CHAPTER 1

COMPANY PROFILE
The NK Minda Group is India's foremost manufacturer of a range of automotive
components and is a leading supplier to global Original Equipment Manufacturers. The
Group's product portfolio comprises of Switches, Batteries, Lighting, Hrns, Mirrrs
an! A"ternate F#e" $its % LP& ' CN& F#e" $its.
NK Minda Group has an annual turnover of s.!."# billion $%&' #(! million). The
Group has been cloc*ing a +ompound ,nnual Gro-th ate $+,G) of .(/ in ,nnual
Turnover $,TO). 0rom s. 1..1 billion in 02 #((13(45 it gre- to s. !."# billion in 02
#((43(6. Toda75 the Group has a total of 89 plants spread across India and Indonesia.
ecognising the importance of the ,&E,N mar*et the group has set up a Greenfield
manufacturing facilit7 in Indonesia through a group compan7 named :T Minda ,&E,N
,utomotive -hich has commenced production and e;ports to other ,&E,N countries.
NK Minda Group -or*s -ith the leading auto components specialists globall7 to bring
the most technologicall7 advanced products to its customers. The Group has <oined hands
-ith global leaders to constantl7 fine3tune its offerings and has some of the most reputed
automotive component manufacturers as its <oint3venture partners such as=
T(ai Ri(a C) Lt!),
*a+an Fia,, S+A, Ita"-
The Ke7 Mantras that have propelled the NK Minda Group gro-th stor7 are=
elentless pursuit for e;cellence
>enchmar*ing ourselves against the best
0ocus on developing -orld3class facilities
Emphasis on providing innovative design solutions
+ontinuous thrust on product improvement
+onstant upgradation of s*ill sets in the -or*force
Minda?s program of e;cellence and qualit7 measures recongni@es that our group of
Industries has a special emphasis on customer satisfaction. This Abest of the bestB
philosoph7 and it further demonstrates Minda?s commitment to total Cualit7
Management. ,s a part of its approach to organi@ational management5 Minda has
strongl7 advocated for technolog7 and has developed strategic technical tie3 ups5 research
and innovation to attain its unassailable position of a mar*et leader in automotive parts.
No-5 it is the most preferred vendor for the ma<or automobile manufacturers in India.
,fter consolidating its position in India5 Minda spreads its -ings to countries li*e
Europe5 ,frica5 The Middle East and &outh East ,sia.
MIN.A MAN/FACT/RIN& SET /PS
H/MAN RESO/RCE PHILOSPHY AN. C/LT/RE
D,n organi@ation is *no-n b7 its people5 performance and profits. Our human resource
related policies -ould provide each individual to perform to-ards o-n and compan7?s
gro-th and success. &uccess is not confined onl7 to monetar7 profits but also covering
qualit7 of products5 e;cellence of operations5 gro-th5 customer good-ill and leadership
in business. &uch a success not onl7 brings in a feeling of belongingness but also gives
self satisfaction.B
Ee respect all people
Ee value Team Eor*
,ccepting esponsibilit7 and ta*ing ris*s are important
'iscipline is necessar7
Individuals can constantl7 gro- and change
'ifferences and conflicts to be given positives turn
Monetar7 +ompensation

MISSION
DTo continuall7 enhance sta*eholders? value through global competitiveness -hile
contributing to societ7B
0ISION
Our group be pioneer and be global benchmar* in C:+'&M and Technolog7.
Group &ales to be s 861( crores.
E;ports to reach #1/ of total turnover$ e;cl :TM, sales5 0M,F)

OR&ANI1ATION 0AL/ES
CUSTOMER IS SUPREME
Ee strive to understand and anticipate customers needs e;ceed their e;pectations
Ee are committed to offer innovative and value added solutions to our customers
Ee al-a7s as* D Go- can -e serve our customers bestHB

LIVE QUALITY
Ee nurture Cualit7 as an attitude at MIN',
Ee are qualit7 driven and appl7 a DCualit7 Minded ,pproach To Ever7thing Ee
'oB
Ee are passionate about Cualit7 and its continuous improvement through
team-or*.
ENCOURAGE CREATIVITY & INNOVATION TO DRIVE 3Ps
(People, Processes & Prodc!s"
Ee demonstrate leadership b7 advancing ne- technologies5 innovative
manufacturing techniques5 enhanced customer service5 inspired management and
the application of best practices throughout our organi@ation
Ee aggressivel7 pursue ne- business and determined to add value for our
customers -ith ingenuit75 have a determination and a positive approach to ever7
tas*5 have a Dcan3doB sprit and a restless determination to continuall7 improve
and e;cel
Ee utili@e our abilit7 to combine strength -ith speed in responding
enthusiasticall7 to ever7 ne- opportunit7 and ever7 ne- challenge
Ee encourange and inspire learning amongst our people.

RESPECT #OR INDIVIDUAL
Ee passionatel7 believe that people are the most valued assets of our compan75
and that the7 are essential participants -ith a shared responsibilit7 in fulfilling our
mission
Ee trust5 inspire5 and empo-er our people to set and achieve high e;pectations5
standards and challenging goals
Ee treat all people -ith dignit7 and courtes7
Ee strive to support mutuall7 beneficial and enduring relationships -ith our
sta*eholders
RESPECT #OR $OR%&PLACE ET'ICS
Ee -or* smartl7 -ith passion5 integrit75 conviction and commitment
Ee -or* in teams -ith a shared purpose and value individual abilit7 and diversit7
as essential to promote harmon7 and open communication. Each of us succeeds
individuall7 ... -hen -e5 as a team5 achieve success
Ee respect and adhere to compan7 policies5 s7stems and procedures
Ee -ill be -ell3informed and respect the regulations5 rules5 and compliance
issues that appl7 to our businesses around the -orld
Ee respect the values and cultures of the communities in -hich -e operate

&O0ERNIN& BO.Y
The Minda Industries >oard of 'irectors comprises of distinguished specialists from
diverse fields -ith one similarit7 3 each has been an achiever in his o-n right and is as
committed to his o-n -or*place as he is to societ7 at large.
The board acts -ith complete sovereignt7 and provides tactical direction5 loo*s at *e7
business priorities and provides leadership in significant business decisions. The >oard
also discharges its fiduciar7 responsibilities5 and ensures that the organi@ation observes
the highest standards of ethics5 transparenc7 and disclosure. The >oard revie-s all
statutor7 and regulator7 matters and has full access to all information related to the
compan7.
T(e M)*d+ I*ds!r)es ,o+rd Co-pr)ses o./
Mr. &.F. Minda I +hairman
Mr. Nirmal K. Minda I Managing 'irector
Mr. ,sho* Minda I 'irector
Mr. >.. ,ggar-al I 'irector
Mr. a<a am Gupta I'irector
Mr. &ubash Fa*hotia I 'irector
Mr. &. K. ,r7a I 'irector
Mr. Jive* Kindal I E;ecutive 'irector

&RO2TH OF MIN.A
N $ MIN.A &RO/P &LOBAL PRESENCE
Global Customers:-

%&,
International Truc*s L Kohn 'eere
%.K.
Triumph
0rance
:eugeot +ars L :eugeot Motorc7cles
Ital7
,prilla5 +ase Ne- Golland5 :iaggio L Iveco

Thailand
&u@u*i L 2amaha
Kapan
2anmar
Tai-an
K7mco
:hillipines
Ka-asa*i5 &u@u*i L 2amaha
Jinetnam
&2M
Mala7sia
Modenas5 &u@u*i L 2amaha
Indonesia
Ka-asa*i5 &u@u*i L 2amaha
Domestic Customers:-
3 2hee"ers C#st,ers
>a<a< ,uto Ftd.
Gero Gonda Motors Ftd.
Kinetic Engineering
Kinetic Motors +ompan7
FMF Ftd.
Gero Motors
Gonda &cooters L Motorc7cles Ftd.
Eicher $o7al Enfield)
TJ& Motors Ftd
&u@u*i Motorc7cles Ftd
2amaha Motorc7cles Ftd.

