A Project Report

On
“A STUDY ON EMPLOYEE INDUCTION PROGRAM IN ANY
PARTICULAR COMPANY OR INDUSTRY”
KTM

PROJECT REPORT SUBMITTED TO BANGALORE UNIVERSITY

IN PARTIAL FULFILLMENT OF REQUIREMENT FOR THE

AWARD OF THE DEGREE

“BACHELOR OF BUSINESS ADMINISTRATION”

Submitted By

HARSHITHA.S

Reg no: 16TXC26013

Under the guidance of

Miss. SUDHA

SRI KRISHNA DEGREE COLLEGE

#2, I.T.I. Colony, BSK 3rd stage Bangalore-85

2018-2019
MEANING OF HUMAN RESOURCE
Human Resource is the company department charged with findings,
screening, recruiting and training job applicants, and administering employee
benefit programs. Human resource is the total knowledge skills, creative ability,
talents and attitudes of an organization’s workforce as well as the value,
attitudes and believes of the individuals involved.
 HR plays a key role in helping companies deal with a fast changing
environment and the greater demand for employees.

John R. Commons, a pioneering economist, first coined the term “Human

Resource “in his book “The Distribution of Wealth” which was published in
1893. However it was not until the 19th century when the developed HR
departments to address misunderstandings between employees and their
employers.

Research conducted by the conference board has found six key people
related activities that HR must effectively do to add value to a company.

These are:

➢ Managing and using people effectively.

➢ Typing performance appraisal and compensation to competencies.
➢ Developing competencies that enhance individual and organizational
performance.
➢ Increasing the innovation, creativity and flexibility necessary to enhance
competitiveness.
➢ Applying new approaches to work process design, succession planning,
career planning and interorganizational mobility.
➢ Managing the implementation and integration of technology through
improved staffing, training and communication with employees.

DUTIES AND RESPOSIBILITIES OF HUMAN RESOURCE

MANAGER
• Prepare job analysis, job description and job specification
• Advice line managers
• Helping line managers in planning HR
• Searching for prospective employees
• Conducting various selection test
• They will be conducting induction program
• Identifying training needs
• Administering salary and employee benefits
• Maintaining sound relationship between employees
• Introducing various techniques to motivate employees
 • Implementation of corporate level strategy

HUMAN RESOURCE MANAGEMENT

The term Human resource management refers to paramount importance
for the success of any organization and a wider term. It is a source of strength
and aid reflects a new outlook which views organizations manpower as its
resource and assets. Human resource is about the total knowledge, abilities,
skills, talents and aptitudes of an organization workforce. The values, ethics,
beliefs of the individuals working in an organization also form a part of human
resource.

According to FLIPPO,” Human resource management is the planning,

organizing, directing and controlling of the procurement, development,
compensation integration, maintenance and reproduction of human resource to
the end that individual, organization and societal goals”.

Human resource management helps in creating better understanding

between employees and management. It helps workers in accomplishing
individuals and organizational goals. It is the process of management which
develops and manages the human elements of the enterprise. An important
element of the human resource management is the human approach while
managing people. This approach focuses on human resource development on
the one hand and effective management of people on the other.

Human resource management approach is fundamental change in

philosophy and perspective from the earlier thinking about manpower resource.
It is an integral part of the process of the management, based on human
relations. It is a science as well as art, interdisciplinary, people oriented,
comprehensive and pervasive function, basis to all functional areas such as
production management, financial management, marketing management etc. it
is advisory in nature.

DEFINITION OF HUMAN RESOURCE MANAGEMENT

T.V.RAO suggests “Human resource management does not confine
itself to the selection of right type of persons of right jobs; it helps to build a
team spirit where employees satisfy their aspiration by developing themselves
and contribute to the accomplishing of origination goals”.
 In the words of G.R.Terry,”Human Resource Management is an
extension of general management and that of stimulating every employee to
make his fullest contribution to the purpose of a business”.

According to Institute of Personal Management (UK) suggests as

“personal management is an integral but distinctive part of the management
concerned with people at work and their relationships within the enterprise. It
seeks to provide relationships within the enterprise that are conductive both to
effective work and human satisfaction”.

MEANING OF HUMAN RESOURCE MANAGEMENT

Human resource management is the strategic approach to the effective
management of people in an organization, so that they help the business gain a
competitive advantage. It is designed to maximize employee performance in
service of an employer’s strategic objectives.

Human Resource Management is also employing people, developing

their resources, utilizing, maintaining and compensating their services with job
and organizational requirement with the job and organization, individuals and
the society. It is the process of the human elements of enterprise not only the
management of skills, but the attitudes and aspirations of people. Human
resource is a resource like any other natural resource.

FEATURES OF HUMAN RESOURCE MANAGEMENT

❖ It is concerned with personal policies
❖ It is concerned with human factors
❖ It is concerned with development of human resource
❖ It covers all levels of human resource
❖ It applies to all types of organization
❖ It is a continuous process and never ending
❖ It defines and improves human relationship
❖ It aims at attaining the goals of the organization, individual and society

❖ It attempts at getting the willing co-operation of people. It is pervasive in

nature, as it is present in all industries.
❖ It focuses on outcomes and not on rules.
 ❖ It helps employees develop and groom their potential completely.
❖ It motivates employees to give their best to the company It tries to put
people on assigned tasks in order to have good production or results.
❖ It helps a company achieve its goals in the future by facilitating work for
competent and well-motivated employees.
❖ It approaches to build and maintain cordial relationship among people
working at various levels in the company.
Basically, we can say that HRM is a multi-disciplinary activity, utilizing
knowledge and inputs drawn from psychology, economics, etc.

