In human resource development, induction training introduces new employees to their new profession or job role, within an organisation.[1] As a form of systematic training, induction training familiarises and assists new employees with their employer, workforce and job design. The scale of induction training varies between organisations, with smaller firms typically conducting induction in the early months of employment, in comparison to larger corporations who dedicate greater time and resources to its completion.


Process of induction training

Training can be systematic or unsystematic training. Induction training is systematic training. The systematic model supplements natural learning with a systematic intervention that relates to the organisation's objectives. The features of induction training include:

In small organisations, the responsibility for carrying out the induction training usually rests with one person. In larger organisations, the responsibility is shared between managers, supervisors and human resources.[3] In the case of both big and small organisations the employees and his/her, senior manager play a major role in inducting an employee. Their responsibility is to ensure that the induction program is followed and the desired induction goals are achieved. During the Induction, the human resources are responsible for preparing the induction checklist (updating periodically), the planning and administration of the formal program, assisting and advising employees [4]

The induction itself is usually conducted within the workplace by competent trainers and speakers in a presentation format.[5] Induction training can also be in a written format, which can be sent to a new employee before they start, or handed to them when they start or delivered as a computer-based format.[6]

Effective induction training

The induction is the first real opportunity new employees get to experience their new employer. If for example the trainer is no good or the facilitation lacks, new employees may quickly become bored and may even question their choice of employment. Induction training must be comprehensive, collaborative, systematic and coherent to be effective[7] and make a positive impact with the trainee. According to TPI-theory, training should include development of theoretical and practical skills, but also meet interaction needs that exist among the new employees.[8] There are different ways in which different businesses conduct induction training in order to enable new staff and recruits to do their work. I.e. Starbucks, who ensure their induction is very practical to set the expectations of the job[9] compared to the Exxonmobil Graduate schemes program which spans the first year of employment, with the bulk of the induction training happening in the first two weeks to ensure they have built up the background knowledge before learning about job or role particular training.[10] The right balance of training will not be too intensive an information-giving session as this will be ineffective[11] as individuals will start to lose concentration and may end up missing crucial information.

Objectives of induction training

The primary goal of induction training is to facilitate employees' smooth entry into the organisation. The goals of induction training are in line with those of the wider induction process, and include:

After induction training is complete, the employee should know the requirements of the particular task they will perform within the organisation and be successfully integrated into the specific area in which their work will be performed.

Alternatives to induction training

An alternative to Induction training is coaching. Coaching is a partnership in which employees aim to achieve support and advice from a more senior colleague whilst on the job.[13] Staff Retreats is another form of introduction for new employees. Businesses pause once or twice a year to analyse policies and procedures and also look through their systems and processes. The main objective is looking at ways to improve efficiency of their business.[14] On the job training is also an alternative to induction training and is given to an employee at their workplace while they are doing the job.[15] Group discussions are another possible alternative for induction training. Group discussions are informal gatherings of individuals in order to discuss ideas and information while suggesting how new recruits can cope with the new environment.[16]

Induction training during a pandemic

With the rise of a global pandemic, it has been essential to mitigate risk and face-to-face contact points for almost every business. Many businesses have turned to using online inductions. [17] - making it safer for all parties involved in the induction process whilst maintaining productivity.

These moves to online based inductions are proving to be a permanent shift in working practices. Early adopters of online inductions have been at an advantage as they are set up ready to update their inductions with Covid-19 information quickly.

Benefits

The induction process familiarises new employees with the business and the people. Induction training enables a new recruit to become productive as quickly as possible. The cost of not training is considered higher than the cost of training.[18] The main advantage of induction training is that it can be brief and informative allowing businesses to save time and money on planning and conducting the training whilst supplying key information to new entrants. Induction training ensure staff are equipped with the necessary skills, motivation and capacity for productivity to achieve organisational goals.[13] Induction training also helps to provide individuals with a professional impression of the company and its aims and objectives allowing new entrants to work towards these aims and exceed them.

References

  1. ^ Collins Dictionary, 2014. Induction only Training. [Online] (Updated 2014) Available at: http://www.collinsdictionary.com/dictionary/english/induction-training [Accessed 17 October 2014]
  2. ^ McCourt, W., 2003. Global Human Resource Management: Managing People in Developing and Transitional Countries. 1st ed. Cheltenham: Edward Elgar Publishing Limited.
  3. ^ Krishnaveni, K., 2008. Human Resource Development: A Researcher’s Perspective. 1st ed. New Delhi: Excel Books. p.119.
  4. ^ Sangale, R & Webster, P., 2007. Induction Pocketbook (Management Pocketbooks). 1st ed. Alresford: Management Pocketbooks Ltd.
  5. ^ Cushway, B., 2011. The Employers Handbook 2011-12: An Essential Guide to Employment Law, Personnel Policies and Procedures. 1st ed. London : Kogan Page Limited. p.109
  6. ^ Krishnaveni, K., 2008. Human Resource Development: A Researcher’s Perspective. 1st ed. New Delhi: Excel Books. p.120.
  7. ^ Nard, P, A., 2007. The Effects of Induction Training on Beginning Teachers’ Classroom Management. 1st ed. Michigan : ProQuest LLC.
  8. ^ DiVA, 2010. Introduction- On the introduction programs’ importance for the integration of new employees. [Online] (Updated on 2010) Available at: http://his.diva-portal.org/smash/record.jsf?pid=diva2%3A346543&dswid=7121[Accessed 17 October 2014]
  9. ^ Starbucks, 2014. Learning and Development. [Online] (Updated 2014) Available at: http://www.starbucks.com.hk/about-us/become-a-partner/learning-and-development [Accessed 22 October 2014]
  10. ^ ExxonMobil, 2014. Graduate Training & Induction Program. [Online] (Updated 2014) Available at: http://www.exxonmobil.co.uk/Australia-English/HR/careers_why_induction.aspx [Accessed 22 October 2014]
  11. ^ Oxford Brookes University, n.d. Guidelines for induction of employees. [Online] (Updated n.d.) Available at: https://www.brookes.ac.uk/services/hr/handbook/recruitment/induction_new_employees/guidelines_induction.html [Accessed 22 October 2014]
  12. ^ Krishnaveni, K., 2008. Human Resource Development: A Researcher’s Perspective. 1st ed. New Delhi: Excel Books. p.115.
  13. ^ a b Rogers, J., 2012. Coaching Skills: A Handbook. Berkshire. Open University Press.
  14. ^ American Academy of Family Physicians, 1998. Staff Retreats: Time for Reflection and Renewal. [Online] (Updated 1998) Available at: http://www.aafp.org/fpm/1998/0100/p56.html [Accessed 26 October 2014]
  15. ^ Collins Dictionary, 2014. On-The-Job-Training. [Online] (Updated 2014) Available at: http://www.collinsdictionary.com/dictionary/english/on-the-job-training [Accessed 26 October 2014]
  16. ^ BusinessDictionary.com, 2014. Discussion Group. [Online] (Updated 2014) Available at: http://www.businessdictionary.com/definition/discussion-group.html Archived 2014-10-25 at the Wayback Machine [Accessed 26 October 2014]
  17. ^ The digital solution delivers effective, easy to use inductions by eliminating repetitive face-to-face meetings and unnecessary paperwork [Online] (Updated on 2020) Available at: https://www.getonsitefast.com/getonsite-help-mitigate-risk-of-covid-19/[Accessed 11 March 2021]
  18. ^ Cushway, B., 2011. The Employers Handbook 2011-12: An Essential Guide to Employment Law, Personnel Policies and Procedures. 1st ed. London : Kogan Page Limited. p.107.
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