O44 ra!s C#st,ers

Eicher Tractors
GMT Tractors
Mahindra L Mahindra
Tafe
5 2hee"ers C#st,ers
General Motors
Gonda &iel
Maruti &u@u*i
Tata Motors
&RO/P COMPANIES
Minda Group is a speciali@ed automotive components manufacturer that provides
products and solutions to automobile companies across the globe. The Group comprises
of the follo-ing companies =
Minda Industries Limited
Minda Industries Fimited is the flagship compan7 of the Minda Group. It designs5
develops and manufactures s-itches for #M" -heelers and off3road vehicles. In addition5
Minda Industries Fimited manufactures batteries for #M"M. -heelers and off3road vehicles.
Minda Industries alread7 en<o7s more than 6(/ mar*et share in the #M" -heeler segment
in India and is amongst the top fe- globall7.
Toda75 Minda Industries is over s. ".(. billion $%&' 46.1 million) compan7 and is on a
rapid e;pansion spree. It is geared to ta*e on global competition and has alread7 made
inroads into the ,&E,N mar*et. Minda Industries is on its -a7 to becoming the favored
vendor for #M" -heeler s-itches globall7.

Minda Industries Fimited has established ! state of the art facilities spread across the
length L breadth of India and one in the ,&E,N region and emplo7s more than #!((
people.
T(e 0+r)os prodc! o..er)*1s )*clde /
Le6er an! H"!er Asse,7"-
&ri+s Han!"e Bar Switch
Bra(e Han!"e Bar S-ste, Asse,7"-
Switch
T(e co-p+*2 +lso des)1*s d)..ere*! !2pes o. s3)!c(es l)4e
Rtar- Switch,
Han!"e Bar Switch,
P"#nger T-+e Switch,
Rc(er Switch,
&ri+,
Le6er H"!er Asse,7"-,
Pane" Switch an!
M!#"ar Switch)
On an average5 Minda Industries develops 8.( distinct products across categories each
7ear and puts in place #1 ne- assembl7 lines to manufacture them.
Minda Industries believes in collaborative designing -ith the vehicle manufacturers.
Minda Industries has the capabilit7 to improvise e;isting products as -ell as offer cost3
effective solutions for products alread7 available in the mar*et.
Mindarika Pvt. ltd. -
Mindari*a :vt. Ftd. is a Koint Jenture bet-een Minda Industries Fimited5 To*ai i*a
+ompan7 Fimited5 Kapan and &umitomo +orporation5 Kapan to produce automotive
s-itches for four3-heeler vehicles. Eith s. 8.8 billion $%&' #..6 million) in revenue5 it
is India?s largest four -heeler automotive s-itch manufacturer. The compan7 has a
manufacturing facilit7 at Gurgaon and emplo7s .(( people. Mindari*a is consistentl7
-inning accolades across categories of products in the automotive s-itches segment. The
core strengths at Mindari*a are s*illed manpo-er5 adherence to the highest qualit7
standards and providing cost effective solutions.
Minda TYC Automotive Limited
Minda T2+ ,utomotive Fimited is a Koint Jenture bet-een Minda Industries Fimited
and T2+ >rother Industrial +ompan7 Fimited5 Tai-an to produce automotive lighting.
The compan7 has manufacturing facilities in &onepat5 Gurgaon and :une and emplo7s
around .(( people.
Minda T2+ produces a variet7 of -orld3class lighting products for the #M" -heelers
and off3road vehicles5 as for four3-heeler vehicles.
Minda iamm Acoustic Limited
Minda 0iamm ,coustic Fimited is a Koint Jenture bet-een Minda Industries Fimited
and 0iamm &.p.,5 Ital7 to produce #M" -heeler automotive horns. The s. "1( million
$%&' ! million) compan7 has manufacturing facilities in 'elhi5 Gurgaon and :antnagar
and emplo7s over "(( people.
Toda75 Minda 0iamm is the leader pla7er in the Indian automotive horn industr7. It
offers customi@ed products and solutions for a range of automotive acoustic problems.
Minda 0iamm utili@es the e;perience of its <oint venture partner5 0I,MM &.p.,. of Ital75
to offer L' e;pertise and capabilities to the Indian customer.
Minda Auto Gas Limited
Minda ,utogas Fimited began as M)*d+ I-pco L)-)!ed 3 a Koint Jenture bet-een NK
Minda Group and Impco Technologies Inc5 %&,. In ,pril #((45 Impco5 as part of their
global strateg75 decided to e;it all Koint ventures including the one in India. Toda75 Minda
,utogas Fimited and is a full7 o-ned compan7 of the NK Minda Group. Minda ,utogas
provides +NG M F:G *its and other alternative fuel solutions to various OEMs and the
replacement mar*et.
PT Minda A!"A# Automotive
ecogni@ing the importance of the ,&E,N mar*et5 the Minda Group has set up a
Greenfield manufacturing facilit7 in Indonesia through a compan7 named :T Minda
,&E,N ,utomotive. The pro<ect that -as conceptuali@ed in October #((. began its
production in Indonesia in 'ecember #((1. In a short span5 the ,&E,N venture started to
acquire reno-ned ,&E,N OEM customers and is toda7 e;porting to Mala7sia5 Jietnam5
:hilippines L Thailand. The product range comprises of s-itches and loc*s for t-o
-heelers and is going to start manufacturing other Group product lines.
!$itc% Masters Limited
Minda automotive components are available to OEMs directl7 through the individual
Minda Group +ompanies. 0or the replacement mar*et and for retail customers5 these
products are available through a dedicated sales and service compan7 called &-itch
Masters Fimited $&MF)5 Established in 89!1. &MF is the &ales and &ervicing arm for the
Minda group in the replacement mar*et. &MF builds upon the competitive advantage of
Minda Group products through its countr7-ide distribution net-or* of #1( dealers
spread across 98 ,5 > and + categor7 cities5 covering the # -heeler as -ell as . -heeler
business segments.
&MF's product range spans appro;. #1(( parts and components that it procures from 81
countr7-ide suppl7 points5 and in turn distributes to its dealer net-or* through 8! 'epots
in all ma<or states of the countr7.

MIN.A IN./STRIES LT.)8Switch .i6isin9
Minda Industries Fimited $MIF) is the flagship compan7 of the NK. Minda Group
$NKM). MIF is into manufacturing of #M" -heeler s-itches5 #M"M. -heeler lights and
,utomotive batteries. It commands a mar*et share of 6(/ in the #M" -heeler s-itches
and toda7 supplies to all OEM?s including >a<a<5 Gero Gonda5 Gonda5 TJ& etc. It is also
entering the manufacture of >lo- Molding parts for automobiles b7 setting up a ne-
facilit7 at >addi5 Karnata*a in technical collaboration -ith K7ora*u5 Kapan.
Toda75 Minda Industries is over s. ..18 billion $%&' 888..1 million) compan7 and is on
a rapid e;pansion spree. It is geared to ta*e on global competition and has alread7 made
inroads into the ,&E,N mar*et. Minda Industries is on its -a7 to becoming the favoured
vendor for #M" -heeler s-itches globall7.
Minda Industries Fimited has established ! state of the art facilities spread across the
length L breadth of India and one in the ,&E,N region and emplo7s more than #!((
people.
The sales for the 7ear #((43#((6 cloc*ed an impressive gro-th of over ...# / from the
02 #((13#((4. The sales gre- from s. #4!.(1 crore in 02 #((13#((4 to s."!4.4(
crores in 02 #((43(6.
The :rofit after Ta; of MIF for the 02 #((43#((6 -as s.8"1".1# la*hs5 up from
s.8#91..! la*hs for 02 #((13#((4. The earning per share -as s.8#.1! in 02 #((43(6
up from s. 8#.(. in 02 #((13#((4. The compan7 has also proposed a dividend of #1 /5
-hich is unchanged from last 7ear.
MIF at present has plants at 'elhi5 Manesar3Gurgaon5 :une5 ,urangabad and Gosur. MIF
-hich undertoo* a ma<or e;pansion last 7ear has set up ne- plants at :antnagar in
%ttranchal and >addi in Gimachal :radesh. The plant at :antnagar is for manufacturing
of automotive batteries for #M" L . -heelers and handle bar assemblies for t-o -heelers
-hile the facilit7 at >addi in Gimachal is for manufacture of handle bar assemblies for
t-o -heelers. The compan7 is activel7 scouting for ne- business opportunities in terms
of products and inorganic gro-th through mergers and acquisitions.