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT

➢ To create and utilize an able and motivated workforce, to accomplish the
basis organizational goals
➢ To establish and maintain sound organizational structure and desirable
working condition
➢ To secure the integration of individual and group goals with those of the
organization
➢ To create facilities and opportunities for individual or group development
so as to match it with the growth of the organization
➢ To maintain high employee morale and sound human relations by
sustaining and improving the various conditions and facilities
➢ To attain an effective utilization of human resource in the achievement of
organizational goals
➢ To provide fair, acceptable and effective leadership
➢ To provide an opportunity for expansion and voice in management
➢ To provide facilities and conditions of work and creation of favorable
atmosphere for maintaining stability employment.
➢ To identify and satisfy individual and group needs by providing adequate
and equitable wages, incentives, employee benefits and social security
and measure for challenging work, prestige, recognition, security and
status etc.
SCOPE OF HUMAN RESOURCE MANAGEMENT
Individuals come to their workplace they come with not only
technical skill, knowledge etc, but also with their personal feelings, perception,
desires, motives, attitudes and values etc. The scope of H.R.M in the modern
days is vast. In fact the scope of H.R.M was limited to employment and
maintenance and payment of wage and salary.

The scope gradually enlarged to provide welfare facilities, motivation,

employee training, performance appraisal, maintenance of human relations and
the like. The scope has been continuously enlarging. The personnel
management has kept on changing its name and scope for time to time. From a
very narrow scope, it has assumed a quite wider scope.

• Personal aspect: It is a concerned with manpower planning, recruitment,

selection, placement, transfer, promotion, layoff and retrenchment,
remuneration, incentives, productivity etc.
• Welfare aspects: It deals with working conditions and amenities such as
canteens, creches, rest and lunch rooms, housing, transport, medical
assistance, education, health and safety, recreation facilities etc
• Industrial relations aspects: This covers union management relations,
joint consultation, collective bargaining, grievance and discipline
procedures, settlement of disputes etc.

The scope of HRM is very wide. It consists of all the functions that come under
the banner of human resource management. The different functions are as
follows −
• Human Resources Planning
It is the process by which a company identifies how many positions are vacant
and whether the company has excess staff or shortage of staff and subsequently
deals with this need of excess or shortage.
• Job Analysis Design
Job analysis can be defined as the process of noticing and regulating in detail the
particular job duties and requirements and the relative importance of these duties
for a given job.
Job analysis design is a process of designing jobs where evaluations are made
regarding the data collected on a job. It gives an elaborate description about each
and every job in the company.
 • Recruitment and Selection
With respect to the information collected from job analysis, the company
prepares advertisements and publishes them on various social media platforms.
This is known as recruitment.
A number of applications are received after the advertisement is presented,
interviews are conducted and the deserving employees are selected. Thus,
recruitment and selection is yet another essential area of HRM.
• Orientation and induction
After the employees are selected, an induction or orientation program is
organized. The employees are updated about the background of the company as
well as culture, values, and work ethics of the company and they are also
introduced to the other employees.
• Training and Development
Employees have to undergo a training program, which assists them to put up a
better performance on the job. Sometimes, training is also conducted for
currently working experienced staff so as to help them improve their skills
further. This is known as refresher training.

• Performance Appraisal
After the employees have put in around 1 year of service, performance appraisal
is organized in order to check their performance. On the basis of these appraisals,
future promotions, incentives, and increments in salary are decided.
• Compensation Planning and Remuneration
Under compensation planning and remuneration, various rules and regulations
regarding compensation and related aspects are taken care of. It is the duty of the
HR department to look into remuneration and compensation planning.

NATURE OF HUMAN RESOURCE MANAGEMENT

• Pervasive function
• Action oriented
• Individual oriented
• People oriented
 • Development oriented
• Integrating mechanism
• Comprehensive function
• Continuous function

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

FUNCTIONS OF HRM
 The functions of human resource management are

1. Managerial function
2. Operative function

I. MANAGERIAL FUNCTIONS: It includes the following

• Planning: It is a pre-determined course of action. Planning is the

determination of personal programs and changes in advance that will
contribute to the organizational goals.
• Organizing: An organization is a “structure and a process by which co-
operative group of human beings allocated its tasks among its members,
identifies its relationship and integrates its activities towards common
objectives. It is essential to carry out the determined course of action.
• Directing: The basis function of personal management at any level is
motivating, commanding, leading and activating people. The willing and
effective co-operation of employees for the attainment of organizational
goals is possible through proper channel.
• Controlling: Involves checking, verifying and comparing of actual with
the plan, identification of deviations. Thus action and operation are
adjusted to pre-determined plans and standard through control.

