Dear Friends,
Our organization has been undergoing a renovation process for a long time, during which we have not been able to conduct any training programs or even the induction. We are planning to conduct the induction in the month of January, by which time the renovation should be completed. I am a little concerned about what the new joiners might think about this situation. By now, I assume they already have some perception about the organization, which could create a barrier during the induction program and hinder the formation of a new mindset.
The organizational culture requires significant improvement. We would like the existing employees to also participate in the induction, but it might seem unusual as they have been with us for a considerable period. Should we involve them in the induction or organize a separate program to communicate the same aims and objectives, establishing common ground based on our policies? The main objective is to rationalize their perceptions and understanding.
We welcome any suggestions!
Thank You
From India, Lucknow
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Our organization has been undergoing a renovation process for a long time, during which we have not been able to conduct any training programs or even the induction. We are planning to conduct the induction in the month of January, by which time the renovation should be completed. I am a little concerned about what the new joiners might think about this situation. By now, I assume they already have some perception about the organization, which could create a barrier during the induction program and hinder the formation of a new mindset.
The organizational culture requires significant improvement. We would like the existing employees to also participate in the induction, but it might seem unusual as they have been with us for a considerable period. Should we involve them in the induction or organize a separate program to communicate the same aims and objectives, establishing common ground based on our policies? The main objective is to rationalize their perceptions and understanding.
We welcome any suggestions!
Thank You
From India, Lucknow
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Hello,
Your concern is absolutely right!
If some employees (new joiners) are already on board without any induction, they have learned either on their own or have been given some inputs by older employees. Whatever the situation, they have formed some impression of the organization.
If you have nothing new to tell, your task of conducting becomes so much tougher but not impossible.
In the present situation, involving older employees sounds like a very good idea.
I recommend a change in approach for induction.
1) At the outset, accept the reality that "formal induction" is delayed. Give reasons.
2) Now structure the inputs differently. Instead of telling them "what it is" on any subject or issue, ASK them what they have found out about these subjects and issues. Correct their information/perceptions yourself and with the help of older employees.
3) For subjects and issues they yet seem to be unaware of, give them fresh inputs as you would have given during the normal induction program.
I see a distinct advantage in this approach. Apart from efficiency, the company is neither apologetic nor defensive. It is just being realistic. Involving older employees will help assimilation, and the recommended approach will afford an opportunity to the older employees to also refresh their perspectives on various subjects and issues.
Consider if you like this approach.
Good Luck.
Regards,
Samvedan
December 6, 2010
From India, Pune
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321Your concern is absolutely right!
If some employees (new joiners) are already on board without any induction, they have learned either on their own or have been given some inputs by older employees. Whatever the situation, they have formed some impression of the organization.
If you have nothing new to tell, your task of conducting becomes so much tougher but not impossible.
In the present situation, involving older employees sounds like a very good idea.
I recommend a change in approach for induction.
1) At the outset, accept the reality that "formal induction" is delayed. Give reasons.
2) Now structure the inputs differently. Instead of telling them "what it is" on any subject or issue, ASK them what they have found out about these subjects and issues. Correct their information/perceptions yourself and with the help of older employees.
3) For subjects and issues they yet seem to be unaware of, give them fresh inputs as you would have given during the normal induction program.
I see a distinct advantage in this approach. Apart from efficiency, the company is neither apologetic nor defensive. It is just being realistic. Involving older employees will help assimilation, and the recommended approach will afford an opportunity to the older employees to also refresh their perspectives on various subjects and issues.
Consider if you like this approach.
Good Luck.
Regards,
Samvedan
December 6, 2010
From India, Pune
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Dear Preeti,
I believe you have a unique opportunity here. An induction program aims to break the ice and orient the new joiners. In your situation, the ice has already been broken, and the orientation has started setting in. Please consider the following suggestions while designing the program:
1. Company inputs presentation: Begin the presentation with a quiz. Divide the participants into groups. Make it fun and interactive. Arrange for some prizes, no matter how small they are. It can be as small as a chocolate. The idea is to get them to share what they have collected as information so far. Do not make fun of them even if they are horribly incorrect.
2. As you begin the presentation, provide data relevant to their roles. You may have them joining from live teams. Connect that data to their teams for better association and recall.
3. Call for a group presentation on the company culture. Give them a format with chart papers where they put a slogan and draw pictures of what they associate with the culture. This would give you feedback on how newcomers view your organization. During the presentation by each group, focus on the keywords used by them. Associate those words when you orient them with the company culture.
4. Invite a top leader to speak to the employees. By now, they must have already known the who's who in the company. A session to network with the top executive would make productive use of their time.
5. If your program includes training on user-based ERP modules, including Reimbursement and attendance, collect feedback on how user-friendly the product is. Though they have already been using it, they may have blind spots in their understanding.
6. The focus of the event is to gel them better with the organization. Use interactive methods to collect feedback from them. This is your unique opportunity to take them back to day one yet get a matured insight from them.
Wish you all the best.
Regards,
(Cite Contribution)
Dear Friends,
Our organization has been under the renovation process for a long time, due to which we have not been able to conduct any training programs, including the Induction.
We are planning to conduct the Induction in the month of January, by which time the renovation should be over.
I am a little concerned about what the new joiners might think about it. By now, I assume they already have some perception about the organization which could create a barrier during the induction program to create a new mindset. The organization culture needs a lot of improvement.