MILESTONES
8991 >usinesses e3organised into &trategic >usiness %nits $&>%s)
8996 Implementation of TCM I :C+'&M 3 T:& in the group eceived I&O 9((8
+ertification
899! Fong Term L &hort Term >usiness goals defined
#((( >usiness E;cellence through &imple TechniquesN $>E&T) <ourne7 started to
+hallenge
+II3EOIM >,NK >usiness E;cellence ,-ard
#((8 &tart of production at :une for # L " Eheeler &-itches at ne-l7
set up state of the art facilit7
#((# Entr7 in ,&E,N region
#((" >i3-heeler s-itch manufacturing units at 'elhi consolidated at Manesar &et up
manufacturing plants in Ealu< and Gosur for Gandle >ar ,ssembl7
eceived I&O38.((8 and OG&,& 8!((8 certification
eceived T& 849.9 certification 0irst patent filed
#((. N,>F accreditation for labs >a<a< a-ard for e;cellence
#((1 &et up manufacturing plant at M7sore for Gandle >ar ,ssembl7
#((4 ,chievement a-ard from Gonda for qualit7 and deliver7
&tart of Indonesia :lant
&tart of :antnagar :ro<ect
Electronics manufacturing of s-itches started at :une
PRO./CTS

&'( )*""L"+ !)ITC*"!
Minda Industries produces a variet7 of -orld3class s-itches for the #M" -heelers and off
road vehicles.
The various product offerings include=
3 2hee"ers
Gandle >ar &7stem ,ssembl7
Gandle >ar &-itches
Electronic &7stems
Fever L Golder ,ssembl7
>ra*e &-itch
Grips
Gear &hift &-itch
Modular &-itch
:anel &-itch

Gandle >ar &7stem ,ssembl7 Gandle >ar &-itches

Grips :anel &-itch
, +,AD !)ITC*"!
:anel &-itch
otar7 &-itches
&tarter &-itches
:lunger &-itches
oc*er &-itches
Fever +ombination &-itch
Ignition &-itch
:anel &-itch &tarter &-itches


CHAPTER 3
OB*ECTI0ES OF ST/.Y
The Ob<ectives of the stud7 are=3
&tud7 the e;isting Induction programme and policies
To understand the nature and purpose of Induction programme.
Identif7 the different stages in Induction process and the basic purpose of each
step.
To *no- that the emplo7ees are reall7 satisfied -ith the Induction provided b7 the
compan7.
To improve the e;isting Induction polic7 at the firm.


SCOPE OF THE ST/.Y
The scope of the stud7 -ill be the induction program follo-ed to integrate emplo7ees
into their -or*ing environment and ma*ing them productive and -ell motivated as
quic*l7 as possible. ,nd to *no- that the emplo7ees are reall7 satisfied -ith the facilities
provided b7 the compan7.
The stud7 is based on the fact that the organi@ation is able to reduce the an;iet7 of ne-
emplo7ee and ma*e a match bet-een the ne- comer?s blan* and the prevailing condition
of the organi@ation. Thus this requires to be follo-ed b7 the program of Induction in the
organi@ation to help the ne- comer?s to ma*e understand about the compan75 its polic7
and sho- them organi@ation value the ne-comer5 ma*ing them feel -elcome and giving
them a sound impression .
RESEARCH METHO.OLO&Y
The most vital function of management in an organi@ation is to minimi@e ris* and
uncertainl7 through s7stematic decision ma*ing. >etter decision result from the
effectivel7 and timel7 utili@ation of right information. &o for the ma*ing effective
decision 5 research pla7 an important role and provide the right information to the
management
esearch is the s7stematic gathering 5recoding and anal7@ing of data about problems. In
other -ords -e can sa7 that research comprises defining and redefining problems5
formulating h7pothesis or suggested solutionP collecting5 organi@ing and evaluation of
dataPma*ing deduction and reaching conclusionP and at least carefull7 testing the
conclusion to the determine -hether the7 fit the formulating h7pothesis.
esearch is of basic three t7pes=3
8.E;plorator7 research
#.'escriptive research
".E;perimental research
E;plorator7 research is a preliminar7 phase and is absolutel7 essential in order to obtain a
proper definition of the problems. The purpose of e;plorator7 research is to determine the
general nature of problems and variable related to it. The ma<or emphasis is on the
discover7 of ideas and insight. E;plorator7 research is characteri@ed b7 fle;ibilit7 and
informalit7. E;plorator7 research is generall7 carried out b7 three sources3
a. Fiterature$&econdar7 data)
b. E;perience surve7 $discussion -ith e;perts)
c. &tud7 of some specific case
'escriptive research is used for some specific purpose.It focus on the accurate
description of variables present in the problems. The data is collected in such a manner
that the ambiguous nature of the cause and effect relationship in the phenomenon is
reducing to ma;imum e;tent., descriptive research require a clear specification of
-hat 5-ho5-hen5-here5-h7 and ho- aspects of research. 'escriptive research is
generall7 of t-o t7pes3
a. +ase Method
b. &tatistical method
E;perimental research attempt to satisf7 the nature of functional relationship bet-een
t-o or more variable factors present in controlled environment5 -hile all other variables
constant in order to establish a casual relationship.
TYPE OF RESEARCH /SE. IN THE PRO*ECT
The t7pe of research emplo7ed in the pro<ect -or* is e;plorator7 cum descriptive.The
e;plorator7 research is used to define the problem and discover7 of ne- idea -hile
descriptive research is used for data collection and establish cause and effect relationship.
,E, O0 &T%'2
The unit selected for the purpose is MIN', IN'%&TIE& FT' one of the India's
foremost manufacturer of a range of automotive components and is a leading supplier to
global Original Equipment Manufacturers.
&,M:FING 'E&IGN
, sample design is a definite plan for obtaining a sample from a sample from a given
population. There are man7 sample designs from -hich a researcher can choose.
esearchers must prepareMselect a sample design -hich should be reliable and
appropriate for his research onl7. It is ver7 different to intervie- all the emplo7ees.

Sa,+"ing #nit:%
Minda Industries Ftd
Sa,+"e Si;e:% <=

, total number of "( respondent -ere ta*en. These -ere those respondent -ho have
,re ne- <oinee in Minda or <oined Minda in last 8 7ear.
.ATA COLLECTION TOOLS
,s -e *no- data is of t-o t7pes
8. :rimar7 data
#. &econdar7 data
In primar7 data 5researcher has to gather primar7 data afresh from the specific stud7 that
is under ta*en b7 the him. :rimar7 data can be collected b7 three methods
a. Observation
b. Cuestionnaire
c. Intervie-
&econdar7 data are those5 -hich are gathered for some other purpose and alread7
available in the firms internal records5 manuals5commercial or publications.
Gere in the stud7 both t7pe of data primar7 and secondar7 is used.
:rimar7 data is collected b7 a -ell structured questioner 5 personal intervie- 5 direct
communication -ith the respondent and observation b7 attending Induction programme.
Ma<or source of secondar7 data -ere corporate G manuals of the firm5 Induction
manuals5 Information provided b7 personnel department and &tandard Operating
:rocudures $&O:?s)
>/ESTIONNAIRE .ESI&N
Ehile designing the questionnaire5 various t7pe of question -ere put in a proper manner
these -ere multiple choice question and fe- open ended question.
:roper sequencing of the question -as done after each question proper space -as
provided.In the questionnaire 5sub<ect -as not required to mention their identit7 in order
to ensure true response.
,N,F2&I& O0 ',T,
,fter collecting of data it -as tabulated and represented in a graphical manner in and -as
anal7@ed in order to dra- conclusion.