II. OPERATIVE FUNCTION: Are the functions related to specific

activities of personal management namely employment, development,
compensation and relations. They are:
• Employment: Is the first operative function of human resource
management. Employment is concerned with securing and employing of
people, processing required kind and level of human resources necessary
to achieve the organizational objectives. It covers job analysis.

a. Human resource planning

b. Recruitment
c. Selection
d. Placement
e. Induction and orientation

• Human Resource Development: Is the process of improving, molding

and changing the skills, knowledge, creative ability, aptitude, attitude,
values, commitment etc. based on present and future job and
organization’s requirement. It includes
a. Performance appraisal
b. Training
c. Management development
d. Organizational development
e. Career planning and development
i. Internal mobility
ii. Transfer
iii. Promotion
iv. Demotion

• Compensation: Is a process of providing adequate, equitable and fair

and remuneration to the employees. It involves:
a. Job evaluation
b. Wage and salary administration
c. Incentives
d. Fringe benefits
e. Bonus
f. Social security measures
 • Human relations: Is very much necessary in an organization in order to
maintain
a. Develop communication skills
b. Motivate employees
c. Develop leadership skill
d. Boost up employee morale
e. Improve quality of work
f. Release employee stress, strain and tension

IMPORTANCE OF HUMAN RESOURCE MANAGEMENT

The management of man is a very important and challenging

job because it is a job not a managing men but of administering a social system.
The management of man is a challenging task because of dynamic nature of
people. Not two people are similar in mental abilities, traditions, sentiments and
behavior. People are responsible, they feels, think and act, therefore, and they
cannot be operated like a machine or shifted and altered like a template in a
room layout therefore, needs a tactful handling by management personnel.

HRM helps an organization and its people to realize their

respective goals in various ways. The same is categorized in the following
levels:

I. At the Enterprise level

• Attracting and retaining the best people in the organization.
• Training people for challenging roles
• Developing the right attitudes towards the job and the company
• Promoting team spirit among the employees
• Increase productivity and profits

II. At the individual level

• It promotes team work and team spirit among the employees
• It offers excellent growth opportunities to people who have the potential
to rise
 • It allows people to work with diligence and commitment
• Develop skills
• Job satisfaction

III. At the society level

• Employment opportunities multiply
• Enhance standard of living
• Scarce talents are put to best use

HISTORY

HR spawned in the early 20th century and was influenced by Frederick

Taylor (1856-1915). Taylor explored what he termed “scientific management”
(later referred to by others as Taylor’s), striving to improve economic efficiency
in manufacturing jobs. He eventually keyed in on one of the principle inputs into
the manufacturing process-labor-sparking inquiry into workforce productivity.
The human relations movement grew from the research of Elton Mayo
and others, whose Hawthorne studies (1924-1932) serendipitously documented
how stimuli, unrelated to financial compensation and working conditions,
yielding more productive workers. Contemporaneous work by Abraham
Maslow, Kurt Lewis, Max Weber (1864-1920), Fredrick Herzberg, and David
McClelland (1917-1998) formed the basis for studies in industrial and
organizational psychology, organizational behavior and organizational theory,
giving room for an applied discipline.
By the time enough theoretical evidence existed to make a business case
for strategic workforce management, changes in the business landscape ( a law
Sidney and Andrew Carnegie, John Rockefeller) and in public policy ( a law
Sidney and Beatrice Webb, Franklin D.Roosevelt and the New Deal) had
transformed the employer-employee relationship, and the discipline was
formalized as “ industrial and labor relations”. In 1913, one of the oldest known
professional HR associations-the Graphered Institute of Personnel and
Development- was founded in England as the Welfare Workers’ Association,
and then changed its name a decade later to the Institute of Industrial Welfare
Workers, and again the next decade to Institute of Labor Management before
settling upon its current name. Likewise in the United States, the world’s first
institution of higher education dedicated to workplace studies- the School of
Industrial and Labor Relations-was formed at Cornell University in 1945.
During the latter half of the 20th century, union membership declined
significantly, while workforce management continued to expand its influence
within organizations. “Industrial and labor relations” began being used to refer
specifically to issues concerning collective representations, and many companies
began referring to the profession as “personnel administration”. In 1948, what
would later become the largest professional HR association--the society for
Human Resource Management (SHRM) – was founded as the American Society
for Personnel Administration (ASPA).
Nearing the 21st century advances in transportation and
communications greatly facilitated workforce mobility and collaboration.
Corporations began viewing employees as assets rather than as cogs in a
machine. “Human resources management”, consequently, became the dominant
term for the function-the ASPA even changing its name to SHRM in 1998.
“Human capital management” is sometimes used synonymously with HR,
although human capital typically refers to a more narrow view of human
resources; i.e., the knowledge the individuals embody and can contribute to an
organization. Likewise, other terms sometimes used to describe the field include
“organizational management”, “manpower management”, “talent management”,
“and personnel management”.
In fact, most organizations have different departments dealing with
staffing, payroll and retention etc. Instead, the HR manager is responsible for
managing employee expectations vis-à-vis the management objectives and
reconciling both to ensure employee fulfillment and realization of management
objectives.
We have discussed the basic concept of HRM and the ways in which it
helps the organization meet its goals.
In this article, we discuss the reasons for organizations to have a HRM
strategy as well as the business drives that make the strategy in operative for
organization success. From this motivation to be at the top of the pack that HRM
becomes a valuable tool for management to ensure success.

