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Induction in Corporates

The INDUCTION should be simple to understand but must be complete to create satisfaction in the minds of the new employee. Induction is the process for introducing a new employee to their work environment. It extends from the moment the prospective employee reads the advertisement for the position and fuses with their training and development as a part of the organization.

Objectives of the Study

The objective of the study is to bring out the importance of training process that organizations invest in their staff. Like any form of training it should have the objective of developing the relevant skills, knowledge and behavior of employees. The present Study has the following objectives.

Primary Objective:
To ensure that staff induction is dealt with in an organized 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.

Secondary Objective:
o Familiarize the new employee with the jobs and the job environment. o General Favorable attitudes within in the new employee about peers, superiors, Subordinates and the Organization.

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 Organization 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 basic information about their terms and 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 traditional handshake tour. This is simply asking the new employee to adopt an indifferent attitude towards the organization, 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 organizations human resources; the most valuable assets it has. Induction Programmes assist in reducing labour turnover by integrating new employees effectively into the organization.


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. 1. What should we tell them? 2. Who should tell them? 3. When should they be told? 4. How Induction is carried out?


There are five main categories of information that should be given to new employees. A. ORGANISATIONAL INFORMATION This should include information about the Organization 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 organizational procedures which affect all members of staff. The information provided should include: o Terms and conditions of employment o Disciplinary and grievance procedures o Safety & House Keeping procedures o Rules on entering and leaving the premises. o 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: o A job description detailing the major tasks and accountability of the Job. o Details of any training which is involved. o Procedures for obtaining equipment, stationery, or tools. o A copy of relevant sections of an organization 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 to ask 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.


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 in devising 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. 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 passing 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. STAFF REPRESENTATIVE New employees should be introduced to their 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 an opportunity to meet every new recruit and to monitor the effectiveness of the Induction programme.


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 the starting day. These should include: y y y y 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: y y All equipment, clothing, safety wear etc. A timetable for people who are involved in inducting the new Employee.

B. DAY ONE Whatever the size of the organization, 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. This should 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 maximize 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 Induction 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 understand what has been planned for them and will also allow them the opportunity to prepare questions in advance, minimizing 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 supervisor 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 organization. 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 organization. It may therefore be appropriate to arrange a tour of another part of the company, Ex.; Corporate Office, Head Office or staff visits to all groups of companies etc.


Whatever the size or resources of an organization, Induction should be ; y y y y 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 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 ; o The Manager HR (Terms and conditions of employment) o The Security Officer (Security policies and procedures) o The Health and Safety Officer ( standards of health and safety procedures ) o 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 programme 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 organizations can be used, but the line manager or supervisor will have to decide who is best qualified within the organization to cover the various items. This will then mean arranging meetings with specialist members of staff including; y y y The person responsible for wages and salaries The union / staff representative Managers / supervisors from other departments.

The purpose of an induction procedure is to assist a new employee in the "settling down process. Starting a new job is a stressful experience, due to new situations and demands plus fears of looking stupid. During the settling-in period, a new employee is unlikely to be effective or fully productive and may even leave if the feelings of unease are strong enough. It is therefore worth spending time on effective induction, as real cost savings can be made on avoidance of accidents caused through unfamiliarity, rapid achievement of full productivity and avoidance of costs incurred in unnecessary recruitment to replace lost employees.

Why do we need an induction procedure?

A proper induction will give both the employees and the organization the following benefits: y It improves the motivation of new employees by helping them quickly assimilate the workplace culture. y As well as their knowledge of the products/services provided by the organization and the systems in place. y y y Boosts confidence and improves work quality and productivity, as well as helping to. Reduce incidences of early leaving, which can be extremely costly to the organization. As induction involves other staff other than the inductee, the process can also be useful in developing the skills of existing staff. y As well as these benefits induction can ensure that health and safety rules are properly disseminated to all staff and a good induction will help with an Investment in People application.

How do we put together an Induction procedure?