We want the old employees also to be a part of the induction, but it might sound strange as they have been here for a long time. Should we involve them or conduct some other program to communicate the same aims and objectives and have common ground based on the policies?
The main objective is to rationalize their perception and understanding.
Need Suggestions!!!
Thank You
From India, Mumbai
Acknowledge(2)Amend(0)
I believe you have a unique opportunity here. An induction program aims to break the ice and orient the new joiners. In your situation, the ice has already been broken, and the orientation has started setting in. Please consider the following suggestions while designing the program:
1. Company inputs presentation: Begin the presentation with a quiz. Divide the participants into groups. Make it fun and interactive. Arrange for some prizes, no matter how small they are. It can be as small as a chocolate. The idea is to get them to share what they have collected as information so far. Do not make fun of them even if they are horribly incorrect.
2. As you begin the presentation, provide data relevant to their roles. You may have them joining from live teams. Connect that data to their teams for better association and recall.
3. Call for a group presentation on the company culture. Give them a format with chart papers where they put a slogan and draw pictures of what they associate with the culture. This would give you feedback on how newcomers view your organization. During the presentation by each group, focus on the keywords used by them. Associate those words when you orient them with the company culture.
4. Invite a top leader to speak to the employees. By now, they must have already known the who's who in the company. A session to network with the top executive would make productive use of their time.
5. If your program includes training on user-based ERP modules, including Reimbursement and attendance, collect feedback on how user-friendly the product is. Though they have already been using it, they may have blind spots in their understanding.
6. The focus of the event is to gel them better with the organization. Use interactive methods to collect feedback from them. This is your unique opportunity to take them back to day one yet get a matured insight from them.
Wish you all the best.
Regards,
(Cite Contribution)
Dear Friends,
Our organization has been under the renovation process for a long time, due to which we have not been able to conduct any training programs, including the Induction.
We are planning to conduct the Induction in the month of January, by which time the renovation should be over.
I am a little concerned about what the new joiners might think about it. By now, I assume they already have some perception about the organization which could create a barrier during the induction program to create a new mindset. The organization culture needs a lot of improvement.
We want the old employees also to be a part of the induction, but it might sound strange as they have been here for a long time. Should we involve them or conduct some other program to communicate the same aims and objectives and have common ground based on the policies?
The main objective is to rationalize their perception and understanding.
Need Suggestions!!!
Thank You
From India, Mumbai
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Dear Sir, I clicked the response to this post without seeing your answer . Very happy to read your reply. Thankyou for your guidance. Regards, (Cite Contribution)
From India, Mumbai
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From India, Mumbai
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Thanks (Cite Contribution), Really good and interesting ideas. I am sure that the points u mentioned would really be effective in presenting to the both old and new employees. :)
From India, Lucknow
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From India, Lucknow
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Hello,
I am glad you see some merit in what I have suggested. You are welcome to share your ideas and PoAs. Having been invited to respond, I certainly will! My approach is to help in every way that I can within my areas of competence. So, do not hesitate!
Regards,
Samvedan
December 7, 2010
From India, Pune
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I am glad you see some merit in what I have suggested. You are welcome to share your ideas and PoAs. Having been invited to respond, I certainly will! My approach is to help in every way that I can within my areas of competence. So, do not hesitate!
Regards,
Samvedan
December 7, 2010
From India, Pune
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The objective for conducting induction during the initial days is to avoid a new employee creating a wrong perception about the organization and its processes. Here, in your case, you have missed it, and that itself would have created a negative impact on the minds of the new employees. Anyway, do what you have to do, and it would be nice if you could conduct the induction at the earliest and communicate the reason for the delay. But while conducting the induction, make sure you make yourself very clear to them that what you are communicating is the actual thing and the company won't accept any deviation from that.
From Kuwait, Kuwait
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From Kuwait, Kuwait
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Dear Preeti,
Greetings. I appreciate your concern regarding the induction, which has been delayed. It happens sometimes that we arrive on time to catch the train, but the train is late, which is not in our hands. Middle management is like the backbone of any organization, which needs to listen to the head and coordinate with the hands and legs to work.
I do not know what type of organization you are working for, but I am working in the construction field (Oil & Gas Company) where Safety Induction is a must to avoid any injuries or occupational illnesses. Knowledge is knowledge whenever it is imparted. You can very well state in the induction program that the delay is due to renovation, and that is it. We should play our part the best, and life becomes easier. Have a nice time. Thank you.
With Kind Regards,
Gurmukh
From United Arab Emirates, Dubai
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Greetings. I appreciate your concern regarding the induction, which has been delayed. It happens sometimes that we arrive on time to catch the train, but the train is late, which is not in our hands. Middle management is like the backbone of any organization, which needs to listen to the head and coordinate with the hands and legs to work.
I do not know what type of organization you are working for, but I am working in the construction field (Oil & Gas Company) where Safety Induction is a must to avoid any injuries or occupational illnesses. Knowledge is knowledge whenever it is imparted. You can very well state in the induction program that the delay is due to renovation, and that is it. We should play our part the best, and life becomes easier. Have a nice time. Thank you.
With Kind Regards,
Gurmukh
From United Arab Emirates, Dubai
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Top Tips for Induction Programmes.ppt
VALUES, ORGANIZATIONAL CULTURE.pdf
Changing Organizational Culture.zip