EMPLOYEE INDUCTION PROGRAM

 Induction is necessary for future performance of the new employee or
even for existing employees who are transferred to other functional areas. It is
absolutely vital for new starters. Good induction training ensures that new
starters are retained and then settled in quickly and happily to a productive role.
It’s more than skills training and is about the basics that seasoned the employees
i.e. what the shifts are, where the notice –board is, what is the routine for
holidays, sickness, where’s the canteen, what’s the dress code. New employees
also need to understand the organization’s mission, goals, values and
philosophy, personnel practices, health and safety rules and ofcource the job
they’re required to do, with clear methods, timescales and expectations.
Induction includes an orientation about the company, the various
department products and services along with a formal introduction to all staff
and an overview of job roles. It is therefore important to plan an appropriate
induction programs as it also marks the beginning of the employer-employee
relationship. Induction is a must in every organization. In fact there are many
companies that do not allow new recruits to take up responsibilities without
attending the induction session.
On the point of values and philosophy, induction training offers a
wonderful early opportunity to establish clear foundations and expectations in
terms of ethics, integrity, corporate social responsibility and all the other
converging concepts in this area that are the bedrock of all good modern
responsible organizations.

DEFINITION OF INDUCTION PROGRAM

According to ‘Michael Armstrong’ induction is defined as ,” the

process of receiving and welcoming employees when they first join the company
and giving them the basic information they need to settle down quickly and
happily and start work “.

According to ‘Edwin B.Flippo’ induction is defined as ,”the

welcoming process to make the new employee feel at home and generate in him
a feeling of belongingness to the organization”.

The Induction program is also called as an orientation programme,

wherein the new employees are introduced to the rules and regulation of an
organization with the objective of making them accustomed to the working
environment, where they will be working.

MEANING OF INDUCTION PROGRAM

An Induction Program is the process used within many businesses

to welcome new employees to the company and prepare them for their new role.
It helps in the effective integration of the employee into the organization.
Induction should include development of theoretical and practical skills, but also
meet interaction needs that exist among the new employees.
An induction program can also include the safety training
delivered to contractors before they are permitted to enter a site or begin their
work. It is usually focused on the particular safety issues of an organization but
will often include much of the general company information delivered t
employees.
THE GUIDELINES TO DESIGN THE PERFECT INDUCTION
PROGRAM
1. Induction should be flexible and employee centric
2. Draw a plan on whom to involve in the induction (like HR, HOD’s,
etc)and form them accordingly
3. Employee a range of communication techniques like group discussion and
presentation ( Power Point/ overheads/ slides) as part of the training
process
4. The HR team usually handles the initial paper work like giving details
about the company its history office locations, business operations,
products and services, departments and their functionality, hierarchy
company policies and procedures and a write up explaining the job profile,
responsibilities and accountabilities of the new employee.
5. The HOD/ senior colleagues can provide an in-depth insight of the
respective employee’s job and responsibilities, how the role fits into the
team and the business as a whole set performance standards and targets
and identify training requirement, if needed.
6. Give the new recruits sufficient time at least two-four weeks to settle
7. Maintain a performance tracking book and minutes of other regular
meetings
8. Try not to overload the employees with too much information
9. Have a follow up appraisal to sort out any queries that they may have
10. Ensure that all new recruits are given a positive message and consistent
information. The new recruits should be made to feel welcome and
accepted
11. Before the candidate reports keep essentials like entry passes and a work
station along with a working computer, phone and other required
stationary ready
12. Other methods clued furnishing employees with an induction manual,
giving pre-employment information packs including staff handbooks with
an outline of the initial programs, offers of pre-employment visits and
guided of the company.

INDICATORS OF AN EFFECTIVE INDUCTION PROGRAM

➢ An actively supportive and closely involved supervisor or manager
➢ Accountability , ensuring inducting occurs
➢ Professional development and learning planning being part of the
induction process
➢ Tailoring to the needs of the new staff member
➢ New staff members taking a proactive role in their own induction
As with any type of training, it is vital to review and sack feedback after induction
training. It is useful to evaluate induction program, to identify aspects that could
be improved and ensure that the process is continually improved.
Organizations need to analyze overall feedback results from new starters, to be
able to identify improvements and continuously develop induction training
planning. Feedback is also taken from staff that helps to provide the induction
training for new starters with a positive feedback and constructive suggestions.

CONCEPT OF INDUCTION PROGRAM

Introduction of a new entrant into any existing group of people has been
a common feature we come across in our everyday life. Recall, the bride on
joining to (your) family was introduced to (your) family members and manners.
Remember your own joining to your own joining to your present department of
business administration.
On joining the department, you may have been told about the
Department’s rules and regulations, the procedure for academic activities such
as selection tests, assignments, seminar presentations, summer training, semester
examination, papers to be taught with the names of the teachers, etc

OBJECTIVES OF INDUCTION PROGRAM

When a new entrant joins an organization, he/she is an utter stranger
to the co-workers, workplace and work environment. As such, he/she may feel
insecure, shy and nervous. The first few days may be all anxious and disturbing
ones for the new entrant. Comes from rural area, he/she find himself/herself
completely at sea in an industrial town and city. Then induction helps reduce
such anxieties and dispels doubts and nervousness from the mind of the new
entrant. He may any anxiety caused by not following the usual practices prevalent
in the organization, or the haphazard procedures and lack of information.
Particularly when a new entrant comes from rural area, he/she finds
himself/herself completely at sea in an industrial town and city. Then, induction
helps reduce doubts and nervousness from the mind of the new entrant.
Therefore, an induction programme is designed to achieve the following
objectives:
1. To reduce the initial anxiety all new entrants feel when they join a new job
in a new organization
2. To familiarize the new employees with the job, people, work-place, work
environment and the organization.
 3. To facilitate outside insider transition in an integrated manner
4. To reduce exploitation by the unscrupulous co-workers
5. To reduce the cultural shock faced in the new organization
6. To build confidence about the self and organization
7. To create the feeling of belongings and loyalty
8. To familiarize the new employee with the jobs and the job environment
9. To generate favorable attitudes within the new employee about peers,
superiors, subordinates and the organization
10. To assist the new employee to contribute to organizational success more
quickly
11. To generate information about terms and conditions of employees
12. To stimulate interest
13. To give a clear understanding of their roles and responsibilities
14. Helps to minimize reality stock

