Arvind General Report

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A

SUMMER TRAINING REPORT

AT

ON TOPIC IS

INDUCTION TRAINING

BY:

KULDIPSINH A. JADEJA

SR M.L.W (07)


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Preface

The Master of Labour Welfare (MLW) programme is well structured and

integrated professional course. The main objective of practical training at MLW

level is to develop skill in student by supplement to the theoretical study of

labour legislations, HRM, labour welfare in general. Industrial training helps to

gain real life knowledge about the industrial environment and business

practices. The MLW programme provides student with a fundamental

knowledge of labour legislations and welfare activities in organizations, as well

as an exposure to strategic thinking of management.

In every professional course, training is an important factor. Professors give us

theoretical knowledge of various subjects in the college but we are practicallyexposed of such subjects when we get the training in the organization. It is only

the training through which I came to know that what an industry is and how it

works. I can learn about various departmental operations being performed in the

industry, which would, in return, help me in the future when I will enter the

practical field. Training is an integral part of MLW and each and every student

has to undergo the training for 6 to 8 weeks in a company and then prepare a

project report on the same after the completion of training.

During this whole training I got a lot of experience and came to know about the

management practices in real that how it differs from those of theoretical

knowledge and the practically in the real life.

In todays globalized world, where cutthroat competition is prevailing in the

market, theoretical knowledge is not sufficient. Beside the one need to have

practical knowledge, which would help an individual in his/her career activities

and it is true that Experience is best teacher.


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ACKNOWLEDGEMENT

Any attempt at any level can't be satisfactorily completed without the support

and guidance of my guide and my professors. With immense pleasure, I would

like to present this project report for induction training. It has been an enriching

experience for me to undergo my summer training at Arvind Mill, which would

not have possible without the goodwill and support of the people around. As a

student of Master of Labour Welfare, Gujarat University, I would like to

express my sincere thanks to all those who helped me during my practical

training programme.

Words are insufficient to express my gratitude toward Mr. Sanjay S. Lalbhaithe Managing Director of ARVIND. I would like to give my heartily thanks to

Mr. Subhanish Malhotra (HR mgr.) & Mr. Vikramsinh Chavda (IR mgr.) who

permitted me to get training at ARVIND. I am very thankful to Mr. Madhubhai

Patel (Trainer),Mr.Devang Jaiswal, Mr.Sailendrssingh who helped me at everystep whenever needed.

I would like to express my immense gratitude to my guide Prof. (Mrs.) Alpa

Mehta for her constant support and motivation that has encouraged me to come

up with this project.

I am very thankful to all my faculty members who have rendered their whole

hearted support at all times for the successful completion of this summer project

on induction training.

However, I accept the sole responsibility for any possible error of omission and

would be extremely grateful to the readers of this project report if they bring

such mistakes to my notice.

Yours Sincerely,

Kuldipsinh A. Jadeja

Roll No.:

Dept. of Labour Welfare

Gujarat University, 2011-2012


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COMPANY PROFILE

Name of the Company: Arvind Mills Ltd.

Year of establishment: 1997

Address of the Company: Arvind Mills Ltd., PO. Khatrej,

Dis. Gandhinagar, Gujarat, India

Telephone no: +912764255000Fax no: +912764255774

Company Website:www.arvindmill.com

Form of Company: Limited Company

Main Product of the Company: It is textile compose mill in which cottons are

change into a full cloth.

Manpower of the Company: 7000 are permanent and 1000 is Contract

labours.

Financial Position: Rs. 20 Billion (US $ 500 Million)

We may import latest technologies from the west but our personal

values must remain our own, rooted in our own tradition that is the

secret of the sense of fulfillment of life.

Shree Kasturbhai Lalbhai
http://www.arvindmill.com/http://www.arvindmill.com/http://www.arvindmill.com/http://www.arvindmill.com/


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HISTORY OF THE COMPANY

The Lalbhais are descendents of Seth Shantidas (c.1590-1659), a famous

jeweler, financier and businessman of the seventeenth century. Shantidas is

known to have even financed the mighty Moghul empire and was the first to be

conferred with the title of Nagarsheth. Khushalchand (1680-1748) grandson of

Shantidas had saved the city of Ahmedabad from the marauding Maratha army

in 1725 by paying a ransom of Rs. 5 Lakh on behalf of the whole city.

The currentsurname is derived from Lalbhai Dalpatbhai the great great

grandson of Himabhai (1785-1858) son of Khushalchand. Lalbhai was born

around the time when the first textile factory in the city went into production.

