Page 104 - DMGT406_HUMAN_RESOURCE_MANAGEMENT

Unit 6: Selection, Induction and Placement

Unfortunately, retaining employees after recruitment and selection is an utterly neglected area Notes
in Indian corporate sector. Many organisations spend several lakhs of rupees in terms of job
advertisement, conducting tests and interviews, hiring the services of consultants and
psychologists, etc., for selecting a managerial employee. A weak induction programme, without
adequate emphasis on building confidence and sense of belongingness in the minds of the new
employees, results in quick separation, so also wastage of colossal sum of money for the
organisation. Such experience is quite common in public sector units. Very recently a leading
Tata organisation has lost few hundreds of their young engineers and professionals, who left en
masse to join elsewhere.
Some organizations, on the contrary, do not review the progress of the new employees, who
become permanent automatically after completion of their probationary tenure, despite they
being unproductive. Thus, a good induction and placement programme needs to ensure
employees' retention by keeping their motivation high, while at the same time, getting rid of
the unproductive employees within the organisations.

Self Assessment

State whether the following statements are true or false:

10. Orientation has a long-term benefit to the organisation.
11. Most organisations put new recruits on probation for a given period of time.
12. Good orientation programmes still require follow up.
13. One of the most significant concerns with outsourcing employees is the chance of misplaced
loyalty.
14. Employee outsourcing refers to the shifting from traditional employee-employer
relationship.
15. Retaining employees after recruitment and selection is an utterly neglected area in Indian
corporate sector.



Case Study Mental Block

r Vachani is a Quality Controller for four divisions in a family-owned
manufacturing organisation in which functional heads enjoy a large measure
M of autonomy. Mr. Bose is the Production Superintendent of one of the four
divisions of the company. By and large, both these senior executives, who report to the
General Manager (Works) get along well as colleagues though they have their usual
differences and disagreements over issues concerning quality.
One day Mr. Bose stormed into Mr. Vachani's office and shouted. "Your Senior Inspector,
Mr. Sundaram, has misbehaved with me and I will not tolerate it. You must take immediate
action against him." Mr. Vachani asked Mr. Bose to cool down and explain exactly what
had happened. Narrating the incident, Mr. Bose said that in the morning he had observed
one of his workmen carrying out a out-of-routine job. On being asked to explain why this
was so, the workman said that he was working on the job as per the advice of Mr. Sundaram.
On returning to his office, he called Mr. Sundaram, to make enquiries on the matter.
The latter did not respond at first, but on being sent for once again, appeared before him.
On being asked why he had assigned the out-of-routine job to a workman, Mr. Sundaram,
Contd...

LOVELY PROFESSIONAL UNIVERSITY 97