A good induction programme will include the following activities:

• Introduction to terms and conditions (for example, benefits, how to apply

for a leave, working hours, holiday entitlement, how to make expense
claims, etc.).
• Company policies, practices, objectives and regulations.
• Organizational hierarchy and structure.
• Job description along with key duties and responsibilities.
• A basic introduction to the different departments within the company.
• Rules governing working hours, expected behavioral standards, dress
code.
• A guided tour of the office space.
• Set-up of login and payroll details.
• Introduction to key members of staff.
• Information pertaining to benefits, incentives and appraisals.
• Specific job-role training.

CONTENTS OF INDUCTION PROGRAM

An induction programme is generally undertaken by the company to
provide information to the new recruit about the following.
• Products and services offered by the company.
 • Brief history and achievements of the company.
• Policies, procedures, guidelines, norms and practices followed by the
company.
• The organization structure and the hierarchy in the organization.
• Grievances redress mechanism available with the company.
• Various employee welfare schemes available with the company.
• The location of various departments and the production facility.
• Career improvement and development programs adopted by the
company.
• Service conditions, duties and responsibilities of the employees.

TYPICAL INDUCTION PROGRAM

A Typical induction program will include at least some of the following:
➢ Any legal requirements
➢ Any regulatory requirements
➢ Introduction to terms and conditions
➢ A basic introduction to the company, and how the particular department
fits in.
➢ A guided tour of the building
➢ Completion of government requirements
➢ Set-up of payroll details
➢ Introductions to key members of staff
➢ Specific job-role training

BENEFITSOF INDUCTION PROGRAM

An induction programme is an important process for bringing staff
into an organization. It provides an introduction to the working environment and
the set-up of the employee within the organization. The process will cover the
employer and employee rights and the terms and conditions of employment.
 As a priority the induction programme must cover any legal and
compliance requirements for working at the company and pay attention to the
health and safety of the new employee.

An induction programme is part of an organizations knowledge

management process and is intended to enable the new starter to become a
useful, integrated member of the team, rather than being “thrown in at the
deep end” without understanding how to do their job, or how their role fits in
with the rest of the company.

▪ Accurate information is received by the new employee

▪ Employees are kept focused and busy from day one
▪ Good work habits are quickly installed
▪ The new employee feels welcome
▪ A professional impression of the company and your management style is
created
▪ Key stakeholders are met
▪ Clear expectations are established to help employee performance
▪ Enables new employees to perform at a higher professional level
▪ Provides leadership opportunities to veteran teachers
▪ Promotes team relationship
▪ It provides an introduction to the working environment and the set-up of the
employee within the organization
▪ Good induction programmes can increase productivity and reduce short-term
turnover of staff organization
▪ The process will cover the employer and employee rights and the terms and
conditions of employment
▪ Pay attention to the health and safety of the new employee
▪ Helping in knowing the organization, executives and other people and all their
expectations
▪ Explains how he and his unit fits into the “Big Picture” and fosters an uniform
understanding
▪ Builds a positive attitude for the organization
▪ Forms a two-way bond with the organization
▪ Instills a sense of belongingness in the new corner

DISADVANTAGES OF INDUCTION PROGRAM

The disadvantages don’t really come with the fact of conducting

induction training itself, since training employees is always something positive,
except when the training is poorly designed and does not meet the needs of the
employees and may get them started off on the wrong note.

The worst consequence of that, which would be similar of not

providing any training at all, is high (and costly) employee turnover. And even
if the employee stays in the company, he will be ill equipped to perform his job
well, could be embarrassed to ask questions and might lose trust in the
company.

These shortcomings do not actually come from the induction training

itself, due to the fact coaching personnel is usually advantageous unless the
coaching is poorly designed to meet the wishes of the staff and can also mislead
them.

The worst outcome, comparable to not offering any coaching at all,

is a high rate of worker turnover (and costly). Even if personnel are in the
company, he is no longer capable of doing an excellent job; they may
additionally be embarrassed to ask questions and may lose trust in the company.

▪ Untrained supervisors
▪ Too much information in very less time
▪ Might fail to give true reflection of the organization
▪ Less personal
▪ Generation of over excitement
▪ Requires a complicated and costly power modulator and two stages of
power conversion
▪ Control is more involved
▪ Drive is costly
▪ Lack of refining capacity
▪ More power is required
▪ Efficiency is lower

PROCESS OF INDUCTION PROGRAM

An employee’s induction process is often what makes or breaks his
experience at a company. Employee Induction is the first step of welcoming
new employees to the company and preparing them for their respective roles.
Induction is the introduction and orientation of the employee in the
organizational culture and showing the employees how interconnected he/she is
to everyone in the organization.
A good induction program ensures that the employees contribute
more effectively and efficiently to their team.
An induction makes the employees feel
● Welcome into the organization and team
● Associated with the company’s policies and objectives
● Confident that they can successfully do their job
● Positive about their future in the company
● Energized about his potential opportunities

An employee on-boarding should be taken seriously. The employee

induction process is to be planned well before the employee joins and the
number of days depends on the demands of the role.