LIMITATIONS OF THE ST/.Y
:rimar7 data collected through observation is prone to human errors.
Observation done onl7 at a specified time period.
No ne- entrants in the categor7 officers and above in that time duration5 so no
observation5 onl7 secondar7 data
Ma7 be emplo7ee are biased at response
&ometimes respondent hesitate to provide proper information as lac* of faith on
outsider persists.
Cuestionnaire ma7 be incomplete.
Man7 emplo7ee intervie-ed did not give proper feedbac*.
Man7 of the time emplo7ees refuse to fill the questioner as the7 thin* it to be time
consuming.

CHAPTER <
LITERAT/RE RE0IE2
Ehen a ne-comer <oins an organi@ation5 he is a utter stranger to the people5 place5 and
-or* environment. Ge ma7 feel insecure5 sh7 and nervous. The first fe- da7s ma7 be
an;ious and disturbing ones for him. Ge ma7 have an;iet7 caused b7 not follo-ing the
usual practices prevalent in the organi@ation or the hapha@ard procedures and lac* of
information. These all ma7 develop discouragement5 disillusionment or defensive
behavior.
&o5 Ehat can an organi@ation doH
Go- can the organi@ation reduce such an;iet7 and ma*e a match bet-een the
ne-comer?s blan* mind and the prevailing conditions of the organi@ation. The most
obvious ans-er to this is DIn!#ctin?
Induction5 though a concept -hich is ne- in origin5 has gained increasing importance in
the past 7ears in the corporate -orld.
MEANIN& OF IN./CTION
Induction is technique b7 -hich a ne- emplo7ee is rehabilitated into the changed
surroundings and introduced to the practices5 polices and purposes of the organi@ation.
In other -ords5 It is a -elcoming process I the idea is to -elcome a ne-comer5 ma*e him
feel at home and generate in him a feeling that his o-n <ob5 ho-ever small5 is meaningful
and has significance as part of the total organi@ation.
/N.ERLYIN& PRINICIPLE
The organi@ation -ill ensure that all staff and ne- emplo7ees attend a general induction
program before commencing -or* -ithin departments in the organi@ation. This aims to
facilitate their smooth entr7 into their -or* in the organi@ation and ensure the7 posses the
necessar7 *no-ledge and s*ills the7 require to function effectivel7 and safel7 from the
start of their emplo7ment. This programme has to be completed b7 a departmentalM<ob
specific induction programme.
OB*ECTI0ES OF IN./CTION:
It is the manager responsibilit7 to ensure that staff ne- to the organi@ation are furnished
-ith the information necessar7 to enable them to commence -or* and that the7 are given
a cop7 of5 and briefed on5 all relevant emplo7ment policies and procedures and an7 other
information relevant to their -or*.
Thus the need of effective induction can be easil7 visuali@ed b7 the follo-ing ob<ectives
that it fulfills3
I) RE./CTION OF INTIAL AN@IETY AN. FR/STRATION:
0irstl7 induction leads to reduction of an;iet75 dispel irrational fear of present emplo7ees
and holds colleagues responsible for assisting the ne- comer so that he ma7 feel
confident.
II) MINIMI1ES AREALITY SHOC$?
ealit7 shoc* can be defined as the incompatibilit7 bet-een -hat the emplo7ees e;pect
in their ne- <obs and the realities the7 are confronted -ith.
The ne- comers ma7 e;pect the follo-ing things=
8. Opportunities for advancement
#. &ocial status and prestige
". ecognition in the organi@ation
.. esponsibilit7
1. +hallenge and adventure
4. Opportunit7 to be creative and original
6. Fucrative salar7
>ut -hen these e;pectations are not fulfilled5 it results in frustration.
ORIENTATION can help in overcoming this problem b7 providing more realistic
e;pectation on the part of ne- emplo7ee and more understanding on the part of the
supervisors.
III) TO ESTABLISH RAPPORT 2ITH CO%2OR$ERS:
Induction aims at ma*ing ne- comer -ell acquainted and accommodated -ith people
around -or* place. The ne- comer is e;plained -hat is e;pected of him and made a-are
of ho- hisMher <ob fits into the overall operations of the organi@ation. GeM&he is also
e;plained about the duties and responsibilities5 and -hom to loo* for -hen he has an7
problem.
&ENERAL PROCE./RE OF IN./CTION:
,n organi@ation has an obligation to ma*e integration of the individual into the
organi@ation as smooth and an;iet7 free as possible. Ehether that is achieved through a
formal or informal placement induction program depends on the si@e of the organi@ation
and the comple;it7 of the individual?s ne- environment. Man7 organi@ations develop
formal orientation program -hile others follo- a informal orientation program -hich
might include being assigned to another senior emplo7ee -ho -ill not onl7 introduce the
ne- comer to the other -or*ers but -ill sho- him other things too. In short5 there is no
model induction procedure. Each industr7 develops its o-n procedures as per its need.
Go-ever5 the basic procedure should follo- the follo-ing steps I
Ste+ 1 % General Orientation b7 the :ersonnel 'epartment
:urpose = T he"+ an e,+"-ee 7#i"! #+ s,e +ri!e an! interest in the
rgani;atin)
This is the first step of the program. This is a ver7 general phase for it gives
the necessar7 general information about the histor7 and operations of the
firm. The information is given on the follo-ing issues=
Emplo7ee service i.e. pension and health care
&afet7 program being implemented in the firm
,-ards and achievements of the organi@ation
Ne- endeavors of the firm in the concerned industr7
Fatest development in the servicesMproducts of the firm
Ste+ 3 &pecific Induction b7 the Kob &upervisor
:urpose= T ena7"e the e,+"-ee t a!B#st hi,se"4 t his wr( an!
en6irn,ent
This phase of induction is specific and requires s*ills on the part of the
supervisor. 0ollo-ing points form the part of this specific induction=
&ho-ing the department and place of -or*
Introduction to other emplo7ees
Informing locations of bathrooms5 lavatories5 canteens and time office
etc
Organi@ations specific practices and customs. 0or e.g. -hether the
personnel bring their lunch or -hether it is suppilied to them at
concessional rates
The timingsand length of rest periods5 the dress code etc.
Ste+ < 0ollo- up Induction b7 a specialist
:urpose= T 4in! #t whether the e,+"-ee is we"" satis4ie! with his new
+sitin r nt
0ollo- up Induction should ta*e place bet-een one -ee* to si; months from
the time of initial hiring and orientation. The emplo7ees is inquired about the
follo-ing points=
Ehether hisMher hours of -or*s and his pa7 are as represented to him
before emplo7ment
Go- he feels about his follo- -or*ers
Go- he feels about his >oss
Ehether heMshe has an7 suggestions to ma*e regarding the Induction
program or an7 other compan7 practices
The intervie-er records the ans-er as -ell as his comments on the
emplo7ee?s progress.
,t the same time5 the line supervisor completes an evaluation of the
emplo7ee indicating his -ea* and strong points. Thereafter through
personal guidance and counseling efforts are made to remove the
difficulties e;perienced b7 the ne-comer.
STRATE&IC CHOICES BEFORE .ESI&NIN&
IN./CTION PRO&RAMME
, firm needs to ma*e four strategic choices before designing the induction
programme. The7 are as follo-=
1) Fr,a" r In4r,a"
3) In!i6i!#a" r C""ecti6e
<) Seria" r .isB#ncti6e
5) In6estit#re r .i6estit#re
Fr,a" r In4r,a":
In informal orientation5 ne- hires are directl7 put on <obs and the7 are
e;pected to acclimati@e themselves -ith the -or* and the organi@ation. In
contrast5 orientation can be formal too. In formal orientation5 the
management has a structured programme5 -hich is e;ecuted -hen ne-
emplo7ees <oin the organi@ation.
The choices bet-een formal and informal the programme5 the greater the
li*elihood that the ne- hire -ill acquire a *no-n set of standards. That is5
the ne- member is more li*el7 to thin* and act li*e an e;ecutive5 a
management trainees or a management professor. >ut an informal
programme is desirable to maintain individual differences. Innovative ideas
to solve organi@ational problems and health7 questioning of the status quo
are li*el7 to be generated b7a person -ho has been inducted informall7.
In!i6i!#a" r C""ecti6e:
,nother choice to be made b7 the management is to -hether the ne- hire
should be inducted individuall7 or in groups. The individual approach is
li*el7 to develop for less homogeneous vie-s than collective orientation.
Individual orientation is more li*el7 to preserve individual differences and
perspectives. Orienting each person separatel7 is an e;pensive and time
consuming process. It also denies the ne- hire the opportunit7 of sharing
an;ieties -ith fello- appointees.
+ollective Orientation of the ne- hire solves the problems stated above.
Most large organi@ations tend to have the collective orientation approach.
>ut small firms5 -hich have fe-er appointees to sociali@e5 frequentl7 use the
individual approach. Individual sociali@ation is popular even -ith large
firms -hen the7 hire e;ecutives -hose number is small.
Seria" r .isB#ncti6e:
Orientation becomes serial -hen an e;perienced emplo7ee inducts a ne-
hire. The e;perienced emplo7ee act as a tutor and model for the ne- hire.
Ehen ne- hire do not have predecessors available to guide them or to modal
their behavior upon5 the orientation becomes dis<unctive.
Each option has its o-n advantages and pitfalls. &erial orientation maintains
traditions and customs. +onsistent use of this strateg7 -ill ensure a
minimum amount of change -ithin the firm overtime. >ut maintenance of
status quo itself ma7 breed resistance to change. 0urther if the e;perienced
emplo7ee is frustrated and apathetic to-ards -or* and the organi@ation5 it is
li*el7 that he or she -ould pass on the same to the ne- hire.
'is<unctive orientation almost stands on the other side of the spectrum. &uch
induction is li*el7 to produce more inventive and creative emplo7ees
because the ne- hire is not burdened b7 tradition. >ut this benefit needs to
be -eighed against the potential for creating deviants5 that is individuals
-ho fail3 due to an inadequate role model3 to understand ho- their <ob is to
be done and ho- it fits into the grand scheme of the organi@ation.
In6estit#re r .i6estit#re:

The final stage choice relates to the need for maintaining or dismentaling the
ne- hires identit7. Investiture orientation see*s to identif7 the usefulness of
the characteristic thet the person brings to the ne- <ob.Most high level
appointments follo- this approach5 because the person is appointed as an
e;ecutive on the basis of -hat he or she can bring to the organi@ation.The
ne- hires are given freedom to select their offices furnishing and
subordinates and to ma*e other decision that -ill reflect on their performanc
.
'ivestiture orientation on the o7her hand 5 see*s to ma*e minor modification
in the charactics of the ne- hires 5albeit5 he or she -as selected based on his
or her potential for performance.This is done to see* a better fit bet-een the
ne- member and the organi@ation. This fine3tuning ma7 ta*e the shape of
requiring the appointee to serve old friendship5 accepting a different -a7 of
loo*ing at the <obs5 peers or the organi@ation goals.The ne- hire ma7 even
be made to undergo harassment at the hands of the seniors staff to verif7 if
he or she can be moulded to the requirement of the organi@ation 5 if requires.
'ivestiture strategies are follo-ed for inducting ne- hires into militar7
5professional football5 police academies5religious cults and self reali@ation
groups.The premise behind divestiture strategies is to dismantle the old
mindset of the ne- member so that instilling a ne- set of values or norms
becomes eas7.
&ometimes some companies also provides ne- emplo7ees -ith special
an;iet7 reduction seminars. &uch seminars ma7 be used to focus on
information about the compan7 and the <ob and allo- opportunities for
question and ans-ers. The ne- emplo7eema7 be told -hat to e;pect in
terms of rumours and ha@ing from old emolo7ees. The7 ma7 also be told
about tne chances of succeeding on their <obs.
Orientation programme ranges from brief 5 informal introduction to length75
formal programmes. In formal orientation5 ne- emplo7ees are instructed to
report to the personnel department for the e;planation of compan7 policies
before being
efered to the immediate supervisor for an on the <ob briefing on specific
-or* procedure. Informal orientation tends to be brief I lasting one hour or
even less. On the other hand 5 formal orientation is elaborated and spread
over a couple of -ee*s or months.
RE>/ISITES OF AN EFFECTI0E PRO&RAMME
Orientation programme to be effective must be based on serious consideration to attitude
behaviour and information that ne- emplo7ee need. &eldom are these observed and it is
rare that the s7stem is effective .Go-ever follo-ing are some of the requisites of an
effective s7stem.
Pre+are 4r new e,+"-ee%
Ne- emplo7ee must5 initiall7 5 feel that the7 belong to the organi@ation and are
important.Therfore5 bothe the supervisor and the G team should be prepared to receive
the emplo7ee.It is ver7 uncomfortable for a ne- emplo7ee to arrive at -or* and have a
manager sa75 DOh QI did?nt reali@e 7ou -ere coming to -or* toda7B or D Eho are 7ouBH
This depersonali@ation obviousl75 does not creat an atmosphere of initial acceptance and
trust.
In addition 5 co3-or*ers must also be a-are of the arrival of the ne- -or*er. This is
particularl7 true -hen the ne- emplo7ee entr7 is li*el7 to erode the position and status
en<o7ed b7 the current emplo7ee. In this case5 the management must ta*e the emplo7ee
into confidence and convince them about the need for hiring the ne- emplo7ee.
.eter,ine in4r,atin the new e,+"-ee wants t (nw
The overriding question guiding the establishment of the organi@ation programme is5
DEhat does the ne- emplo7ee need to *noe no-HB Ofen5 ne- emplo7ees receive
information on issues5 much of -hich is not immediatel7 required. ,t the same time 5
the7 fail to get vital information needed during the first da7of s ne- <ob.Ehat is needed
Is co3ordination bet-een the supervisor and the G unit.
.eter,ine hw t +resent in4r,atin
Fime manager and G representative should determine the most appropriate -a7 to
present the orientation information. 0or eg.5 rather than telling an emplo7ee verball75
information on sic* leave and holida7 policies etc. ma7 be presented on the first da7 in a
hand boo*. The manager or the G representative can revie- this information a fe- da7s
later to ans-er an7 of the emplo7ee question.
C,+"etin 4 Pa+erwr(%
,ll essential paper -or* should be completed during orientation so that the emplo7ee
gets paid accuratel7 and on time. Jarious Ta; and Insurance forms as -ell as time cards
and other items needed to be completed in a timel7 fashion. There is nothing more
agoni@ing for a ne- emplo7ee than to miss the first pa7 cheque or to be paid improperl7
because the correct forms for not completed accuratel7.
E0AL/ATION OF ORIENTATION PRA&RAMME
Generall7 5 organi@ation -ith formal orientation programme as* emplo7ee to complete a
questionnaire evaluating the programme. It is desirable that the questionnaire is
administered after some length of time 5 in order to enable the emplo7ee to gain some
prespective about the -or* of the organi@ation. In the alternative5 the G representative
or the supervisor ma7 conduct follo-3up intervie-s to elicit the emplo7ees opinion.
Group discussion sessions can also be held -ith ne- emplo7ees -ho have settled
comfortabl7 into their <obs.
Ehatever the approach5 the feedbac* from the emplo7ees enable an organi@ation to adapt
it?s orientation programme to the specific suggestions of the ne- emplo7ees. In addition5
firms should reali@e that the ne- emplo7ees -ill receive an orientation that could help
them improve their performance . It is certainl7 in the best interest of the firm to have a
-ell planned and -ell e;ecuted programme.
COMMON PROBLEMS FACE. IN ORIENTATION
,n orientation programme can go -rong for a number of reasons . The G department
should tr7 to avoid such errors. &ome of them can be listed as=
8.&upervisor -ho is entrusted -ith the <ob is not trained or is too bus7.
#.Emplo7ee is over-helmed -ith too much information in a short time.
".Emplo7ee is overloaded -ith too man7 forms to complete.
..Emplo7ee is given onl7 mental tas*s that discourage <ob interest and compan7 lo7alt7.
1.Emplo7ee is as*ed to perform tas*s -here there are high chance of failure that could
needlessl7 discourage the emplo7ee.
4.Emplo7ee is pushed into the <ob -ith s*etch7 orientation under the mista*e belief that
Atrial be fire?is the best orientation.
6.Emplo7ee is forced to fill in the gap bet-een a broad orientation b7 the G department
and a narro- orientation at the department level.
!.Emplo7ee is thro-n into action too soon.
9.Emplo7ee?s mista*e can damage the compan7.
8(.Emplo7ee ma7 develop -rong perception because of short period spent on each <ob.
The ease -ith -hich the emplo7ee ad<ust to a ne- <ob is often5 a function of the the
e;pectation the7 bring to the <ob.If e;pectations are realistic5 ad<ustment -ill be relativel7
simple. If ho-ever 5e;pectation are unrealistic or unreasonable 5ad<ustment -ill be more
difficult. In the later case5 orientation can be instrumental in modif7ing emplo7ee
e;pectation.