A successful induction process has three Goals -

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Helps new employees settle in. Helps new employees understand their responsibilities and what is expected of them. Ensures the employer receives the benefit of the new employee as quickly as possible.

Who should attend an induction process?

An induction process is not simply for new employees. The same benefits can be received by staff who have been promoted or transferred or those who have returned from a long period of absence. Furthermore you should be careful to include against long term temporary staff, which is entitled to the same training and development as permanent staff members.

What should we put in an Induction process? An induction process should have three themes running through it. It should be; y y y Flexible and interesting. Employee centred. Meets equal opportunities requirements.

Roles of other people in induction

y It is not sufficient to simply present a new staff member with a file of information and told to get on with it. An induction process should involve other employees, helping build relationships within your organization. The following people may well be involved in the process. y The employees Line Manager has the primary responsibility to identify the needs of the inductee and assess their learning styles as well as ensuring that the programme is followed through. y The Training dept, or whoever is responsible for training, needs to advise line managers, ensure training is provided, manage group events and oversee delivery of the programme. y Senior Managers, including the trustees, should be available to set out the vision of the organization to new employees. Their involvement can help to motivate inductees by demonstrating the organizations concern that new employees feel they are an important part of the organization. It will also help inductees see the big picture in which their work takes place. y Specialists can provide specialist information on topics such as Health and Safety, quality measures, union representation etc. y Nominated peer/buddy can provide informal support and accelerate assimilation into the team/department by offering advice and information as needed. y Meeting Customers/Suppliers/Distributors can help the inductee understand his/her role in relation to these outside groups and the importance of their own role in linking with them.

Stages of induction
Induction does not simply begin and end on an employees first day at work. Proper induction starts from the moment the need for recruitment is identified and carries on throughout the first year, blending into the organizations programme of staff training and development. Job Advert The advert should be realistic; with a design and copy that reflects the culture of the organization. The emphasis for the advert should be on the aspects of the work that current employees find satisfying and it must be accurate about pay, conditions and any special conditions that apply. A proper job advertisement will begin the selection procedure to ensure the most suitable person is chosen. Application Pack This should provide literature about the organization (Q&As, who we are, what we have achieved, what it is like to work here, where we are, local facilities), a suitable job description and a brief outline of the terms and conditions. Where there are conditions that are not part of the contract, i.e. a no-smoking policy, then these should be properly marked. Pre-Employment Handbook This can take the form of an actual handbook, or simply an introductory letter to the successful candidate. The important points are that it should be friendly and jargon free. It should set out the arrangements for the first dayy y y y y y y y The time and place the employee should arrive, Parking/transport arrangements at site The name of the person who will meet them/whom they should ask for What type of clothing should be worn (dress code, safety clothing etc) Any specific security arrangements they should be aware of The catering facilities that are on site/near by, A list of the documents they will need to bring on the first day An outline of the work of the first day.

The pre-employment pack/letter should enable the employee to predict exactly what will happen on their first day, which in turn will do a great deal to reassure and overcome apprehension. If an inductee can go home at the end of the first day and say that the day was as expected, the pre-employment material will have been successful. Primary Induction- This is the first face-to-face induction the inductee will have as an employee of the company. It should address both the inductees and the employers immediate needs and priorities such as; 1. Health and Safety, 2. Conveniences, 3. Personal details- the following is a list of information that may be needed a. P45 b. Driving license c. Car insurance d. Birth certificate e. Passport f. Previous pension details g. 1st aid certificate h. Medical documents if a health check is to be carried out 4. Details of the next of kin, General Practitioner, etc 5. Important documents the employee needs to receive from the organisationa. Employee handbook b. ID c. Safety rules d. Clocking in card e. Locker key f. Vending/restaurant tokens g. Car park entry h. Authority to draw protective clothing i. Documents for company car.