Induction checklist: Introduce the new joinee with a Welcome kit. Show him
the office layout and introduce him to everyone; the Induction checklist
includes:

o System set-up and creation of email

o Provide an overview of the organization and its services/produ
o Introduction to the team and manager
o Discuss his roles and responsibilities
o Share performance standard and expectations from him
o Make him aware of HR related aspects – Work hours, Dress code,
work rules, etc.,
o Assign a buddy he can reach out to for queries during the early
week

Make them feel welcome: In the whole process of getting your employees
updated about the organizational structure, you forget to make them feel
welcome. Besides walking around and introducing them to everyone or just
showing them a slideshow you can do a number of activities to get them more
involved, such as:

o Ice breaker activities

o Decorating the new employee’s desk
o Get the team to sign a ‘welcome’ card
o Have a team lunch on the first day
o Post a welcome message on your company social media account

A crisp job description: A single page approach listing out the important
duties, experience, and skills reflecting the roles is good enough.

o Role title
o Statement of position
o Key tasks
o What is required of his role

Team’s involvement: Encourage the team’s involvement in the induction

process, instead of it being on a one-on-one basis.

Encourage social interaction: Encourage the team to pitch in and help with all
possible questions and queries. Unwind together towards the weekend and
interact with new colleagues.

Follow up: After a few weeks of the employee’s entry into the organization,
catch up with him and find out what is happening, what challenges he is facing,
if he needs any help and if he has adjusted just fine.

Employee feedback: After the induction process, ask your employee for a
feedback on their experiences. If any changes are required in the process,
incorporate them accordingly.

PROCESS OF INDUCTION PROGRAM

➢ Similar to event management
➢ Link with recruitment team for joiners
➢ Scheduling of programs
 ➢ Fixing number of participants
➢ Drawing program contents
➢ Coordinating with other team for PPT
➢ Arrange venue, food, handouts and stationary
➢ Sending communication mail to participants and concerned teams making
PPT
➢ Prepare for HR PPT
➢ Prepare for presenter back-up
➢ Prepare for participant back-up
➢ Feedback system
➢ Department specific orientation module finalization

HOW TO CONDUCT INDUCTION SUCCESSFULLY

✓ A systematic plan should be followed
✓ A check list of points to be included in induction should be prepared
✓ An induction booklet should be provided
✓ Anyone who is promoted or transferred from one job to another should
also be inducted
✓ The aim should be to convey a clear picture of the working of the
organization

STEPS OF A SUCCESSFUL SALES INDUCTION PROGRAM

We’ve all been through the painful and costly process of recruiting
new sales people into the business.

But it doesn’t end there. Once in, you want your new hires to be
productive, become part of the team and hit their targets… all in the shortest
time possible.

With high attrition rates, and 71% of companies taking over 6 months
to induct their sales reps, how do you ensure that you on-board those with the
highest chance of success?

At natural we believe in activation. We believe that people will learn

best if they’re actually doing what you need them to do. We believe the secret
sauce is plenty of practical application, real world scenarios coaching to ensure
maximum impact.
Step 1: Define Expectations

In order to be successful, your new hires need to be aware of what

success looks like and what’s expected of them every step of the way. Create a
handbook, giving each new starter an introduction to their new role, a detailed
overview of the induction programme and an exciting look at what their future
career has in store.

At the same time, the right support from managers, mentors and team
leaders is essential to the success of this induction programme. To help them
coach and develop their new team member effectively, prepare a coaching
toolkit at the start of the programme. Fill it with useful tools, tips and pre-
planned mini coaching sessions so they are aware of everything they need to be
a great mentor.

Step 2: Transfer Knowledge

As a new salesperson, there is so much they need to learn. What seems
to be an endless list of products, people, processes, performance and cultural
norms can be daunting, if not overwhelming for a new salesperson.

Make the process easier for them by putting together pieces of

knowledge from your senior people or star performers. This information is
much more valuable coming from your key people than a company textbook.
Use interesting methods such as podcasts, videos, short webinars or online
quizzes.

This makes it accessible to your new hire at any time of the day, and it
dramatically reduces their dependency on the people around them.

Step 3: Immerse them in the Role

This is an essential step that so many companies fail to do. Take some
time to immerse your new hire in their role, learn from the team, speak to
customers and even make a few mistakes. This gives them a real-world
perspective of the role along with a hunger to improve. Provide support with
practical tools, targeted coaching sessions and skill assessments to benchmark
early performance.

Step 4: Give them practical sales training

Once they have gained eagerness to improve, this is the perfect time
to develop the skills they need to become a sales superstar.

The workshops we run for our clients are highly practical, based on
real-world scenarios tailored to your business, meaning your people put their
new skills to the test in a risk-free environment and return to work ready to
perform.

We also believe that every salesperson is different and so tailor the

training to the natural strengths of each of your salespeople, allowing you to
best coach and develop them going forwards.

