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1.

Discuss the process of induction (not a traditional one) being followed in any
organisation. (It should not be the traditional way of induction, please cite only those
which are different from traditional methods)

Answer: An induction program is a very important step when new employees join an
organisation. It provides an introduction to the working environment and the role of the
employee in the organisation. Induction covers the employer and employee rights and, the
terms and conditions of employment. An induction program definitely covers any legal and
compliance requirements of the organization. Also it definitely tells employees about the health
and safety precautions to be taken in certain situations. Induction is meant to enable a new
employee to become productive and get integrated with the team faster and hence start feeling
good about his/her joining the new firm. The aim is not to “throw someone into the deep end”.
But to create an environment for the new employee to become productive and part of the team
in a manner that the person will be able to quickly start performing and also start undertaking
large responsibilities. The idea is that an employee should not be expected to perform without
understanding how to do their job, or how their role fits in with the rest of the company. A
good induction programme can increase productivity and reduce short-term turnover of staff.

Following are the benefits of an induction programme to the employees:


● Educate New employee to Survive the First Day: The rest can be learned. The
immediate HR manager may schedule a regular time each day within the first week to
continue the orientation. A new employee can only absorb so much at a certain time,
and the schedule will enable the manager to have a sense of how the employee is
adjusting to the work and to the organizational environment.
● Help New Employees Settle Into Work: The manager of the new employee will be
the best person to show how the work is to be done, how other departments are
connected, what performance standards are expected of employees in the organization,
and what policies and procedures are to be followed in the organization for tasks to be
done.
● Give Time to the New Employees: It is often in an organization we see new employees
eating alone. None of the other employees really care. “In our firm or organization, we
care,” is the message other employees should give.
● Allow New Employees to Settle in: It can sometimes be overwhelming when so many
other employees talk to new employees, while all they may want is to get to their job.
● Be ready to Listen: Be there to answer new employees‟ questions or listen when they
need to talk about the experience.
● Show New Employees around the Office and Introduce to Friends: As all the
employees try to do this, the new employees will find it easy to get into their work and
will soon be doing the same for other new employees. Then, the change will no longer
be difficult and boring but will be enjoyable.

Induction process at WIPRO


WIPRO is one of the most reputed companies in our country and quite famous for its innovative
and effective HR policies. Wipro follows a constant and an efficient induction process
throughout all of its campuses which lasts for around 2.5 months period. During the induction
process the timings are not flexible as you need to come to the office at 8:30 in the morning till
6 in the evening. Once the training is over, the timings can be flexible.

You will be given a domain in which you will be trained in the induction program.
Induction program is named as PRP - Project Readiness Program.

There will be a certificate verification procedure before starting the PRP

First 3 days - Pinnacle - About Wipro polices, Spirit of Wipro, Ethics, Work life at Wipro, etc.
Next 7 days - English fluency - As most of the clients are of US and Europe, these 7 days will
help you in gearing up your pronunciation. It is a fun filled module where you need to repeat
after a voice in the computer.
Now the programmatic training starts. This program is divided into 3 stages.

TRP 1 - 20 days: This stage is called Technical readiness program 1 (TRP 1). It is around 20
days depending upon your domain. Consists of Basics about your domain. End of this stage
there will be a test with MCQs, no negative marks.

TRP 2 - 20 days: Consists of learning advanced topics in your domain area. This stage will
also ends with a test which can be live programming or documentation.

RLL - 15 days: Real life Lab. A small project will be given and you will be divided into teams
consisting 2 to 3 people. U have to prepare documentation & PPT on that project and possibly
code that project. It is not as tough as it sounds. Marks based on your work.

All marks in stages are combined and you need to get a minimum of 75%.

Induction is very important phase for the employees and companies should conduct induction
in a unique way possible as traditional ways of induction are not effective these days. In the
current scenario, there are so many innovative ways to introduce employees in the company
and companies use the particular approach as per their work environment and culture.
Company may also focus on some small points like involve them in company traditions, give
them a welcome box/gift, try to have positive start with them so that they feel valued from the
very beginning etc.

2. Kiara Enterprises is a very small organisation dealing with export rejected clothing.
They are growing slowly but steadily. Kiara, the owner now wants to expand it a bit more
and hence opts for Human Resource planning. It is advised to them to go for qualitative
methods for demand forecasting as they have limited funds. Discuss all three qualitative
methods of demand forecasting. Conclude by suggesting the best method suited for
Kiara’s organisation.