By the end of day the inductee should know; 1. The location of work site, toilets and facilities, 2. Time-recording procedure, 3. Rest/meal break times, 4. Health and Safety rules, 5. Location of their personal work station, 6. Rules about PC/phone use, 7. Key points of conduct 8. Have been introduced to their immediate supervisors and colleagues.

Taking in all of this information can be very overwhelming on the first day and easy to forget in the coming days and weeks. It is therefore important to present it well and support the inductee. Some ideas on how to do this are;

Have everything set out on paper, including the names of the people the inductee is to meet, and send the inductee a timetable of the first day, as part of their pre-employment pack.

Nominate a key person who is responsible for each task that the inductee will have to do and make sure they are prepared and trained to do it.

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Ensure that the people who are to meet the inductee are available, punctual and friendly. Dont hold inductions on a Monday, as staff are often busy getting back up to speed after the weekend.

Once the primary induction is finished, the employee will still need to be inducted into the culture and systems of the organization and given training to allow them to complete their work.

Main Induction Process

Ideally this should start in the first week, but again be careful to avoid overload. Rather than seeing induction as happening on one day, see it as a yearlong procedure that merges with your training programme.

When planning the induction programme, you should consider three broad topics with which you want the employee to be familiar;

1. Work Environment- Health and Safety issues, Employee welfare, work hazards and preventative measures 2. The Organization-A structured view of the organization should be given through providing mission statements and business plans and explaining communication and involvement systems that show;

How employees fit in the organisation through organisational charts, accountability charts and meeting people

The roles and culture within the organisation through explaining policies and meeting people

3. Job Instruction- Explained by the line manager through the job description, setting targets and performance measurements and explaining the value and importance of the work, as well as ensuring the inductee receives the relevant training to actually carry out the work.

Evaluating Induction
Primary Evaluation - The reaction, learning and behavior of the inductee and how well these match up to the objectives of the induction. Secondary Evaluation - The effects of the induction on the organization in terms of staff retention, attendance, flexibility, equal opportunities, health and safety and customer care. Induction programmes, as with any training, should be modified according to the results of the evaluation.

Building an induction programme

The key people involved in training and supporting the proposed employee need to meet (i.e. the directors/trustees/line managers/personnel department) to discuss exactly what they expect the induction to achieve in light of their expectations having written the job description and person specification. Some questions that should be asked are; At the end of the First Week:1. What does a new employee need to have known? 2. What key policies and procedure do we need to have conveyed to the new employee? 3. What positive behaviours do we want to have reinforced? 4. What should we have done to help integrate the new employee into the team/department? 5. How can we have given the employee a sense of accomplishment? 6. What feedback will the new employee need? 7. Will we have made ourselves sufficiently accessible?

It is important to design some tasks that the employee can achieve during their first week (see point 5). These should give them the feeling that they have started work (otherwise they may feel bored and detached if they are simply receiving training and information) and also give them a sense of accomplishment, so should have an easily achievable end. This will in turn reinforce their motivation to the organization and wanting to stay a part of it.

At the end of the First Month:-

1. What additional things does the employee need to have known? 2. What policies/procedures need to have been in place to affect job performance? 3. What impressions or models should we want to have been reinforced in this month? 4. What task can we assign the employee that allows for growth over this month? 5. What can our organization do to broaden delegation to include the employee? 6. What training objectives do we want the employee and the organization to meet?

You should have the same points in mind when planning the induction for the Six month point and should also ask the employee the following questions -

1. What info did you need in the first 6 months that you did not receive? 2. What tools and information were or would be helpful in the first 6 months? 3. What changes would you make to induction?

At One Year:-

1. What additional things does the employee need to know by the end of the 1st year? 2. What policies/procedures need to be in place and aware of to affect job performance? 3. How can we have encouraged the employee to be self-sufficient over the year and in the future? 4. Does the employee have capabilities/skills that arent being utilized? 5. How well have we met our goals?