Step 5: Reinforce the learning

It’s crucial during the first few weeks back in the role that the
learning is repeatedly reinforced and applied. If the learning is not reinforced
then, after four weeks, your new hire may remember less than 20% of the sales
skills learnt. On the flip side, if you do reinforce the learning (especially if they
have a success using a new technique) then it is 50-70% more likely that the
great selling behaviors will stick. You can reinforce behaviors through video,
practical challenges, on the job support and through the next step, coaching and
reviewing.

Step 6: Coach and Review

At the beginning of the blog we discussed the importance of creating

a coaching toolkit that should be followed with your new hire through their
induction period (and beyond). At this point they will have many new tools,
skills and experiences to draw upon and it is your role as a coach to ensure you
sit down with them frequently to ask: “What’s been working? What hasn’t been
working? What are you going to do differently going forward?” Make sure you
document these answers so you can flag up any areas they are consistently
struggling with, and also celebrate their successes with the rest of the team.

Step 7: Share their Success

Finally, it’s important for you to pro-actively build momentum and

encourage peer-to-peer learning by unearthing and sharing success stories from
the team. Hold regular group sessions over lunch or a coffee morning where you
share successes and define the steps they took to be successful. Then publish the
results vie email or on the company intranet. Finish with a graduation day
where you award prizes and recognize outstanding achievement.

TYPES OF INDUCTION PROGRAM

Basically there are two types of inductions, Formal induction and
Informal induction.

FORMAL INDUCTION:
 Formal induction is a planned attempt to introduce new
employees to the organization, job and the working environment. This induction
type may consume more time of the superiors to learn and deliver the new
employees needs at the beginning. But this may create new employees less
number of errors at the working period and good coordination among all the
parties. At this type of program new employee may get to know who are the
most experienced person to have the solution of the particular problem new
employees are having lots of questions as same as kids at small ages. That is full
normal thing and common thing, because the new employee needs to know all
the things, he may actually needs or not. CEO, GM, Section/ Department
Heads, Senior Managers and Line Managers may involve into the formal
induction program. (From top management to bottom line). This will deliver
fundamental things that new employees need to know. Advantage of the formal
induction program is organization will have the better chance to win the new
employees loyalty at the very beginning. And also new employee will have the
chance to carry his/her works clearly, with less numbers of errors. Also new
employee will fit to the organizational culture and the work group easily and
strongly.

A formal induction programme, thus, includes the following contents:

1. Brief history of the organization.

2. Organizational mission, vision, objectives and philosophies.

3. Policies and procedures of the organization.

4. Rules and regulation of the organization.

5. Organizational structure and authority relationship.

6. Terms and conditions of job including remuneration, working hours,

holidays, promotional avenues, etc.

7. Welfare measures like subsidized canteen, transport, health and recreation

facilities, etc.

8. Safety measures.

All the contents of the induction programme are arranged into the three phases
which are discussed subsequently. Formal induction programme is carried out
by the HR specialists through leaflets, lectures, seminars and conduct tours for a
couple of days/weeks. The induction may spread over periods of time ranging
from a few days to a few weeks even months.
INFORMAL INDUCTION:

Informal induction is not planned and is ad hock. New

employees learn through trial and error method. They get familiar with the work
and work environment by themselves. This induction type will make the stress
on new employee at the very beginning, because of his/her not knowing things
at the operations. So in that case, new employee may leave the organization at
the beginning and then the organization may need to follow all the process of
recruiting and new employee to the organization. Also this method will create a
large number of errors making by new employee and then it may create big
losses to the organization. Those are the disadvantages of informal induction
program. The advantages of informal induction are, if the new employee
survived, then he/she may know the process by his/her experience.

Informal induction programme itself may be in the following two versions:

(i) Supervisory System:

In this system, the immediate job supervisor conducts the induction programme
for the new entrant. The supervisor briefs the new comer about the job, the
department, introduces to the colleagues, and takes him round the
sections/divisions which are related to his job.

(ii) Buddy or sponsor system:

In the ‘Buddy System’, the immediate supervisor assigns the responsibility of
induction of the new entrant to an old employee. The old employee acts as
friend, philosopher and guide to the new comer. In order to introduce the new
comer to the job and the organization, the guide, i.e., the old employee arranges
meetings with other persons and departments and also supplies him with
relevant documents/literature regarding rules, regulations and other details of
the organization.

But at the beginning the vice verse thing of above advantage may create loses,
if the new employee unable to survive at the organization. At the movements
which employees couldn’t survive, there could be see they are leaving
organization at the beginning they have joined to it. So this will create high
labor turn over too.

DIFFERENCE BETWEEN FORMAL AND INFORMAL

INDUCTION
 Formal induction Informal induction

It has a structured programme. In this, the employees are directly put

on job

Formal programme helps the new hire Informal programme promotes

in acquiring the known set of innovative ideas.
standards.

It is rigid in nature. It is flexible in nature.

RESEARCH DESIGN
COMPANY PROFILE
 KTM
KTM AG (the former KTM Sport motorcycle AG) is an
Austrian motorcycle and sports car manufacturer owned by KTM Industries AG
and Indian manufacturer Bajaj Auto. It was formed in 1992 but traces its
foundation to as early as 1934. Today, KTM AG is the parent company of the
KTM Group.
KTM is known for its off-road motorcycles (enduro, motocross
and supermoto). Since the late 1990s, it has expanded into street
motorcycle production and developing sports cars – namely the X-Bow. In
2015, KTM sold almost as many streets as off-road bikes. Production of the
KTM X-Bow started in 2007.
Since 2012, KTM has been the largest motorcycle manufacturer
in Europe for four consecutive years. Globally, the company is among the
leading off-road motorcycle manufacturers. In 2016, KTM sold 203,423 motor
vehicles worldwide.

