•Serial or Disjunctive
•Investiture or Divestiture

7. Formal or Informal
In informal orientation, new hires are directly put on the
job and they are expected to acclimatize themselves with
the work and the organization.
In formal orientation the management has a structured
program which is executed when new employees join the
organization.
The choice between informal and formal orientation will
depend on the management’s goal.

8. Individual or Collective:
The individual approach
a. Develops far less homogeneous views.
b. Preserves individual differences and perspectives.
c. It is an expensive and time consuming process.
d. It denies the new hire the opportunity of sharing
the anxieties with fellow appointees.
Most large organizations tend to have the collective
orientation approach. But small firms, which have fewer
new appointees to socialize, frequently use the individual
approach. Individual socialization is popular even with
large firms when they hire executives whose number is
small.

9. Serial or Disjunctive
Orientation becomes serial when an experienced
employee inducts a new hire. The experienced employee
acts as a tutor and model for the new hire.
When new hires do not have predecessors available to
guide them or to model their behaviour upon, the
orientation becomes disjunctive.
Disjunctive orientation produces more inventive and
creative employees. The disadvantage of the approach
is individuals fail due to an in adequate role model to
understand how their job is to be done

10. Investiture or Divestiture:
Investiture orientation seeks to ratify the
usefulness of the characteristics that the person
brings to the new job. Most high level appointments
follow this approach, because a person is appointed
as an executive on the basis of what one can bring to
the organization.
Divestiture orientation, seeks to make minor
modifications in the characteristics of the new hire,
albeit, one was selected based on one’s potential for
performance. This is done to seek a better fit
between a new member and the organization.

11. Typically orientation conveys three types of info:
(i)General information about the daily work routine;
(ii)A review of organization’s history, founding fathers,
objectives, operations and product or services, as
well as how the employee’s job contributes to the
organization's needs; and
(iii)A detailed presentation,perhaps,in a brochure, of
the organization policies, work rules and employee
benefits.

12. Educate the attendees about the history of the
company, the financial performance of the company
and the marketing initiatives of the company.
Brief history and operations of the company.
Products and services of the company.
The company’s organization structure.

13. Location of department and employee facilities.
Rules, regulations and daily work routines.
Grievance procedures.
Safety measures.
Standing orders and disciplinary procedures.

14. Terms and conditions of service including wages,
working hours, overtime, holidays etc.
Suggestion schemes.
Benefits and services for employees.
Opportunities for training, promotions, transfers
etc.

15. Too much paperwork
Information overload
Information irrelevance
Scare tactics

16. Too much “selling” of the organization
Too much one-way communication
One-shot mentality
No evaluation of program
Lack of follow-up

17. The program was not planned
The employee was unaware of the job requirements
The employee does not feel welcome

20. Preparation for First Day
First –Day
Second – Day
First week
Within the first month
90-days and ongoing

21. Employee has to fill in a questionnaire evaluating the
programme
Group discussion sessions with new employees who
have settled into their jobs
Verbal feedback from the employees

22. Allocation of employee to their right jobs.
It includes initial assignment of new employees,
and promotion, transfer, or demotion of present
employees.

23. Collect details about the employees
Construct their profile
Which subgroup profile does the individuals profile
best fit?

24. Compare the subgroup profile to job family
profiles
Which job family profile does subgroup profile
best fit?
Assign the individual to job family
Assign the individual to specific job after further
counseling and assessment

35.  Differences in the two orientations
 How will the employee be after a month of work?
 Should orientation be spread out to avoid
information overload?
 Buddy +ve and -ve

36. Good Orientation Bad Orientation
1. HR welcomes new employee Has to search for HR department
2. Orientation kit ready Takes and hour to get in place
3. Colleagues know Colleagues don’t know
4. Colleagues are not prejudiced Colleagues are prejudiced
5. Lunch with Senior manager No introduction
6. Orientation over a week One day orientation
7. Formal and informal No interaction

37. 2002