When you have answers to these questions you will need to write a checklist that states;

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What task is to be done, By whom, By when, How long will it take to do and a A check box for the employee and person responsible to say it has been done.

As it is completed copies can be put in the employees personnel file. Alternatively, you may wish to have a checklist for the first week which the employee maintains and which is then put on their file, and have the line manager/personnel department keep the longer term plan. Employing somebody is a big responsibility and one that should be taken very seriously. As with everything if this is the first time that you are employing somebody then you have everything to do. Next time it will be much easier. Taking care at the start will also reap benefits that you may never notice, because your preparation has helped reduce the chance on incidents and unhappiness. It is unprepared organizations that have the most problems and find them the hardest to solve.

How to induct successfully

To achieve successful induction, a systematic plan should be followed. This is to enable records to be kept and thus ensure that information is not missed out.

A check list of points to be included in induction is attached.

Although induction is of vital importance to new employees, anyone who is promoted or transferred from one job to another should also be inducted.

In general, the aim of induction should be to convey a clear picture of the working of the organization.

First Contact
The Human Resources Department / Line Manager will be the first calling place for new employees. The following points will be covered : -

A warm welcome to the Company. The Company and employing Department management structure will be outlined and a brief description of the Company given.

Employee Qualifications / Training / Professional Registration details (as appropriate.) will be re-confirmed and copies taken for the personnel file.

The importance of maintaining appropriate professional qualifications if required will be emphasized and attention drawn to the contactual requirement to do so.

The need for confidentiality regarding the Company will be highlighted.

Pay scales and allowances, method of payment, holiday entitlements, hours of work, pension scheme and trade union arrangements will be explained in detail. All relevant employment details will be be timeously forwarded to the Payroll Section. Information will be given on the Absence policy and procedure, including method of reporting absence. The Discipline and Grievance procedures will be fully explained and written copies of these supplied. Brief tour of building, including canteen / break facilities and introductions where appropriate. Any required occupational health assessment carried out, with action taken as necessary. Any necessary adjustments are discussed and check that all necessary arrangements have been put in place for individuals who have a disability. Ensure the new employee does not currently require any further information. Confirm induction details and complete induction form. Arrange escort to working location.

Employing Department:

A chosen representative (mentor) of the employing Department should conduct the new employee to their new Department. The mentor should act as a guide to the new employee during the allocated induction period.
The following points should be covered:

Further detail on the Departmental structure should be given, supplying names of key personnel.

Introductions should be made to managers, other members of staff with whom the employee will be working. The aim should be to put faces to the names already given.

A tour of the Department should be given, indicating the location of fire alarms, first aid equipment, toilets and catering facilities etc.

Specific job responsibilities should be explained, referring to the job description if necessary.

Safety precautions should be emphasized.

Procedures relating to personal accident reports should be explained.

In general, the Department should avoid giving too much information in the first day. Vital information must be emphasized but, in general, queries should be dealt with as they arise.

The new employee should ideally be involved in some practical work during the first day.


Preparations should be made for the arrival of the new entrant well in advance, for example, arrangements should be made to provide desk, equipment and lockers etc.

Most new employees tend to be concerned primarily with two matters:

a) Whether they can do the job and b) How they will get on with their new colleagues.

It is therefore important to introduce them to their new workplace and colleagues at the earliest opportunity. An introductory talk will be appropriate at this time and can be combined with the provision of general information and exchanging any necessary documentation. This talk should be as brief as possible, because the employee is unlikely to be receptive to detailed information at this stage, and should be conducted by someone who is well prepared and has sufficient time available. Managers/supervisors should refer to the Induction Checklist and use it as a basis for discussion thus ensuring all documentation is complete.

A tour of the workplace should be arranged for the new entrant allowing the Company / Division to be viewed as a whole and the recruit to see where he/she fits into the organization.

The new entrant will want to get to know his/her colleagues and quickly become part of the team and time should be made for this process. Colleagues should be briefed on the new entrants arrival. If possible one of the new entrants colleagues should be nominated to ensure that he/she has every assistance in settling in quickly.