Answer: Demand forecasting is a process of evaluating the quality and quantity (number) of
employees a firm or organization requires to meet its future needs. A forecast could be a long-
term or a short-term plan depending on the activity levels for each function and departments.
There are several internal and external factors to be considered in demand forecasting.
● Internal factors include budget constraints, production levels, new products and
services.
● External factors include competition from other firms; it could be from the domestic or
international firms, economic value, changes in technology etc.

A few good reasons to conduct demand forecasting are:


● Determine the jobs necessary for offering services.
● Determine the staff required for future needs.
● Determine the correct staffing levels in different parts of the firm or organization.
● Determine the shortage of employees when and where they are needed the most.

Forecasting is an expensive way to help a company plan and prepare for the future years.
Forecasting is not fortune telling; it is but an educated guess of how much manpower will be
required and utilized by a firm or organization. It is a tool used to help in budgeting and
allocating finances or hiring employees as perfectly as possible. One of the important features
of forecasting is the quality of manpower resources (knowledge, skill, values and competency,
capacity etc) as well as the quantity of manpower resources. There is no right way of
forecasting, but there are many different types of forecasting methods. Each one is specifically
planned and designed to help different retail organization and it is up to each of them to choose
the model which is best and most appropriate for them.

Qualitative methods of demand forecasting


Expert Forecasts: This is a group forecasting method in which experts present their
independently developed forecasts to the group. However, the experts do not meet each other.
The group keeps refining their forecasts until a group consensus is reached. This is called as
the Delphi technique. In this method managers estimate future manpower requirements based
on their experience and judgment. To start with, it requires selection of a coordinator and a
panel of experts both within and outside the organization. The coordinator then circulates
questions in writing to each such expert. The experts then write their observations. The
coordinator then edits those observations and summarizes, within however disclosing the
majority opinion in his summary. On the basis of his summary, the coordinator then develops
a new set of questionnaire and circulates those among experts. Experts then answer such set of
questions and the coordinator repeats the process till such time he is able to synthesize from
the opinion of the experts.

Delphi Technique: This method is essentially a group process to achieve a consensus forecast.
This method calls for selection of a panel of experts either from within or outside the
organization. A series of questionnaire are prepared from the responses received from a prior
set of questions in sequencing manner.

The Procedure of Delphi Technique


● To start with, it requires selection of a coordinator and a panel of experts both within
and outside the organization.
● The coordinator then circulates questions in writing to each such expert
● The expert then writes their observations
● The coordinator then edits those observations and summarizes, within however
disclosing the majority opinion in his summary.
● On the basis of his summary, the coordinator then develops a new set of questionnaire
and circulates those among experts
● Experts then answer such set of questions
● The coordinator repeats the process till such time he is able to synthesize from the
opinion of the experts

The success of the process depends on the following factors:


1. Experts should be so chosen that they have the requisite knowledge and skills to give the
best answers
2. Questions should be relevant to the objective
3. Criteria for evaluating responses should be consistent, unbiased and befitting with the
objectives
a) Consider the assessment made by the experts in terms of their knowledge in the area
b) Consider the assessment in terms feasibility, objectives, time and resource requirement
c) Consider the assessment in terms of desirability
d) Consider the assessment in terms of extraneous factors

Management forecasts: Another technique of demand forecasting is the management


forecasts. It is an internal human resource forecasting technique. In many companies, managers
are responsible to determine human resource requirements. They take the help of other
experienced and knowledgeable people as well. They decide the number of people to be hired,
skills required etc.

As mentioned in the question, Kiara Enterprises is a small company which is planning to


expand itself. It will have to plan for future needs of manpower in the company so demand
forecasting technique should be used. As the company is small so expert forecasts and Delphi
technique will not be appropriate as the company has limited funds. As per my view,
management forecasts technique should be used. In small companies, there are limited
departments who can monitor and control everything and they have the complete idea of the
requirements of the respective departments. Under this method, firstly experienced managers
estimate the manpower requirements for their respective departments. This is done on the basis
of their knowledge of expected future workload and employee efficiency. At last, the top
management then aggregates and approves the departmental estimates. This is a very easy and
time-saving method.

But it is quite subjective and is, therefore, suitable only for small firms. The assistance of work
study, O&M, and human resource experts can refine the estimates based on experience. This
method helps in judging the informal group norms on Human Resource Forecasting.

