1 Human Resource ManagementInduction and Retention Human Resource Management Ch8Induction/Retention

2 Definition: InductionTaylor (2002) says the following about induction. ‘Induction is used as a general term describing the whole process whereby new employees adjust or acclimatise to their jobs and working environment.’ Ch8Induction/Retention

3 The purpose of inductionMichael Armstrong proposes that induction serves four purposes: to smooth the preliminary stages when everything is strange and unfamiliar with the new starter to establish quickly a favourable attitude to the company in the mind of the new employee so that he or she is more likely to stay to obtain effective output from the employee in shortest possible time to reduce the likelihood of the employee leaving quickly. Note: Induction commences from the time an individual makes contact with an organisation, through the recruitment and selection phases until beyond the time the individual gains competence in his or her role. Ch8Induction/Retention

4 The importance of inductionInduction at its extreme is the first opportunity to introduce the individual into the company’s culture, its norms, standards (values) and expected behaviours. This is particularly so with large corporate organisations where there are strong cultural identities, the intention here is to start the process whereby external expectations (of the company) are slowly internalised by the new employee (Poulter and Land, 2008). How ethical this approach is would depend upon how far the indoctrination into the organisation’s culture goes (enculturisation). Ch8Induction/Retention

5 Indications of a successful induction processNew employees taking little time to become effective in their jobs. An increase in the rate at which employees adapt to their surroundings. Good interpersonal relations between new and longer-serving employees. A reduction in staff turnover, thus reducing recruitment costs and disruption to workplace productivity. A satisfactory staff retention rate and stability index. Ch8Induction/Retention

6 Definition: socialisationSocialisation is the process through which individuals become familiar with their environment and learn about the kind of behaviours that are expected of them. It is experienced in our early development years and what we learn then stays with us for the rest of our lives. When we enter an organisation, we go through it all again. This time it is kind of micro-socialisation, which involves learning a culture which is different from that of the outside world and different from that of any other organisation. Ch8Induction/Retention

7 The induction crisis As the new employee begins to get to know the job and the organisation, there may be second thoughts about the original decision they made to join the organisation. He or she may decide to leave. The strengths of these feelings depends upon the degree to which the job and the organisation match up to the employee’s expectations and, in some cases, employer promises. Ch8Induction/Retention

8 Definition: accommodationIn the context of a new experience, accommodation is the process in which individuals alter their perception of a situation so that the original perception is replaced by the new one. People do this when they discover that things are not what they thought they would be. Note: For example, if a job does not in fact match up to the job description and perhaps to what others have told him or her about it, the person taking the job has to re-establish a more realistic perception or ‘personal reality’. Naturally this will alter the person’s attitude towards the job. Ch8Induction/Retention

9 Approaches to inductionIn writing, in which the new employee is presented with an induction pack. Walk ’n’ talk, in which the new employee is shown around the site and is given explanations about each work activity on the way around the facilities. Induction training: the approach takes the form of a number of training sessions, each of which deals with a particular aspect of work and each is usually delivered by a specialist in that subject area. Coaching and mentoring is also used in many organisations to help the new starter over the longer term. In writing, in which the new employee is presented with an induction pack. This may include a ‘company handbook’ which gives the main terms and conditions of service (salary, holiday entitlement, disciplinary and grievance procedures), a copy of the corporate structure, a brief history of the organisation and, a site map of the building with the main facilities identified, and perhaps something about company plans for the future. For senior management induction the ‘pack’ may also include a copy of the annual report. In general care should be exercised to ensure that the materials included should reflect the level of the job and new recruit. Walk ‘n talk, in which the new employee is shown around the site and is given explanations about each work activity on the way around the facilities. Towards the end of the tour the department in which he/she will work is visited and more detailed explanation of what happens is given. This is a good time to introduce new employees to their new colleagues. Induction training. This is the most successful and effective form of induction and a large number of organisations have adopted this practice. The approach takes the form of a number of training sessions, each of which deals with a particular aspects of work and each is usually delivered by a specialist in that subject area. The duration of the induction is usually staggered over a period of days or even weeks, depending on the amount and complexity of the information to be delivered. Coaching and mentoring, is also used in many organisations to help the new starter over the longer term. Once the initial flurry of induction activity has died down the new employee will more than likely still require some form of support. It can be quite embarrassing to have to constantly ask one’s colleagues for advice so to have a mentor who one can refer to seek advice and who one can trust. Ch8Induction/Retention