The first manufacturing company of the Lalbhai family Saraspur Manufacturing

Company was established in 1897 which was into producing cotton yarn.

During the intensifying Swadeshi movement the second company Raipur Mills

was established in 1905. Due to untimely death Lalbhai Dalpatbhai the reins of

his businesses were handed over to his young sons including a seventeen year

old Kasturbhai Lalbhai. Kasturbhai is widely acknowledged to be the father of

modern Indian textile industry. Kasturbhai started the first large scale textile

mill under the name of Asoka Mills in 1920 with a capital of Rs.12 Lakh at a

time when the largest mills in the region were built with not more than Rs. 5

Lakh. 1930-31 saw the resurgence of second Swadeshi movement coinciding

with the great depression. While different entrepreneurs reacted to the situation

differently Kasturbhai saw this as the decade of prosperity and growth and

established the flagship Arvind Limited in 1931 with an authorized capital of

Rs. 25.25 Lakh. Kasturbhai had also floated mills for families of his three sisters

under the name of Aruna Mills in 1928 and Nutan Mills in 1931. With the


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expansion Kasturbhai came to occupy the position of the biggest textile

magnate in the country. Few groups could claim to have made such great strides

during one of the worst periods in Indias industrial history.

After continuously successful period of four decades in the pre-

independence era, the group entered into other fields such as dyes,

pharmaceuticals, chemicals, etc. The first diversification started in 1939 with

Anil Starch Limited. Atul Products Limited was established in 1952 for

manufacturing textile and other dyestuff. In the same campus as Atul existed the

joint ventures with Ciba-Geigy called Cibatul, with American Cynamid called

Cynamid of India and with ICI of UK called Atic Industries and as the time

progressed the JV partners separated amicably and these companies exist in

India today as full representatives of these global giants.

The group took over the then sick company Ahmedabad Laxmi Cotton

Mills Co. Ltd. and merged with Arvind Limited and the unit was renamed as

Ankur Textiles. The unit currently under Arvind Products Limited is today the

country largest organized player in the voiles market.

The groupalso invested in Anup Engineering Limited engaged in

fabrication and set up Amol Dicalite in collaboration with General Refractories

Limited, U.S.A for manufacturing filter aids and perlite products.

Apart from the field of business the Lalbhais over generations have

contributed to education, social and religious causes. Lalbhais contribution to

education starting from Gujarat Vernacular Society in late 1800s to formation

of Ahmedabad Education Society, Physical Research Laboratory, ATIRA and

the famed IIM Ahmedabad are just to name a few. Today Shrenik Lalbhai heads

the Sheth Anandji Kalyanji Trust involved in propagating and maintaining Jain

temples in western India a post he inherited from Kasturbhai Lalbhai. Mr.


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Sanjay Lalbhai is genuinely committed to the societal causes and is

spearheading these initiatives under the aegis of Sharda trust.

One of the important factors which built up the Group was the close

relationship of mutual trust between the three brothers Chimanbhai,

Kasturbhai and Narottambhai. Despite Kasturbhai having emerged as the

patriarch of the group, there was satisfactory distribution of property and

managing powers with the members of the family. The management of the

companies was distributed between family members who consulted each other

under the leader Kasturbhai. Siddharthbhai the eldest son of Kasturbhai

managed Atul Products, while his younger son Shrenikbhai looked after the

management of Anil Starch. Chimanbhais family branch managed Raipur and

Saraspur Mills while Narottambhais younger son, Niranjanbhai devoted his

time in technical function of Arvind Limited and his elder son Arvindbhai

managed both, Arvind and Asoka Mills.

After Kasturbhais death, Arvindbhai son of his brother Narottambhai

assumed the leadership of the Group. The process of expansion and the

initiative of restructuring of the Group however was led by the third generation

of Lalbhais under Sanjay and Sunil, grandsons of legendary Kasturbhai Lalbhai.

The major contribution of Sanjay Lalbhai has been that of overall

transformation of the Group culture by induction of highly skilled and qualified

professional managers.

Today Sanjay Lalbhai is the Chairman of the Group and leads Arvind

Limited and Sunil Lalbhai managing the dyes and chemicals business under the

Atul Products Limited banner. The current estimated group turnover is over Rs.

