Page 103 - DMGT406_HUMAN_RESOURCE_MANAGEMENT

Human Resource Management

Notes organisations' mission, philosophy, achievements and future plans, etc. Some organisations
have their printed manuals, which they give to their new employees to orient them with
their induction training programmes for a week or so. The purpose of such general
orientation programme is to build a sense of pride in the minds of the new employees and
also to create an interest in them about the organisation.

2. Specific Orientation: This is intended to help new employees to get acclimatised with
their new work environment. The supervisor or the departmental boss of the employee
takes him to his place of work and imparts vocational guidance for his particular nature of
work. He is also told about the technology, environment and other facilities available in
the organisation, prevailing practices and customs and specific expectations from an
employee. For executives and managerial employees, targets and key result areas for each
of them are given to make them aware of what organisation expects from them.
3. Follow-up Orientation: This orientation is conducted sometime after the initial induction
of an employee, i.e. preferably within a period of six months or so. The purpose of such
orientation is to give guidance and counsel to the employees to ensure that they are
reasonably satisfied and gradually settling in the organisation.

Task Prepare and give a short presentation titled, "How to orient new employees ?"

6.6 Placement

After the initial programme is over, an employee is put to a specific job, for which he has been
selected. Most of the organizations put new employees on probation for a specified period after
which they are confirmed or made permanent, provided they match the organisational
requirements. The personnel department periodically reviews the progress of such employees
getting feedbacks on their performance from their controlling authority. Some organisations
have also a system to extend the probationary period, if the employees fail to match to the
organizational expectations. Such placement is known as 'differential placement'.
Placement is defined as assigning employees jobs for which they have been identified as suitable
based on the selection techniques. But such definition would be meaningless, if a particular
employee is recruited against a particular vacancy. Generally, the question of placement arises
when a group of trainees are recruited. Organisations, to identify the true potentiality of an
employee, in such cases, make provision for short-term placement, during which phase,
employees are allowed to work on different jobs, through a systematic job rotation programme.
However, at a later stage, permanent placement is effected matching the employees' competence,
knowledge, skill and job interest.

6.7 Induction and Placement: Requisites & Problems

Common use of higher technology, increased level of knowledge and skills of the new job
entrants, production restructuring and flexibility coupled with perceptive change about human
resource, which is now considered as most important resource of an organisation, have now
transformed labour as an item for competitive sale and purchase. However, despite the problem
of unemployment in India, there still exists dearth of knowledge and skilled workers and so
also executives and managers. The recent economic liberalization programme of the Government
of India has now paved the way for entry of multinationals and foreign companies. Market
globalisation has further intensified the competition. Development of total quality management
philosophy, inter alia, is also demanding sea change in product and service-mix of an organisation.
All these together have now increased the scope for job mobility for employees with knowledge
and skills of appropriate type and degree.

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