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MM Bagali ........ HRM Recruitment HR HRM HRD...... .... induction 2018

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Employee Orientation Program
Employee Orientation Program
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MM Bagali ........ HRM Recruitment HR HRM HRD...... .... induction 2018

  1. 1. ©SHRM 2007 1 dr.mmbagali@gmail.com
  2. 2. ©SHRM 2007 2 Answer these questions…. > How was your feeling during their first day at CIT-MBA? > What was your first impressions of your faculty? > What challenges and opportunities you first faced in the first week? > What is the likelihood that with all this, you felt like leaving the CIT-MBA?
  3. 3. 3 welcome a big word where everyone love it !!!!!!!!!
  4. 4. Organizational Entry and Socialization Induction
  5. 5. ©SHRM 2007 5 • Synonyms: Assimilation, transition, orientation, alignment, induction, integration and onboarding. • It is the process through which new employees learn and adapt to the norms and expectations of the organization to quickly reach maximum productivity. • It is to know- what is what; and what is where; and what is why. • Employee orientation programs ought to be less about the company and more about the employee, introducing Induction
  6. 6. 6 The first few minutes of new employee orientation, if done right, can lead to happier and more productive workers and, ultimately, increased customer satisfaction. Pivotal stage of the employee/employer relationship
  7. 7. 7 • Impression….. • First impression….is best impression, need not be always lasting • Engagement will be high • Motivation will be High • Chances of being with organisation may increase • “psychological contract”
  8. 8. ©SHRM 2007 8 Statistics • As many as 4 percent of new employees leave their new jobs after a disastrous first day. • A significant percentage of new employees quit their jobs within the first 6 months. • Half of all new hires in leadership positions last three or less years. • New employees decide within the first 30 days whether they feel welcome in the organization. • 1 in 25 people leave a new job just because of a poor (or nonexistent) onboarding program. • 64 percent of new executives hired from the outside will fail at their new job. • Most people don't feel pride/ proud/ engaged if they don't know what the organisation is, and values are ……….
  9. 9. 9 • Areas of Socialisation • Culture • Nature • Job ways • Leadership - People • Value; Mission; Vision; Philosophy • Working ways • Code of conduct….basic • Legal and policy-related rules • Rules and Regulations • Standard operating procedures • Expectations • ……..
  10. 10. 10 Training and roundtable discussions. Meetings with key insiders. On-the-job learning Individual mentoring and HR support. Field and product experiences such as site visits A Range of Approaches
  11. 11. ©SHRM 2007 11 Benefits and Barriers • Benefits of effective OES: > Reduced time to contribution/competence. > Improved employee productivity and performance. > Stronger bonds among colleagues. > Enhanced job satisfaction and loyalty. > Improved employee engagement and retention. > Enhanced employer brand/ Image • Barriers to OES: > Cost. > Time. > Resources. > Multidimensions Organizational Entry and Socialization
  12. 12. ©SHRM 2007 12 Role of the HR Professional in OES • Develop new employees to become productive members of the organization. • Take ownership of orientation and onboarding processes. • View OES as a business imperative. • Partner and coach hiring and supervising managers on OES and their role in the process. • Provide a roadmap for new employees. • Set up networks for new employees. • Serve as an internal coach/facilitator. • Provide tools, training and feedback from selection through transition. Organizational Entry and Socialization
  13. 13. 13 Best Practices for Onboarding ✔ Implement the basics prior to the first day on the job. ✔ Make the first day on the job special. ✔ Use formal orientation programs. ✔ Develop a written onboarding plan. ✔ Make onboarding participatory. ✔ Be sure your program is consistently implemented. ✔ Ensure that the program is monitored over time. ✔ Use technology to facilitate the process. ✔Use milestones, such as 30, 60, 90 and 120 days on the job— and up to one year post-organizational entry— to check in on employee progress. ✔ Engage stakeholders in planning. ✔Include key stakeholder meetings as part of the program. ✔ Be crystal clear with new employees in terms of: • Objectives. • Timelines. • Roles. • Responsibilities
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