2500 Crore.


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At Arvind, it is firmly believed that a successful company must play an

active role in the development of the society from which it springs. Besides

pursuing its business goals, it should also be responsible corporate citizen. It is

because of these beliefs that Arvind is always on the forefront of extending a

helping hand for the needy, downtrodden and for the society at large.

Arvind has always been actively involved in the educational institution,

hospitals and research institutions of Ahmedabad, its hometown.

It co-pioneered the world renowned Indian Institute of Management,

Ahmedabad (IIMA), and helped set up the Ahmedabad Textile Industry

Research Association (ATIRA), and The Kasturbhai Lalbhai Textile Training

Center to develop and enhance the skills of textile workers.TheNarottambhaiLalbhai Rural Development Fund and The Lalbhai Group Rural

Development Fund where founded to undertake special programs for the

economically deprived.

It also assists the nearby villages, through nutritional programs, food camps and

the harnessing of solar energy.

Contribution of Arvind mill in Socity


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Arvind Limited commits itself to continually improve our environmental

management. It strives to go beyond the requirements of the applicable

environmental laws & other regulations through:

Optimizing usage of cotton, energy, chemicals & water.

Adopting preventive strategies to reduce the generation of effluents,waste & air emissions.

Maximizing the recycling of inevitable wastes.

Encouraging suppliers & buyers to become environmentally responsible

Maintaining a safe working environment.

Increasing the green cover.

Training employees on environmental issues.1) Effluent Treatment Facilities:

All the production / processing units are provided with adequate wastewater /

water treatment facilities, to meet the requirements of regulating authorities as

well as our reputed customers like Levis, Nike etc.

Arvind Limited at Santej has one of the largest effluent recycle plants in Asia

with recycling capacity 10,500 m3/day. The latest & best of the technologies

available in water / wastewater treatments can be seen in operation in this plant.

The Arvind International (division) has Effluent recycling facilities comprising

Chemical, Biological & tertiary treatment and it is of 800-m3/day capacity. The

plant also has ISO 9000 & ISO 14000 certification.

Arvind Limited at the main site at Naroda also possess chemical, biologicaltreatment facilities to treat 10000 m3/day of effluents to meet the pollution

Arvind & Environment


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control board norms. Ankur Mills (division) has Effluent treatment plant of

1600-m3/day capacity with chemical & biological treatment facility to achieve

the pollution board norms. Arvind Limited (Garment exports division) is setting

up a new garment unit at Mysore road, Bangalore, along with Effluent treatment

plant of 1450 m3 /day capacity. This plant also possesses chemical, biological

& tertiary treatment facilities to achieve the State Pollution Control Board

norms. The uniqueness of this plant is all its process water requirements will

be attained through recycled sewage water of Bangalore City.

2) Air pollution Control:

Arvind Limited has switched from liquid fuel to Natural gas for all their heating

& steam requirements in order to avoid the air pollution.

3) Solid waste Management:

All the units believe in waste minimization measures. All the ETP plants are

provided with adequate sludge Dewatering facilities. Units at Santej, Naroda,

Arvind International & the upcoming Bangalore unit are provided with

Decanter Centrifuges for sludge de-watering. De-watered sludge is dried in

solar evaporation pans for further volume reduction. Waste oil generated in all

the units is recycled. Polythene liners, Discarded containers are disposed off to

the respective buyers.

4) Afforestation & Rain water Harvesting:

Units at Khatrej & Santej have very good afforestation & green belts. The

Santej unit has more than 1 lakh trees & other shrubbery. Plants like Jetropha

(seeds used for Biodiesel generation) are grown extensively. ETP treated water

is used for this plantation so as to minimize raw water consumption. Beautiful

lawns with Fountains are part of the landscape.


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At the Santej unit ground water recharging facility is also developed where in

yearly about 40 MLD rain water is recharged in to ground water table. Two

recharge ponds with a capacity of about 4000 m3 are made & Rainwater during

the monsoon is collected in theseponds & recharged in to Ground water table.

Human Resources for a business enterprise needs a conceptual outlay to enablebusiness managers to identify, plan and implement planning for manpower.

Fundamentally, business situations have changed the world over. The rise of theintellect has been imminent. Human resource planning can no longer confineitself to the traditional sources for hiring and retaining. The human resources of

today see their roles having changed from that of a doer to that of a thinker andon most occasions a thinker doer.

Arvind Products Limited

The company is a subsidiary of the Arvind Mills limited. The principal

business segments of the company include manufacturing and marketing of

Voiles fabrics, Bottom weight fabrics (Khakis) and Yarn.