10 Inducting minority groups or those with special needsCare needs to be taken when inducting employees who are new to this country or who have special needs, perhaps because of a disability or who have special educational needs. The speed and type of delivery or even lack of understanding of the English language may seriously impair the effectiveness of the induction process. Think of the worst-case scenario where the programme is addressing health and safety matters and there is a clear requirement for the inductees to go away with a uniform vision of how company views health and safety in the workplace. Ch8Induction/Retention

11 Promoting equality in the organisationThe Commission for Racial Equality (CRE) (which was superseded by the Equality and Human Rights Commission) suggested the following ways to promote equality within the organisation: review recruitment, selection and training procedures regularly draw up clear and justifiable job criteria which are demonstrably objective and job-related offer pre-employment training, where appropriate, to prepare potential job applicants for selection tests and interviews consider positive action (see following ‘Legal Point’ panel), to help ethnic minority (one could also include those with special needs because of, for example, a disability) employees to apply for jobs in areas where they are under-represented. Ch8Induction/Retention

12 Positive action The Equality and Human Rights Commission says the following about positive discrimination: ‘Where members of the relevant sex or racial group are under-represented, there are limited exceptions allowing discrimination in training, or encouragement to apply for particular work. These lawful exceptions are often referred to as positive action.’ Ch8Induction/Retention

13 Positive action trainingWhere particular racial groups have been under- represented in particular work at any time in the past 12 months, the Race Relations Act 1976, Part VI (now incorporated in EA2010 allows positive action measures to be taken in order to: encourage applications for an under-represented group for vacancies in particular work provide training in order to help to fit members of an under-represented group for the particular work. Ch8Induction/Retention

14 Terms and conditions of employmentThe induction training environment is an ideal place in which to provide the new employees with a copy of the particulars of their main terms and conditions of employment (service). It is advisable to make this a discrete event, rather than issue these along with a sheaf of other documents which may be stowed in the induction pack never to be opened. Ch8Induction/Retention

15 The company handbook The company handbook will include the following type of information: payment systems, including the frequency of payments and the deductions that are made, eg tax, National Insurance, pension deductions holiday entitlement holiday and sick pay arrangements sickness absence procedure promotion policy discrimination and equal opportunities policy health and safety policy disciplinary rules grievance procedures education and training policy provision for employees’ well-being available benefits and facilities trade union and joint consultation arrangements special working arrangement overseas (if applicable). Ch8Induction/Retention

16 Departmental inductionThe departmental induction, as well as forming a first and formal introduction to colleagues and supervisor, is also concerned with the technicalities and other details of the job itself. The idea is to settle down the new starter into his/her new place of work and to try to make him/her feel welcome. Induction interviews Induction interviews should be given to all employees taking up jobs for the first time, whether the person has been recruited from outside the organisation or promoted from within. Ch8Induction/Retention

17 Induction interviews Induction interviews should cover the following points: The job description and person specification so that the job-holder understands what is required. How the job relates to the work and purposes of the group and the organisation as a whole. All the attendant circumstances of the job, eg pay, conditions, welfare, etc. The performance appraisal system and what part of the job-holder will be required to play. An assessment of any training and development needs that require immediate action. General plans for training and development. Career prospects. Ch8Induction/Retention

18 Retention plan Pay and benefits: competitive rates of pay, deferred compensation, eg share option schemes, generous pension schemes [although these may not be final salary schemes – author comments], retention bonuses, flexible benefits, benefits package that improves with service. Recruitment and selection: set appropriate standards, match people to posts, provide an accurate picture of the job. Training and development: good induction processes, provision of development opportunities to meet the needs of the individual and the organisation, structured career paths. Ch8Induction/Retention

19 Retention plan − continuedJob design: provision of interesting work, as much autonomy and team working as possible, opportunities for flexible working to meet the needs of the individual. Management: ensure managers and supervisors have the skills to manage and coach their staff effectively. Make changes to improve work−life balance. Offer coaching mentoring/buddying systems. Ch8Induction/Retention