HUMAN RESOURCE MANAGEMENT I

HRM105D
MODULE – LEARNING OUTCOME:6
AC1 INDUCTION AND SOCIALISATION

AC1 Define induction and socialisation

AC2 List and discuss the objectives and benefits of induction
AC3 List and explain the reasons for poor induction
AC4 Discuss induction as a shared responsibility.
AC5 Discuss and illustrate the induction process.
AC6 Analyse and discuss an induction program's planning, designing, and implementing.
AC7 Explain the need for follow-up and evaluation of the induction programme
AC8 Discuss the onboarding of the executive.
AC9 Analyse and discuss the retention strategies of the organisation
AC10 Define talent management and the purpose thereof
AC 11Discuss the induction and ethical considerations
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 DEFINE INDUCTION

The broad purpose of employee induction is to introduce the new

employee to the organization’s goal and objectives. Induction
provides an overview of the organization’s culture: it is an early
opportunity for employers to set the right expectations for new
employees.

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DEFINE SOCIALISATION OR ONBOARDINNG

Socialization/onboarding involves instilling in employees the

organizational culture, which reflects the attitude, standards,

values, and patterns of behavior expected from employees.

Its main purpose is to make employees feel welcome and

become productive immediately.

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5 DEFINE ORIENTATION

• Orientation is defined as – the process by which a

person learns the cultural values, norms and
behaviours that enable him or her to “fit in” with a
group or organisation.

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 AC2 THE OBJECTIVES AND BENEFITS OF
INDUCTION

The objectives or goals of induction:

 Ensure that employees are well versed with all the policies and
regulations pertaining to all facets of the organization’s
operations.
 Communicate all the organisation’s culture-related matters to
the new employees, ensure they adjust quickly to their jobs, and
increase retention.
 Enhance new employee retention.
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THE OBJECTIVES AND BENEFITS OF
INDUCTION

The main benefits of a successful induction:

 Reduces ‘reality shock and cognitive dissonance
 Increases job satisfaction and lower turnover and absenteeism.
 Alleviate employee anxiety.
 Created positive work values and reduced start-up costs
 Improve relations between managers and subordinates
 Under the ‘new normal’ business condition caused by Covid-19 pandemic,
organisations are mindful of employees’ wellness.

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 AC3 THE REASONS FOR POOR INDUCTION

 Induction is not tailor-made to suit the generational

profile of the organization.
 The person responsible for the induction does not have
enough time to conduct a proper programme
 Nobody knows who is responsible for induction
 Many organisations do not regard employee stress as
important enough for them to be put on induction

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AC3 THE REASONS FOR POOR
INDUCTION
 Some organisations believe that good recruitment and selection
programme, with follow-up training, could replace induction
 Important information is omitted or not reviewed to meet
individual needs.
 A lack of cultural integration disrupt the induction process
 The organization underestimates talent mobilty in the job market
and poor induction often leads to employee resignation.
 Excessive paperwork

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AC4 INDUCTION AS A SHARED RESPONSIBILITY

General topics of
interest to new HR department
employees
Induction
Specific job- New employee’s
related issues manager

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Faculty of Management Sciences – Department of People
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Faculty of Management Sciences – Department of People
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13 A BUDDY OR CO-WORKER

• A working ‘buddy’ is colleague who works alongside the

new employee during their initial period in the
organisation. This colleague is in the same team or
department as the new employee and helps them settle
into their new role.

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EMPLOYEE HANDBOOK

• An employee handbook is a booklet (printed or electronic) containing a

condensed version of employment policies and procedures and therefore is
regarded as being a company legal document.
• The handbook should offer coverage of fringe benefits and not specific
information related to particular benefits only.
• The handbook should state explicitly that all statements of coverage are
subject to the terms, conditions, restrictions, and other eligibility requirements
of the organisation’s policies, and the employment legislation of the country.
• Refer to Table 6.2 - Contents page of a typical employee handbook

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THE INDUCTION PROCESS: THE STAGES OF INDUCTION

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16 AN INDUCTION MODEL

• Anticipatory stage - Where an employee has certain expectation about the

organisation and the new job. It encompasses all the learning that takes place
“prior” to the newcomer’s first day on the job.
• The encounter stage – is the second socialisation stage where the newcomer
learns tasks associated with the job, clarifies roles, and establishes new
relationships at work. In this stage, the new employee begins the new job and
possibly experiences shock and surprise.
• The settling-in phase – is the stage when newcomers master the demand of the
job. This is the stage when the employee begins to feel comfortable with the
new jobs demands and social relationship within the organisation.

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17 ANTICIPATORY STAGE

• A number of expectations may be unrealistic and, if unmet can lead to

dissatisfaction, poor performance and high turnover.
• There are two main concerns of employees at this stage namely realism and
congruence.
• Realism is the degree to which a newcomer holds realistic expectations about
the job and about the organisation.
• Congruence is the extent to which these expectations meet and match those
of the organisation.
• Realistic Job Preview - RJP

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18 ANTICIPATORY STAGE

• Two types:
• First: Congruence (agreement or meeting point) between the
individual’s abilities and demands of the job.
• Second: fit between organisational values and individual
values. New employees who share the same values as the
organisation they work for adjust quicker to the organisational
environment and are likely to stay with the organisation longer.

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19 ENCOUNTER STAGE

• Facing the reality of the job.

• Even if the RJP has been provided, new people need information about the policies
and procedures, reporting relationships, rules.
• Provide new workers with the tolls to manage and control stress.
• Some organisations, new entrants need to learn established procedures for their
tasks.
• In other organisations new employees are allowed freedom and creativity to perform
their tasks.
• Interpersonal needs during this stage arise from the internal politics, leadership style
and group pressures that an individual may experience on joining the organisation.