The company operates through its divisions viz: Arvind Intex (with both

ring and open yarn and manufacturing under one roof), Arvind Cotspin

(manufacturing 100% cotton yarn and double yarn in a wide range of counts

varieties), and Ankur Textile (manufacturing ofVoiles).

HUMAN RESOURCES


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Arvind Brand Limited

Arvind Brands, a group company, managers various brands owned by

Arvind. These include Flying Machine, Newport and Ruf & Tufin jeans and

Excalibur in shirts.

This company services entire Domestic market and India apart from these

owned brands they produce international brands also like; Arrow, Lee,

Wrangler, etc for the Indian market.

The management out of their office at Bangalore, India manages the

entire retailing (including, manufacturing, branding, logistics, marketing and

sales).

Atul Limited

The Rs. 600 crore Atul products, set up in 1947, is one of the Asias

largest and greenest chemical complexes. The company has grown to become

Indias largest dyestuffs manufacturer, making and marketing over 250

variables of chemical and intermediates, from basic commodity chemicals to

area of expertise intermediate required for the agrochemical, defense, dyestuff,

leather, paper, pharmaceutical and textile industries. Atul exports to more than

50 countries.

Amol Dicalite Limited

A group company with the business ranging from Textile clothing to

Filter Aids to Perlite Products.

Anup Engineering Limited

It is one of the leading Engineering companies engaged in manufacturing

process equipment for Chemicals, Refineries, Petrochemicals, Pharmaceuticals,

Fertilizers, Drugs and Allied Industries. The company equipped with

Laboratory to carry out various destructive and non-destructive tests apart from

an independent quality control department. Equipment and components are


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manufactured out of carbon steel, stainless steel, monel, inconel, cupronickel,

aluminum alloys, clad sheets, querched and tempered steels, etc

COMPANYS VISION

To achieve Global Dominance in select businesses built

around our core competencies, through continuous product and

technical innovation, customer orientation and a focus on cost

effectiveness.

COMPANYS PHILOSOPHY

WE BELIEVE

In people and their unlimited potential,

In content and focus in problem solving,

In teams for effective performance in the intellect & its power.

WE ENDEAVOUR

To select, train and coach people to obtain higher & early responsibilities,

To nurture talent to be built as leaders of our tomorrows corporation,

To reward, celebrate and activate al intellectual business contribution.

WE DREAM

Of excellence in all our endeavors

Of mutual benefit and prosperity

Of making the world a better place to live in.


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COMPANYS CORE VALUES

Openness and Transparency

We are open and transparent in all that we do and say, this applies to all

working relationships at every level, involvement trust and willingness to listenare the guiding principles for decision making, we believe in open

communication, offer freedom to speak ones mind & act demonstrating

openness & clarity in all our actions.

Dignity of the individual and the institution

Each individual is an integral part of the institution. Human dignity and worth

of an individual is acknowledged & maintained at all times. Nothing shall

impose upon the dignity and status of the institution which has its roots in thisarticulated core values.

Trusteeship

Strong sense of the ownership an commitment towards the organization and the

business as a whole, is the basic premise of all actions, we will managed our

institution as a trust, as empowerment leaders & to all that needs to be done

ethically for the purpose of the institution for today. We leave behind a vibrant

institution for the future of this nation & the world at large.


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CHAIRMAN

Mr. Arvind N. Lalbhai

He is a science graduate and has been associated with the company for

over 60 years. He has been the director since March 1974 and Managing

director since January 1975 till November 2002. He is the former president of

the federation of Indian chamber Commerce & Industry.

MANAGING DIRECTOR

Mr. Sanjay S. Lalbhai

A science graduate with a Masters Degree in Business Management has been

associate with the company for more than 25 years.

Board of Directors

Chairman and Managing Director

Mr. Snjay S. Lalbhai

He is a Chairman and Managing Director of the company. He is a sciencegraduate with a masters degree in Business Management. He has been

associated with the company for more than 28 years. He also holds directorship


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in Arvind Spinning Ltd., Maurities, Amol Decalite Limited, Mahindra GujaratTractor Limited, Torrent Pharmaceuticals Limited, Arvind Worldwide Inc.,USA, Arvind Worldwide (M) Inc. and Arvind Overseas (M) Limited.