HISTORY:

Early years:
In 1934, an Austrian engineer Johann (Hans) Trunkenpolz set
up a fitter's and car repair shop in Mattighofen. In 1937, he started
selling DKW motorcycles and Opel cars the following year. His shop was
known as Kraftfahrzeug Trunkenpolz Mattighofen, but the name was
unregistered. During the Second World War, his wife took care of the business
which was thriving mainly on account of diesel engine repairs.
After the war, demand for repair works fell sharply and Trunkenpolz started
thinking about producing his own motorcycles. The prototype of his first
motorcycle, the R100, was built in 1951. The components of the motorcycle
were produced in house, except for the Rotax engines which were made
by Fichtel & Sachs. Serial production of the R100 started in 1953. With just 20
employees, motorcycles were built at the rate of three per day.
KTM 1953–1991[edit]
In 1953, businessman Ernst Kronreif became a sizable shareholder of the
company which was renamed and registered as Kronreif & Trunkenpolz
Mattighofen. In 1954, the R125 Tourist was introduced, followed by the Grand
Tourist and the scooter Mirabell in 1955.
The company secured its first racing title in the 1954 Austrian 125cc national
championship. In 1956, KTM made its appearance at the International Six Days
Trials where Egon Dornauer won a gold medal on a KTM machine.
In 1957, KTM built the Trophy 125cc first sports motorcycle. KTM's
first moped, called Mecky, was launched in 1957, followed by Ponny I in 1960
and Ponny II in 1962 and Comet in 1963. The 1960s also saw the beginning of
the bicycle production in Mattighofen.
Ernst Kronreif died in 1960. Two years later in 1962, Hans Trunkenpolz also
died of a heart attack. His son Erich Trunkenpolz took charge of the company's
management.
As the company continued to expand, the workforce totaled 400 in 1971, and
forty years after it was founded, KTM was offering 42 different models.
Besides, KTM was able to produce motorcycles for the racing industry. During
the 1970s and 80s, KTM also started to develop and produce motors
and radiators. Radiators sold to European car manufacturers constituted a
sizable part of the company's business in the 1980s.
In 1978, US subsidiary KTM North America Inc. was founded in Lorain, Ohio.
In 1980, the company was renamed KTM Motor-Fahrzeugbau KG. One year
later, KTM had about 700 employees and a turnover of 750m. Schilling (about
54.5m.Euros). International business then amounted to 76% of the company
turnover.
However, scooter and moped turnover sank rapidly, and production had to be
halted in
1988. Erich Trunkenpolz died in 1989. Takeover of a 51% interest in the
company by the Austrian investment trust GIT Trust Holding controlled by
Austrian politician Josef Taus in 1989 was followed by unsuccessful attempts to
turn the indebted company around, and in 1991, KTM management was
transferred to a consortium of creditor banks.
KTM after 1991
In 1992, the company was split into four new entities: KTM Sportmotorcycle
GmbH (motorcycles division), KTM Fahrrad GmbH (bicycles division), KTM
Kühler GmbH (radiators division) and KTM Werkzeugbau GmbH (tooling
division).
Now owned by KTM Motorradholding GmbH, which was formed by Cross
Holding (a Cross Industries daughter), and other investors, KTM
Sportmotorcycle GmbHstarted operation in 1992 and later took over the sibling
tooling division KTM Werkzeugbau. In the following years, while steadily
increasing production and turnover, investing in new production and R and D
facilities,[5][28][29] introducing new models and successfully sponsoring and
taking part in various race sport events, the company underwent a series of
restructurings and stakeholder changes guided by KTM's managing director
and Cross Industries owner Stefan Pierer. In 1994, KTM started production of
the Duke series of road motorcycles, in 1996, KTM motocross machines were
first decked out in KTM's signature orange color,[30] and 1997 saw the
introduction of LC4 Supermoto and Adventure motorcycles. In 2007, the
company debuted the KTM X-Bow sports car.[31]
In 1995, KTM Motorradholding GmbH acquired Swedish motorcycle
maker Husaberg AB and took control of the Dutch company White Power
Suspension.
In 2007, Indian motorcycle manufacturer Bajaj Auto bought a 14.5% stake
in KTM Power Sports AG. By 2013, Bajaj Auto held a 47.97% interest in the
company.
In 2013, KTM acquired the formerly Swedish motorcycle maker Husqvarna
Motorcycles from its prior owner BMW Motorrad AG.[5] The same year, KTM
re-integrated the brand Husaberg into Husqvarna Motorcycles from which it
had spun off in the 1990s when Husqvarna was sold to the Italian
company Cagiva.
As the final result of the restructuring process, KTM Motorradholding
GmbH had become KTM AG in 2012. In 2015, KTM generated a turnover of
over 1 billion Euro and employed 2515 people by the end of that year.[5] Of the
four separate companies left after the 1992 split, three were now again part of
the KTM Group: KTM Sportmotorcycle GmbH, KTM Werkzeugbau
GmbH and KTM Kühler GmbH (today WP Radiators). KTM Fahrrad GmbH
(KTM Bike Industries) remained an independent company and is owned by
Chinese investors. KTM-Group today contains the brands KTM and Husqvarna
Motorcycles.