IN./CTION POLICY AT MIN.A IN./STRIES LIMITE.
1) INTRO./CTION
Induction is a s7stematic process5 -hich enables ne- emplo7ees to become familiar
-ith their <ob5 the organisation5 and the other people -ith -hom the7 -ill be
-or*ing. Induction is equall7 important for staff -ho move <obs -ithin the :+T as
for ne- starters.
3) P/RPOSE
&7stematic induction -ill=
#.8 Introduce ne- emplo7ees to the organisation in a positive -a7 in line -ith good
emplo7ment practice.
#.# Meet the organisation initial legal obligations5 in particular relating to Gealth L
&afet7.
#." >egin the process of engendering a corporate culture and commitment
-ithin the organisation
#.. &upport ne- emplo7ees so that the7 can effectivel7 and competentl7 carr7 out their
<ob as soon as possible.
#.1 0orm the basis for further individual development.
#.4 'emonstrate the organisation commitment to investing in its staff.
#.6 Gelp support individuals and reduce turnover rates amongst ne-l7
appointed staff.
<) PRINCIPLES
".8 ,ll emplo7ees $full5 part time5 temporar7 and permanent) -ill be properl7 and
full7 inducted.
".# Managers have the ultimate responsibilit7 for the effective induction of their
&taff.
"." The ma<or part of induction happens in the -or*place not on an induction course.
".. ,ll staff -ill receive a cop7 of the organisation &taff Gandboo*. $, cop7 -ill be
available via the Intranet also)
".1 The effectiveness of the induction process -ill be evaluated regularl7.
".4 The process -ill be structured to ensure that urgent *no-ledge is communicated
immediatel7 $e.g. fire e;its) and important but less urgent information is dealt
-ith later. Managers must be a-are of the problem of information overload for
ne- staff.
".6 Ne- staff -ill initiall7 be supernumerar7 or5 -here this is not possible5 -ill -or*
-ith an e;perienced member of staff for an appropriate period.
".! Ne- staff -ill have access to a co3-or*er -ho -ill assist their assimilation to the
-or*place.
5) IMPLEMENTIN& THE POLICY
Each emplo7ee $-ard5 home5 department) -ill receive a cop7 of the polic7 and
procedure from their manager. Each -ill be as*ed to sign and return a form
stating that the7 understand the importance of induction and the e;pectations of
them that this brings .
C) E0AL/ATIN& THE EFFECTI0ENESS OF IN./CTION
6.8 The revised one da7 induction course -ill be evaluated b7 participant feedbac* To
ascertain the degree to -hich it meets its ob<ective.
6.# , sample of ne- emplo7ees -ill be surve7ed to find out ho- comprehensive and
effective their induction -as5 and ho- or if it could be improved.
6." , sample of ne- emplo7ees -ill be as*ed to assess ho- -ell their manager met the
e;pectations set out .
6.".8 Effective induction is thought to reduce turnover and so turnover rates -ill be
monitored and compared -ith historical data to ensure that the process is
effective.
D) CONTIN/O/S .E0ELOPMENT
The induction period is an integral part of an7 process of continuous
development. Thus b7 the end of the third month in post5 a revie-Massessment of
the emplo7ee?s current s*ills -ill be underta*en b7 hisMher manager and compared
against the <ob profile requirements. Identified s*ill needs -ill then be addressed
through the :': process.
APPLICABILITY:
,ll ne- entrants <oining in the categor7 of officers and above.
POLICY:
Ee believe that the first da7 of the emplo7ee in the organi@ation is ver7 important and
-ill leave a lasting impression on himMher. It is therefore necessar7 to=
Introduce the ne- entrant to other emplo7ee?s heMshe -ill have to -or* -ithin the
discharge of hisMher duties. The ne- entrant being a senior manager should be
introduced to the members of hisMher section department b7 the
functionalMdivisional head or his nominee.
:rovide information about nature and requirement of hisMher <ob.
:rovide information about compan7?s policies5 rules5 practices in respect of
various matters and also about pa7 and benefits.
E;plain organi@ational and departmental set up and reporting lines.
:rovide guidelines ho- hisMher performance -ill be assessed.
Ehen ever ne- entrant is appointed to a permanent position5 hisMher name5
designation and department should be put up on the notice board.
If ne- entrant is <oining at managerial position5 a circular indicating qualification3
academic L professional 5 brief description of hisMher bac*ground and <ob function
assigned and report abilit7 shall be sent to all &r. Manager M unit heads M functional M
divisional heads of group companies -ithin the department for information.
G division -ill intimate to the department heMshe is going to <oin5 the time
office and also the administration department about date of <oining5
designation5 grade5 department5 and bac*ground of ne- entrant5 and the
concerned sectionMdepartment in turn shall ta*e necessar7 steps.
G division -ill dra- out an induction program in consultation -ith the
functionalMdivisional head.
The induction program -ill be conducted in t-o phases ranging from oneMt-o
or more da7s depending on the position heMshe is <oining.
,dministration department shall ma*e sitting arrangements in consultation
-ith G and the functionalMdivisional head.
G division -ill intimate the specified managers one t-o -ee* in advance
about the inductee?s visit program to different department M locations5
depending upon availabilit7 of respective personnel to -hom the ne- entrant
is li*el7 to meet.
The inductee -ill be responsible for contacting the departmentsM managers 5 to
schedule a visit to these department on pre3determined da7Mtime or if such a
time gets upset due to preoccupation of the concerned manager5 the visit is to
be scheduled b7 the induction himselfMherself on a mutuall7 convenient
dateMtime.
The concerned functional head or hisMher nominee from the department shall
ensure that induction program is completed -ithout dela7.
Jisits of the inductee to other unitsMlocations based on requirements 5 shall be
decided in consultation -ith the concerned functionalM divisional head. ,s per
normal procedure Travel polic75 arrangements for travel -ill be initiated b7
the concerned departmental head.
On completion of visits to the various departments and factor75 depending
upon requirements as ma7 be decided in induction program5 the inductee -ill
submit a report -ithin 8( da7s through hisMher 0unctionalM'ivisional Gead to
the 'irector3Guman esource giving a summar7 of facts and observations
relevant to the induction program. The 'irector3Guman esource shall
for-ard the report to the Managing 'irector -ith his comments.
Once Induction :rogram in respect of a manager gets over5 a meeting shall be
arranged b7 the 0unctionalM'ivisional Gead -ith the Managing 'irector of the
compan7 on a dateMtime mutuall7 convenient.
,ll 0unctional Geads are advised to ensure that Induction :olic7 is implemented
forth-ith to ma*e ne- emplo7ees feel part of the organi@ation from the da7 one and
in their endeavor to perform -ell.
IN./CTION PROCE./RE AT MIN.A IN./STRIES
Ever7 ne- entrant $officer and above categor7 ) in the organi@ation undergoes an
orientation programme in accordance -ith the given Induction :olic7 in G manual.
The follo-ing procedure is adopted at Minda Industries for Ne- Emplo7ee Induction=3
0or each emplo7ee 6 da7s Induction programme is &chedule and designed b7 the G
department and is circulated to each department GO'?s
1 st .a-%
,s the ne- emplo7ee <oins the compan75 the G department -elcomes the <oinee and
complete all its <oining formalities. Then a orientation programme is conducted b7 the
G person to provide the <oinee information about the basics such as Time &chedule5
about transportation5 lunch5 and about an overvie- of the Induction programme.
Then the <oinee is provide -ith the A&r#+ Pr4i"e Han! B(? to read for Galf da7.
This hand boo* include3
, Eelcome note
Jision of MIN', IN'%&TIE& FT'
Mission statement
,bout Minda group companies
The >oard of 'irectors
,-ards and achievement of the compan7
Gistor7 of MIN', IN'%&TIE& FT'
0uture prospects of the compan7
,nnul Turnover
Geographical location of all MIN', units
Introduction to MIN', 5providing follo-ing information about the plant
a)2ear of establishment
b)Organisation &tructure and Giracherr7
c)Total manpo-er and Machines
d):roduct range and Feading brands
e) G :olicies
g)Eor*ing policies
g)Cualit7 :ractices 5 set ups and implementation
h)&afet7 policies etc.
Ever7 Inductee is given sufficient time to read the content in the manual .
In the second half of the da7 the inductee is provided -ith the documents called &tandard
Operating :rocedures $&O:?s) individuall7 5-hich is required to be read carefull7.
&O: reading contains the rules and regulation regarding follo-ing points
a)Kob 'escription
b)'uties and responsibilities
c)'ress code and Eor*inh hours
d)'isciplinar7 Measures
e)&afet7 measures to be follo-ed and Guidelines for +leanliness
g)&alar7 &tructure
h):romotion and FT, polic7 etc