Director and Chief financial Officer

Mr. Jayesh K. Shah

He is a Whole time Director with designation of Director and Chief financialOfficer of the company. He is a Commerce Graduate and Chartered Accountantand has been with the company for more than 22 years. He has a distinguishedacademic career and extensive administrative, financial, regulatory and

managerial expertise. He also holds directorship in various companies.

Other Directors

Mr. S. R. Rao (Nominee of EXIM Bank)

He is a Nominee Director of EXIM Bank. He is a graduate from The

Indian Institute of Technology, Bombay. He is the Chief General Manager of

the EXIM Bank of India. He is also on the Board of Global Procurement

Consultants Ltd., Global Trade Finance Ltd., and Nagarjuna Oil CorporationLtd.

Mr. K.M. Jayarao (Nominee of ICICI Bank)

He is a Nominee Director of ICICI Bank Limited. He is a B. E.

(Mechanical) and a Senior General Manager of ICICI Bank Limited. He is also

on the Board of Ispat Industries Limitred., Nagarjuna Fertilizers and Chemcals

Limited., Share Microfin Limited., and Loyad Chiles offshore Limited.

Mr. Sudhir Mehta

He is Non-executive and Independent Director of the company. He is a

Science Graduate from Gujarat University. He was instrumental in the growth

and progress of Torrent Pharmaceuticals Limited the flagship company of the

Torrent group. He systematically expended the power business of Torrent

Group by acquiring significant stakes in the Torrent Power AEC Limited and

Torrent Power SEC Limited and Torrent Power Generation Limited is nowmerged with the Torrent Power Limited and one among the few successful


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independent power projects in India. He has managed strategic alliance with

leading international giants form U.K. Germany, France and USA.

Mr. Munesh Khanna

He is a Non-executive and Independent Director of the company. He is a

Chartered Accountant from Institute of Chartered Accountants of India. He has

21 years of experience in Investment Banking from across the Industrial

spectrum in India in the areas of M & A, Financial Restructuring and Resource

Raising. In addition, he has also an extensive experience in the Energy, Utilities

and Telecom sectors.

Mr. G. M. Yadwadkar (Nominee of IDBI)

He is a Nominee Director of IDBI. He is a General Manger of IDBI,

Ahmedabad. He is also on the board of Ecoboards Industries Limited, Pune,

DJK Steel Plant Limited, Hyderabad, Gujarat Alkalies & Chemicals Limited,

Vadodara and Gujarat Industrial and Technical Consultancy Organization

Limited.


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Organizational structure

Arvind Limited

Managing Director (Sanjay Lalbhai)

Weaving EngineeringAdministration

and

Accounts

Production

Order

Management &

Documentation

Administration

Accounts

Banking

Purchases

Production

Order management

Sampling

Documentation

Invoicing

Spinning

HR

Deptt.

Processing

QualityStores Exports &Domestics Garment

Packages Division


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(1) Recruitment policy:

Education require: 9 to 12 std pass

Wages: normal employee (FLM) 4396/-rupees per month and other

employee depend upon skill and knowledge and their experience

Document : past post size photo, leaving certificate with date of birth,election card, and other id prof

Primary helth test

Companys Policy


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The Arvind Mills Ltd.

Knits Fabrics

Garments

Shirting

Arvind Polycot

Khadi


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Welfare Facilities provided by Company

Statutory Non-statutory

Canteen Parking

Latrine & urinals Transport

Lighting Indoor & Outdoor game

Sitting Co-operative society

Ventilation & temperature

Drinking water

First-Aid box

Ambulance

Washing facility

Clothes

PPE (Personal Protective Equipment)

Medical


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Before the introduction of Induction Training we will discuss about the

HRM. HRM (Human Resource Management) is the new concept coming

after 1990s.

Definition of HRM

According to Gluck Human Resource Management is the function performed

in organization that facilitates the most effective use of people (employees) to

achieve organizational and individual goals.

The main function of HR is to Recruit the people, Develop the people & to

retain the peope.

Managerial functions

Planning

Organizing

Staffing

Directing

Co-coordinating

budgeting Controlling

Functions of HRM

Recruitment

Training & Development

Performance Management System

Industrial Relation

Legal Framework

Wage & Salary administration

Welfare Activities


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Industries components:

Every organization required six components.

1) Money (4) Machine

2) Material (5) Management

3) Man power (6) Market

INTRODUCTION OF TOPIC

One of the problems that most organizations have to deal with is

employee retention. Very often HR managers are faced with employees leavingan organization on an average of six months after joining.