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20 REALISTIC ORIENTATION PROGRAMME FOR
NEW EMPLOYEES

A good ROPES programme achieves the following:

 Provide realistic information about the job and the

organization.

 Offers general support and reassurance.

 Demonstrate coping skills in how to deal with the stress of

the new job.

 Identifies specific potential stressors of new

Faculty employees.
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 21 SETTLING-IN STAGE

• New employees begin to feel like a part of the organisaiton.

• An employee mentoring programme, in which an experienced worker, or buddy, serves as
an adviser and guide to the new employee, helps to ensure that the settling is a success.
• Certain actions can be used as supportive mechanism:
• Offer constructive criticism accompanied by praise
• Show confidence in the new recruit
• Listen to self-doubts and share personal experience
• Acknowledge the value of past experience
• Emphasise the new recruit’s potential

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AC6 ANALYSE AND DISCUSS AN INDUCTION PROGRAM'S
PLANNING, DESIGNING AND IMPLEMENTING

Planning an Designing an Implementing

induction induction an induction
programme programme programme

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23 PLANNING AN INDUCTION PROGRAMME

• Induction involves introducing the organisaiton, its principles and

policies to the new employee.
• Onboarding , with its component of executive coaching, is job-focused
and helps the individual in critical areas such as building relationships
and identifying key stakeholders and influencers.
• Retention is an approach and strategy followed by employers to retain
key employees to achieve an organisaiton’s objectives.
• It includes increasing job satisfaction and, conversely, lowering staff
turnover.

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24 PLANNING AN INDUCTION PROGRAMME

• There are categories of employees who will benefit from an induction,

or re-induction programme:
• Transferred or promoted employees
• All current employees, particularly if restructuring changes or merges have
taken place

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25
DESIGNING AN INDUCTION PROGRAMME

• The following considerations should be reviewed:

• The target audience (current or transferred employees may
require less information than new recruits).
• Essential and desirable information (essential information cannot
be omitted; desirable information can be summarised).
• The literacy level of the employees: In South Africa, the large
numbers of functionally illiterate or semi-literate workers require
visual rather than written media when information is delivered to
them.

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26 IMPLEMENTING AN INDUCTION PROGRAMME

The following information is included in an induction programme:

 Company organizational chart.

 Map of the company’s facilities.

 Copy of policy and procedure handbook.

 List of holidays and fringe benefits.

 List of pay dates and where the pay office is located.

 Who reports to, with names and numbers.

 Copies of performance appraisal forms

 Emergency and accident prevention procedures

 Telephone numbers and location of key company employees

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27 CONDUCTING AN INDUCTION PROGRAMME

• The rollout of an induction programme revolves around

various considerations, such as the induction sequence to
enable the smooth fitting in of a new employee and
synchronising the process with the relevant staff members
who manage a particular induction phase.

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28 ONBOARDING

• Onboarding is a process designed to shorten the productivity curve, to help new

employees reach capacity quicker, increase employee engagement, decrease turnover,
helping new employees build stronger social relationships and establish credibility
earlier.
• Onboarding has a long –term impact on employee socialisation.
• It enables new employees to gain access to information, tolls and materials needed to
help them to get productive sooner.
• An effective onboarding plan helps new employees to get integrated into the business
by helping them align how they conduct themselves with the business culture.
• It helps employees to build relationships with peers and get to know direct reporting
structures.

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29 FOLLOW-UP AND EVALUATION OF THE
INDUCTION PROGRAMME
• Many organisations make the mistake of believing that once a new
employee has attended the induction progamme, nothing more is needed
from the supervisor or manager.
• Regular checks should be initiated and conducted by the line manager after
the new employee has been on the job one day, and again after one week,
and by HR representative, after one month.
• A manager can use a checklist.
• HR department can schedule a later face-to-face meeting where the
employee is asked to critique the gaps of the induction programme.

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30 AC8 DISCUSS THE ONBOARDING OF THE EXECUTIVE.

 Executive onboarding refers to an orientation programme for

employees recruited at an executive level - including upper
management positions such as CEO, CFO, COO, CHRO, or Senior
HR Manager.
 It involves utilizing the principles of general onboarding to help
new executives become productive employees as early as
possible.
 Executive onboarding can result in exponential levels of
improvement in productivity, and aid in retention and in building
of shared corporate culture.
 An effective onboarding programme Faculty of Management Sciences – Department of People
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31 AC9 ANALYSE AND DISCUSS THE RETENTION STRATEGIES OF
THE ORGANISATION

 Compensation: Attractive compensation package

 Environment: Managing people well
 Growth: Career path development
 Relationships: Between management and peers
 Support: A lack of management support

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32 AC9 ANALYSE AND DISCUSS THE RETENTION
STRATEGIES OF THE ORGANISATION

• Activities of organisations that enhance retention:

• Drug testing.
• Outplacement counselling – when downsizing occur
and an employee is made redundant.

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33 AC10 DEFINE TALENT MANAGEMENT AND THE PURPOSE
THEREOF

 Talent management is seen as the entire employee life cycle, and

includes the process of developing and integrating new workers,
developing and retaining current workers and attracting highly skilled
workers to an organisation.

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34 AC10 DEFINE TALENT MANAGEMENT AND THE PURPOSE
THEREOF

 Talent management is an overall approach to managing people

that is currently being applied by HR managers.

 TM refers to the activities of an organisation’s management to

achieve the best possible acquisition and utilisation of keys
staff members, maximising their skills, attributes and retention
to facilitate continuous organiastion objective achievements,

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