3
n!
an! <
r!
.a-
On #
nd
and "
rd
da7 the Inductee is made to visit to the corporate office and to each group
compan7 to *no- the -or*ing5 culture and products of the group. ,fter the visits the
inductee is required to provide a feedbac* on the same.
5
th
t C
th
.a-%
0rom .
th
to 6
th
da7 the inductee is given Induction about each department. The ne-
entrants are provided -ith an orientation schedule as per ,nne;ure3I. The anne;ure
comprises of the follo-ing information
Name of the department
'ate5 Time and 'uration of Meeting
+ontact person in each department
Induction Ob<ectivese
Things to be covered in Induction
&pace for signature of the contact person and Inductee
0eedbac* space for Inductee
The inductee is e;pected to visit the departments according to the schedule. Go-ever5 in
case if the schedule gets upsets due to one reason or the other a ne- programme should
be schedule on a mutuall7 convenient dateMtime.
Once the Induction of each department is completed5 feedbac* is submitted b7 the
inductee to the G department. On !
th
da7 the ne- <oinee is made to <oin the respective
department for regularl7 -or*ing.
CHAPTER 5
.ATA ANALYSIS E INTERPRETATION
IM:OT,N+E O0 IN'%+TION
Out of "( respondents more than half of them sa7s that Induction is given
adequate importance in the organi@ation and according to rest respondent
induction is not given much importance.
esponse Emplo7ee
2es #(
No 9
+an?t &a7 8
EEFF :F,NNE' ,N' &%00I+IENT '%,TION
,ll though Induction :rogramme is given adequate importance but it is not -ell planned.
Ma;imum of the respondent sa7s Induction programme is of sufficient duration but need
more planning.
Eell planned=3
esponse Emplo7ee
2es 8#
No 84
+an?t &a7 #
&ufficient 'uration=3
esponse Emplo7ee
2es 86
No 8(
+an?t &a7 "
O::OT%NIT2 0OM IN'%+TION
Ma;imum of the respondent agree that Induction provide a e;cellent opportunit7 for ne-
comers to learn about the organi@ation.
esponse Emplo7ee
Great opportunit7 ##
To some e;tent 4
Not much #
IN0OM,TION G,INE' 0OM IN'%+TION
8.,bout policies5norms and values
Ma;imum of the respondent sa7s that policies 5 norms and values are not e;plained upto
great e;tent.

esponse Emplo7ee
To great e;tent .
To some e;tent 81
Not much 8#
#.,bout Other department=3
Ma;imum of the respondent sa7s information about other department is not obtained
much . It is given onl7 to some e;tent or can sa7 a overvie- is onl7 provided.
esponse Emplo7ee
To great e;tent "
To some e;tent 8(
Not much 8!
".,bout organi@ation s7stem and structure=3
Ma;imum of the respondent sa7s information about organi@ation s7stem and structure is
provide in a better -a7 . ,fter induction the7 are more clear about the organi@ation
s7stem and structure.
esponse Emplo7ee
2es 8!
No !
+an not sa7 .
..,bout o-n department=3
+larit7 about o-n department is provided up to great e;tent .>ut still more emphasis is
need on induction on o-n <ob profile and department as out of "( respondent 8# that is
.(/ of respondent sa7s clarit7 about o-n department is provide to some e;tent.
esponse Emplo7ee
2es 86
No 8#
+an not sa7 8
INJOFJEMENT O0 &ENIO& ,N' GO'?&
Ma;imum respondent sa7s involvement of seniors management and other department
heads in not much in the Induction programme. G department pla7 a ma<or role in
Induction