Follow - Up

It is important that the line manager / supervisor follows up on the initial induction within the first week.

Employees should be asked how they are settling in and whether they require any additional information.

Views on the induction procedure should be sought and noted. Any comments should be related in writing to the appropriate Department, so that changes may be made as required.

What happens without an Effective Induction programme?

New employees get off to a bad start and never really understand the organization itself or their role in it. This may lead to y y y y Poor integeration into the Team Low morale, particularly for the new employee Loss of productivity Failure to work to their highest potential

In extreme cases , the new employee leaves, either through resignation or dismissal. Early leaving results in,       Additional cost for recruiting a replacement Wasted time for the induction Lowering of morale for the remaining staff Detriment to the leavers employee record. Having to repeat the unproductive learning curve of the leaver. Damage to the companys reputation.

Recruiting people with the right skills and qualities is essential for any organization if it is to maintain and improve its efficiency. Not only the personnel manager but also the line manager/supervisor has a part to play in the selection process. It is crucial that both these people have training to enable them to carry out their roles effectively. Careful analysis of the job to be done, and of the competencies required to do it, is necessary if the right people are to be fitted into the right job. Having selected the best candidate for the job, the next stage is to ensure that the new recruit is successfully integrated into the organization through a well planned induction programme. Induction need not to be an elaborate exercise, but it must be thought out in advance, carried out in a timely and careful manner, and evaluated to ensure that it needs of the employee. The benefits of a good induction programme are a more selected employee, a more effective response to training, lower labour turnover, and improved industrial relations.

Staff Training

This is where the new employee learns about their job but what the tasks involved are.

It should not involve how to do the tasks presumably the employee was hired because they know how to do the job! What it should involve is training on how the various tasks are done in the company, an overview of the computer system and any reports, etc., that need to be done. It is important to remember, however, that all of this is not crammed into one day, but spread out over the first month. It seems a long time, but most companies run on a monthly cycle and spreading the training out over the month allows the monthly tasks to be done and learned in their order and in relation to everything else. It also means that the new employee is not overloaded with information within their first week. Many employers make the mistake of thinking that productivity means that the training has to be completed within the first week. By spreading it out, the person doing the training can also attend to their role, and the new person doesnt suffer information overload, and can start to do the tasks their role requires immediately, and in the same order that they would normally need to be done in.

Benefits to the Employee

A good induction and training program will leave the employee feeling empowered and a full part of the team. It will help them to fit in, and understand the company. You dont need to

sell the company to the employee they have already accepted the job (therefore, have chosen the company). By conducting a good induction / orientation, you have a new employee who finds their way around faster, and who will feel that they are valued. Good staff training, where their previous knowledge is taken into account, makes the employee feel good. If you try to teach them what they already know, they feel like their knowledge is not valued, and feel demeaned. The purpose of an Induction and Training program is to reinforce the employees initial feelings of wanting to work there, and to ensure that they become an integrated and productive team member, who will stay for the long term.

Benefits to the Manager & Work Team

You will be building on the fact that you have hired somebody who can already do the tasks, and all they need to know is how your systems work. By starting with this premise, your new employee becomes productive faster and has a positive attitude towards working with the team, and in how their skills and prior experience is valued by both the team and the Company. The advantages of an effective and systematic induction process are as follows:

To enable new employees to settle into the Company quickly and become productive and efficient members of staff within a short period of time.

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To ensure that new entrants are highly motivated and that this motivation is reinforced. To assist in reducing staff turnover, lateness, absenteeism and poor performance generally.

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To assist in developing a management style where the emphasis is on leadership. To ensure that new employees operate in a safe working environment. To reduce costs associated with repeated recruitment, training and lost production.

Benefits to the Organisation

By having a good induction and staff training program, you will acquire loyal employees who feel integrated into the culture of the company and who are likely to be more productive and stay with the company longer.