While the reasons for this may be varied, research has shown that

employees leave mainly because they do not understand their role in the

organization and have been unable to integrate themselves. This issue can be

resolved through a well planned induction and training program. The purpose of

an induction program is not just to train a person but also effectively establish

them in the department and team.

Definition of Training

Training is to develop the knowledge and skills toward todays

technology. It can enable the person to taken higher responsibility in future and

doing the job well in present.


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Methods of Training

(1) On the job

(2) Off the job.

(1)On the job : Internship

Coaching

Job instructions

Apprentices.

(2)Off the job: training method contain Classroom Instructions, Video tapes

& Films, Computer Assists Instruction, Outside Seminars, etc

INTRODUCTION

WHAT IS INDUCTION TRAINING

Induction is designed to provide information to the new employee needs tofunction comfortably and effectively in the organization.

Typically, induction is convey three types of information- (1) General

Information about the daily work routine, (2) a review of the firms history,

founding fathers, objectives, operations, and products or services, as well as

how the company contributes to the organizations needs: & (3) a detailed


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presentation, perhaps, in a brochure, of the organizations policies, work rules

and employee benefits. IMPORTANCE OF INDUCTION

Induction is the process of inducting a new employee into the new social settingof his work. The step should take into account two major objects.

I. Familiarize the new employee with his new surrounding and

company rules and regulation, and

II. Integrating his personal goals with the organizational goals.

When you start a new job it is always nice if the company spends a little time

and effort preparing your new employee induction. The employer may want to

hold a small gathering for the department that the new employee will be

working in and introduce the new employee to his or her co-workers. To make a

new hire feel comfortable it may be nice to give him or her some of the

company signature items such as business cards with their name printed,

company attire with logo or even a mug for their morning coffee. Co-workers

can make a new employee feel welcome by offering them a tour of the facility

or office or maybe taking the new hire with them for lunch so that they have an

opportunity to get to know a few of the people around them.

Definition

Training provided to new employees by the employer in order to assist inadjustment to their newjob tasks and to help them become familiar with

their new work environment and the people working around them. This

type of training will also outline the basic overview of the business and its

services as well as the new employee's role in the environment.

Induction Training is more vital for new starters.

Induction Training is more than skill training.
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To ensure that induction training must be properly planned. Training

provided to new employees by the employer in order to assist in adjustment to

their new job task and to help them become familiar with their new work

environment and the people working around them. This type of training will

also outline the basic overview of the business and its services as well as new

employees role in the environment.

Objectives:-

1)To create general awareness about organization.

2)General awareness about organization.

3)To create awareness about the various functioning of

organization.4)How to become effective operative.

5)To make good relation between employer to employee,

employee to employee, employer to employer.

Purpose of the Induction Training

Firms are known to spend a few weeks or even months on induction

programmes. The idea is to make the new employees feel at home in the new

environment. It is a well-known fact that employees feel anxious on entering an

organization. They worry about how well they will perform on the new jobs.

They feel inadequate when they compare themselves with their co-workers.

Effective induction programmes reduce the anxiety of new employees by

providing them information on the job environment and on supervisors, byintroducing them to co-workers, and by encouraging them to ask questions.

A good induction programme will create a favorable impression of the

firm and its work. Just as a first impression of an individual helps to form a

good relationship , so a good initial impression of a company, a co-workers, or a

supervisor can help a new employee adjust better. Further effectiveness of

induction programme can have a lasting effect on absenteeism and turnover.

There are 2 types of Induction Training programme like;


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1) Formal,

2) Informal

Formal Induction: It is given to an employee after joining at the position. This

induction is given by his supervisor or an special trainer is can give the

induction & training also.

Informal Induction: Informal induction is carried out by his colleges or peers

on the job & given by his co-workers.

A firm needs to make four strategic choices before designing is induction

programme. They are:

1. Formal or Informal2. Individual or collective

3. Serial or Disjunctive

4. Investiture or Divestiture

1. Formal or Informal: IN informal induction, new hires are directly putin the jobs and they are expected to acclimatize themselves with the work

and the company. In contrast, induction can be formal too. In formalinduction, the management has a structured programme with is executed

when new employees join the firm.

2. Individual or Collective: another choice to be made by the managementis whether the new hires should be inducted individually or in a group.

The individual approach is likely to develop far less homogeneous views

than collective induction.

3. Serial or Disjunctive: Induction becomes serial when an experiencedemployee inducts a new hire. The experienced employee acts as a tutor

and model for the new hire. When a new hires do not have predecessors

available to guide them or to model their behavior upon, the induction

become disjunctive.