esponse Emplo7ee
2es 9
No #8
:EIO'I+,F EJ,F%,TION O0 IN'%+TION
Most of the respondent are not clear about ho- periodicall7 induction policies and
procedure are evaluated.,ll though feedbac* forms are given to the respondent but the7
are not a-are -hat -as the out put of the feedbac* provided b7 the on induction.
esponse Emplo7ee
2es .
No 6
+an not sa7 89
IN'%+TION :OFI+2 ,N' :O+E'%E NEE' +G,NGE
Most of the respondent -ant changes in the e;isting induction policies and procedure at
one or the other stage.
esponse Emplo7ee
2es #(
No "
+an not sa7 6
CHAPTER F
FIN.IN&S
0ollo-ing are the *e7 findings from the e;isting Induction programme=
Induction :olic7 and procedure more applicable at Officers and above categor7.
No strong Induction :olic7 are there for categories lo-er than officers.
Total time devoted in Induction ranges from 63! da7s for e;ecutive to senior level
and for 83# da7s for people at operator level.
Induction conducted b7 onl7 G 'epartment.
'epartmental Induction done b7 the <ob supervisor and e;ecutive depending upon
the position of the ne- entrant.
'uration for Induction programme is of sufficient duration but is not -ell
planned.
'uring Induction norms and values of the compan7 are e;plained to some e;tent .
Manuals are also given to read the same.
Induction provide onl7 a overvie- about other department. More emphasis is
given on department -here the emplo7ee need <oin.
In Induction involvement of <uniors and e;ecutive is more than seniors.
Induction is not follo-ed b7 strong feedbac* from Inductee?s side to evaluate the
effectiveness of Induction. There is no -ell structured questionnaire for Induction
feedbac*. Onl7 fe- line space is provided for feedbac* on Induction schedule
paper.
:ersonnel 'epartment?s role in Induction is onl7 to issue identit7 card and
punching card to the ne- emplo7ees.
Induction programme is formal5 collective or individual$depending on the number
of inductees).
The &tandard Operating :rocedures $&O:) reading session is dull and boring5
lac*s personal touch.
CONCL/SION
Induction5 orientation or indoctrination is an important part of ever7 organi@ation.
Through Induction organi@ation can help entrants in ad<usting and accommodating
themselves to the ne- environment.
The present stud7 has been underta*en -ith the ob<ective of anal7@ing and evaluating
the Induction polic7 of MIN', IN'%&TIE& FT'. ,fter carefull7 stud7 and surve7
about the polic7 and procedure adopted to induct ne- comers and observing the
Induction programme conducted at Minda 5 it can be said that the polic7 is of ver7 limited
applicabilit7. This polic7 need revision and e;tension to all emplo7ees of the compan7 at
each level.
, complete and effective Induction programme and its proper implementation is ver7
essential. , regular periodical feedbac* and evaluation is necessar7 so that the Induction
can be made more effective and -ell planned.
RECOMMEN.ATION
The related literature is revie-ed to find ho- the induction programme should ta*e place.
Then the information obtained from the compan7 regarding Induction at Minda is
evaluated through primar7 and secondar7 data and is able to find the -ea*ness and gre7
area of the polic7. 0inall7 based on the finding follo-ing suggestion are put forth for
further improving the Induction procedure=3
0ormulate a distinct polic7 for formal induction of emplo7ee belo- officer grade.
Ne- entrant of this categor7 should not onl7 be inducted for their <ob but should
also be given a visit to all department5 plants5 -arehouse5 canteen5 securit7 etc so
as to enable them to get acquainted -ith the geograph7 of the plant and ma*e
them feel as an important person of the organi@ation .
Induction period for emplo7ee belo- officer grade should be given induction for
#3" da7s and a proper feedbac* and suggestion should be ta*en from them.
0or emplo7ees at each level Induction should be provided b7 e;perts or b7 the
seniors.
,ll policies related to -or*ing5 G5 safet75 qualit7 etc should be clearl7 e;plained
b7 the G department .
The induction programme need -ell planning so that ne- <oinee can gain more
information about the organi@ation.
Each department seniors or GO'?s should ta*e personal interest in induction to
the ne- <oinee about their department so that the inductee get a better information
and overvie- about all departments.
, >%''2 should be provided to Inductee during the induction period.
, -ell structured feedbac* :erforma should be made b7 the G department and
should be given to ne- entrants for obtaining the feedbac*.
, follo- up programme to be conducted b7 the G department -ith in 81 da7s of
<oining of ne- entrants so as to get feedbac* regarding orientation.
There should be a polic7 implemented for periodical evaluation of Induction
polic7 and procedure so that the gre7 and -ee* areas can be find and required
changes can be made to ma*e the Induction more qualitative.
BIBLO&RAPHY
Induction= :rocess of inference learning and discover7 b7 Kohn G. Golland5 Keith
K. Gol7oa*5ichard E. Nisbtt and :oul . Thagard
:ersonnel Management b7 'r. + > Mamoria
Guman esource Management b7 J. &. :. ao
Guman esource L :ersonnel Management 52 % As3+!(+pp+
Kothari +..5 esearch methodolog7 Methods L Techniques5 Eish-a :ra*asan.
---.mindagroup.com
---.google.com
---.7ahoosearch.com
ANNE@/RE
"m-lo.ee !urve. /uestionnaire
Induction :rogramme is an important process -hich see*s to revie- and
improve over time and -ith e;perience. Ee -ould ver7 much appreciate
7our comment on 7our Induction programme5 so that -e can move further
to-ard meeting the need of ne- staff in 0uture.
Name =..................................................................................
Kob Title =..................................................................................
'epartment=...............................................................................
C8.Induction training is given adequate importance in 7our organi@ationH
2es RRRRRR No RRRRRRR +an Not &a7 RRRRRR
C#.Induction training is -ell3planned and is of sufficient durationH
2es RRRRRR No RRRRRRR +an Not &a7 RRRRRR
C".Induction training provides an e;cellent opportunit7 for ne-comers to
learn comprehensivel7 about the organi@ationH
To great e;tent RRRRRR To some e;tentRRRRRRR Not much RRRRRR
C..The norms and values of the compan7 are clearl7 e;plained to the ne-
emplo7ees during inductionH
To great e;tent RRRRRR To some e;tentRRRRRRR Not much RRRRRR
C1.+omplete information is provided about each departmentH
To great e;tent RRRRRR To some e;tentRRRRRRR Not much RRRRRR
C4.'oes Induction programmes is handled b7 competent people or seniorsH
2es RRRRRR No RRRRRRR +an Not &a7 RRRRRR
C6.&enior management ta*es interest and spends time -ith the ne- staff
during induction trainingH
2es RRRRRR No RRRRRRR
C!.'oes the G department conduct briefing and debriefing sessions for the
emplo7ees sponsored for InductionH
2es RRRRRR No RRRRRRR +an Not &a7 RRRRRR
C9.Managers provide the right *ind of climate and support needed during
InductionH
To great e;tent RRRRRR To some e;tentRRRRRRR Not much RRRRRR
C8(.,re 7ou completel7 a-are about the organi@ation s7stems and structure
after InductionH
2es RRRRRR No RRRRRRR +an Not &a7 RRRRRR
C88.,re 7ou clear about 7our o-n department function and 7our Kob
responsibilities at end of 7our InductionH
2es RRRRRR No RRRRRRR +an Not &a7 RRRRRR
C8#.'o 7ou find induction training ver7 useful in 7our organi@ationH
2es RRRRRR No RRRRRRR +an Not &a7 RRRRRR
C8".There is a -ell3designed and -idel7 shared Induction polic7 in the
compan7H
2es RRRRRR No RRRRRRR +an Not &a7 RRRRRR
C8..The induction training is periodicall7 evaluated and improvedH
2es RRRRRR No RRRRRRR +an Not &a7 RRRRRR
C81.'o 7ou thin* e;isting AInduction :rogramme and :olic7? need changesH
If A2es? &uggest.
2es RRRRRR No RRRRRRR +an Not &a7 RRRRRR
RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR

A
Research Report
ON
INDUCTION POLICY AND
PROGRAMME
FOLLOWED AT
MINDA INDUSTRIES LTD.
Submitted to
Kurukshetra University,
Kurukshetra in partial fulflment
for the degree of Master of
Business Administration (Session
20102012)
Under the supervision of:- Submitted By:-
Miss! Madhvi "erma "aishali
#upta
$a%ulty MBA
&oll no! 11'(
S!)!*!M!+!
MBAfnal!
Univ!
&oll,,,


S. D INSTITUTE OF MANAGEMENT & TECHNOLOGY
Huda Road, Jagadhri 1!"" #Ya$u%a Nagar& Har'a%a
A((i)ia*+d To
KURUKSHETRA UNIVERSITY, KURUKSHETRA

AC$NO2LE.&EMENT
In this -orld of cut throat competition m7 pro<ect report is a combination of both
theoretical as -ell as practical efforts.
AINDUCTION POLICY AND PROGRAMME ?
I than* almight7 god to give me strength to -or* sincerel7 during the course of the
pro<ect.
I e;press m7 sincere gratitude to .r) She""- &#+ta 8.irectr9 -ithout -hose
guidance5 *een interest and regular encouragement m7 pro<ect -ould not have been
compiled. I?m also than*ful to .r) Shi"+a *ain 8HO.%MBA,S.IMT 9 for his inspiration
and helpful attitude. I -ould also li*e to grab the opportunit7 to than* Ms) MA.H0I
0ERMA for his helping hand in the compilation of the report.
Fast but not the least I -ould li*e to than* m7 parents for their support.
80aisha"i &#+ta9
.ECLARATION
I5 Jaishali Gupta hereb7 declares that this research pro<ect on
GI#0"!T,+1! P"+C"PTI,#! +"GA+DI#G D"MAT
!"+0IC"! P+,0ID"D 2Y DI"+"#T D"P,!IT,+Y
PA+TICIPA#T! I# YAM3#A #AGA+G is submitted b7 me is an
original -or* conducted under the guidance of Miss. Madhvi Jerma.
The empirical finding in this report is based on data collected b7
m7self. The matter include in this report is not a reproduction from
an7 source.
This research pro<ect is submitted on partial fulfillment of the
requirement of a-ard of the degree of GMaster 4 B#siness
A!,inistratinG of Kuru*shetra %niversit75 Kuru*shetra.
Jaishali
CONTENT

Certi4icate
Ac(nw"e!ge,ent
.ec"aratin
In!eH
Cha+ter 1
8.8 +ompan7 :rofile
Cha+ter 3
#.8 Ob<ective of the stud7
#.# &cope of the stud7
#." esearch Methodolog7
#.. Fimitation of the stud7
Cha+ter <
".8 Fiterature evie-
Cha+ter 5
..8 'ata :resentation and Interpretation
Cha+ter F
1.8 0indings
1.# +onclusion
1." ecommendation
AnneH#re
Bi7"igra+h-