3. Swati and Prashant are both working as sales managers. Swati was chosen for
Assessment Centre whereas Prashant for Development Centre, of which they were not
clearly aware. Few months later Swati got promoted which agitated Prashant as he
thought his performance was also good. Prashant went to the HR head to discuss the
same. In context of the case answer these questions:
a. Explain to Prashant why Swati got promoted.
b. Explain to Prashant what a Development Centre is.

Answer: a) Coleman defined an Assessment Center as "a variety of testing techniques designed
to allow candidates to demonstrate, under standardized conditions, the skills and abilities that
are most essential for success in a given job".

The term "assessment center" is not a location but really a program which involves evaluating
all potential candidates for job roles, in a structured manner using multiple assessors.
Assessment Centres are usually the last stage of a recruitment process. If you have reached this
stage, you have already done extremely well. Assessment centres will generally:
Be held for a longer duration than that of a conventional interview.
This can be half a day up to two days, including an overnight stay.
Involve multiple exercises
Involve multiple assessors.
Your performance in each exercise will be
evaluated by a different assessor.
Have informal elements such as lunch with recent graduates.
Include a number of candidates who will take part and interact with each other formally and
informally.

These assessors are trained to assess potential candidates in terms of their knowledge, skills,
competencies and behavioral attributes. Candidates can demonstrate more of their skills
through a number of job relevant situations. Apart from tests being undertaken by candidates,
the candidates are interviewed to ensure that the assessor or assessors understand the actions
taken by the candidate and the rationale for such actions.

These assessors are trained to assess potential candidates in terms of their knowledge, skills,
competencies and behavioral attributes. Candidates can demonstrate more of their skills
through a number of job relevant situations. Apart from tests being undertaken by candidates,
the candidates are interviewed to ensure that the assessor or assessors understand the actions
taken by the candidate and the rationale for such actions. An assessment center is basically a
series of assessments carried out using several techniques like simulation, psychometric test
and exercises to take critical decisions like selective or rejecting a candidate for recruitment,
for promotions and appraisals etc.

Assessment centre is totally different from development centre. A development center as the
name suggests is conducted only for the developmental purposes of the employees. It is
conducted to assess potential, to identify strengths and development needs and the end result
is a well-documented individual development plan for each participant. On the other hand,
assessment centre is focused on organizational needs. In the given case, Swati was chosen for
assessment centre so company may need her to meet organizational goals and Prashant was
chosen for development centre so company was looking for overall development of him which
he did not understand and took it in wrong way. Swati was promoted but it was mainly in the
favour of the organization rather than the individual interest of Swati. Prashant should
understand that as he is chosen for development centre so company values him more and soon
he will get promotion in the company.

b) Organizations with a large workforce use various assessment tools to provide feedback to
potential candidates who are still far from prepared for the job roles available currently or will
be available in the short term future. Besides feedback, the organization is able to identify their
next potential promotion candidates in line and if required starts a process of grooming such
potential candidates for the job role.

The feedback process ensures that those who possess the requisite competencies for the next
job role know that they are next in turn for their promotions and those who don’t get promotions
also come to know where they are lagging behind and the areas that require improvement. This
process helps minimize frustrations among employees regarding why certain candidates are
not considered for promotions, this also encourages the potential candidates to keep performing
exceedingly well to ensure that they continue to remain in the race for the next promotion. It
builds a sense of positivity amongst all aspiring candidates for the next job role.

A development center like an assessment center uses assessment techniques like simulation,
psychometrics etc, but the purpose of it is totally different. A development center as the name
suggests is conducted only for the developmental purposes of the employees. It is conducted
to assess potential, to identify strengths and development needs and the end result is a well-
documented individual development plan for each participant.

The Development Center can be as long as 3 days where each day the participants undergo
simulation exercises. It also, has a pre-defined competencies and behaviors as reference point
which are assessed during assessments but unlike assessment centers feedback is an important
component of development centers. During assessment centers it is only the decision that is
shared with the candidates but in the development center, the candidate is provided feedback
after every exercise and towards the closing of the development center an elaborate feedback
session may be conducted which lays the foundation for the development of an individual
development plan for the participant.

As the spirit of a development center is to create an open and transparent atmosphere for
learning, mistakes are not treated negatively but are looked upon as learning opportunities by
both assessors and assessee. The role of the assessors in the development center also becomes
larger as they now have to also play the part of learning partner with the assessee. They are
more open to hear the assessee and help them realize and explore their areas of strengths and
development.