4. Investiture or Divestiture: The final strategic choice relates to the needfor maintaining or dismantling of the new hires identity. Investiture


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induction seeks to ratify the usefulness of the characteristics that the

person brings to the new job.

Divestiture induction on the other hand, seeks to make minor

modifications in the characteristics of the new hire, albeit, he or she was

selected based in his or her potential for performance.

What should it cover?

Good induction program leaves he employee with few doubts or queriesregarding his job and the organization. Introduce the company and its workculture, explain where the new employee fits into the company hierarchy,

introduce colleagues, clarity hours of work, overtime and leave policies as wellas amenities like canteen and washroom areas. The induction program shouldnot be static and will need revision and time tuning based on employeefeedback.

Who should do it?

The initial induction is primarily carried out by a manager from

personnel, who can explain the new employee about the company and its

policies. The actual job orientation should be done by a supervisor or senior

colleague in the employers department. It is best to assign a buddy to the new

employee who can show him the supports in the first few months.

How long should it last?

The duration of the induction program depends on the organization and

the position of the new employee. Most induction programs take about a week.

However the training can go well up to a month or three month. The essential

thing to remember is not to create information overload.

If possible some background information about the company can be givento the employee even before he or she is scheduled to join.

How does it benefit?

A good induction program benefits both the employee and the

organization. The employee is given a sense of belonging and purpose at the

very outset. Employee is clear about the job requirements and responsibilities


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and is able to perform better. For the company it translates into lower employee

turnover and high morale.

How to update the induction program?

A good induction program necessitates that it be regularly updated. Thebest way of doing his is through feedback from the new employees who have

gone through the program. Employees may have queries during the induction

which can be answered and integrated into the program. Even those leavening

the organization can provide inputs during exit interviews and are likely to be

more honest in their evaluation. The best gauge of the success of a program is of

course when there is a drop in the rate of employee attrition.

Induction and training is a powerful tool that shows that new recruits thatthe company cares to make them feel comfortable from day one. It ensures

loyalty and commitment to the company and sets up both the employee and

employer for success.

Induction also called Orientation is designed to provide new employees

with the information needed to function comfortably and effectively in the

organization. Typically, socialization conveys three types of information: (1)

general information about the daily work routine; (2) a review of the

organizations history, purpose operations and products or services, as well as asense of how the employees job contributes to the organizations needs and (3)

a detailed presentation (perhaps in a brochure) of the organizations policies,

work rules, and employee benefits.

Induction training must include the following elements:

General Training relating to the organization, including values and

philosophy as well as structure and history, etc

Mandatory training relating to health and safety and other essential or

legal areas.

Job training relating to the role that new starter will be performing.

Training evaluation, entailing confirmation of understanding, and

feedback about the quality and response to the training.


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Trainers role in the Induction Training

In this topic trainer is a very important person and he plays a major role

in the induction training. Trainer gives information about the company related

and general information to the newly join employee to make familiar with the

work culture of the company.

In the Arvind mill trainer give information to the employee as describe

below.

First of all he is give general information, importance of the induction

training, objective of the training, then after he make familiarize with the

company.

Stepsinimplementation

The following steps indicate briefly what managers should do to implement

induction procedure for new workers in a factory.

1.Take a walking tour with the new worker. This is a good way to introduce

them to the new environment.

Escort the worker around the workplace

Point out workstations, lavatories, the employee canteen,

suggestion boxes and dormitories.

Take the time to explain the enterprise and introduce the worker to

other workers and supervisors.

While you may be anxious to get the worker started and producing.

The short time amount of time it takes to make him or her feel

comfortable in the enterprise, will pay retention as the worker will

feel valued and part of the organization sooner than if left to his or

her own devices from the beginning

2.Provide an induction package that provides key information such as;

Map of the enterprise.

Employees feedback mechanisms.

Quality policy.


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Payment process (PF, E.S.I, etc)

Organizational structure.

Recruitment and Training are a major cost to any organization. Employers

therefore need to maximize staff retention to ensure that this investment is not

wasted. The initial impression of an Organisation on an employee usually stays

with them, and it is therefore important to make this experience a positive one.

Induction is a greatly neglected area of management policy which aims to

achieve just this.

The New members of staff need to have a basic information about their termsand condition of employment, immediate working environment. However, this

is not enough. People whatever their industry or profession, want to know how

they fit into the organization as whole and how their work relates to that of

other people and other departments. Naturally they also want to meet their

colleagues and line managers.

All these things should be covered in an Induction Scheme. However, all too

often there is no formalized system for ensuring that this takes place.

Recruits are left to pick things up as they go along or taken on the traditionalhandshake tour. This is simply asking the new employee to adopt an indifferent

attitude towards the organisation, thereby reducing the chances of that employee

staying long enough to contribute their full potential. Labour turnover cost

money too. In addition it reveals an unacceptable wastage of an organisations

human resources; the most valuable assets it has. Induction Programmes assist

in reducing labour turnover by integrating new employees effectively into the

organisation.

Arvind mills Ltd. believes that all new employees MUST be given timely

induction training. This training is regarded as a vital part of staff recruitment

and integration into the working environment. This policy, associated

procedures and guidelines define the Companys commitment to ensure that all

staff are supported during the period of induction, to the benefit of the employee

and Company alike.


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It is the aim of the Company to ensure that staff induction is dealt with in an

organised and consistent manner, to enable staff to be introduced into a new

post and working environment quickly, so that they can contribute effectively as

soon as possible. This induction policy, associated procedures and guidelines

aim to set out general steps for managers and staff to follow during the

induction process. It is expected that all managers and staff will adhere to this

policy.

The Company expects that the implementation of good induction practice by

managers/supervisors will:

Enable new employees to settle into the Company quickly and becomeproductive and efficient members of staff within a short period of time.

Ensure that new entrants are highly motivated and that this motivation is

reinforced.

Assist in reducing staff turnover, lateness, absenteeism and poor

performance generally.

Assist in developing a management style where the emphasis is on

leadership.

Ensure that employees operate in a safe working environment. Will reduce costs associated with repeated recruitment, training and lost

production.

1. THE COMPANYS COMMITMENTThe Company Human Resources Department / Head Office will:

Issue guidelines to familiarise managers and staff with the induction

process.

Maintain and update the Induction Policy.

Provide a checklist for managers and staff to follow during the induction

period.

Ensure there is effective monitoring of the induction process particularly

in the first three months.

Deal with any problems promptly providing an efficient service for bothmanagers and staff.


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Review all policy, procedure and guideline documents on a regular basis.

Provide relevant formal training courses necessary to assist the induction

process.

2. INDUCTION PROGRAMMESInduction programmes must be geared to the individuals needs. Some of the

more obvious new members of staff requiring special attention are as follows:

School Leavers

For most new employees, induction is concerned with getting accustomed to a

new job. For school leavers, however, it is about adjusting to a whole new way

of life - the world of work. Consequently, school leavers are likely to need more

support than other groups. Wherever possible, induction and subsequent

training should relate to knowledge and skills which go beyond the employees

own particular job. School leavers will need guidance on wider issues, such as

career planning, acquiring qualifications, coping with the routine and discipline

of work and managing money.

It would also be helpful for school leavers to be introduced to an

approachable person to whom they could take any queries they might have.

Graduates

Graduates tend to have a high level knowledge but may not have the

skills relevant to the job. They will want to feel that they are making acontribution from early on and to understand the organisation of the Company

and their role within it. Also they will want to have a clear picture of future

career prospects and to gain broad experience with this in mind. The Trust

should provide the graduate recruit with an adviser - such as a senior manager -

who can organise the necessary breadth of experience and offer advice and

support in relation to career progression.


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Managers

Whilst many of the points in the checklist apply equally to all new

managerial staff, in most cases individual induction programmes will be

necessary. These should be drawn up in consultation with new managers, taking

into account their backgrounds and experience and the nature of their new roles.

Priority should be given to helping new managers establish and maintain

relationships with management colleagues and opportunities should be provided

for them to spend time in other relevant departments to facilitate this process.

This will help managers quickly to gain an understanding of the Companys

philosophies, strategic plans and business plans.

Ethnic Minorities

In some cases, it may be necessary to design induction programmes with

the special needs of ethnic minorities in mind. Language problems and attitudes

amongst existing staff may be areas requiring particular attention. This is

preparation that should be completed before any member of staff joins the

Company. The Company will not tolerate racist or prejudiced behaviour in any

form.

Long-term Unemployed

Previously long-term unemployed people who have been recruited may

have been absent from the working environment for some time so it will be

helpful to recap on some of the issues relating to school leavers. these should, of

course, be adapted to suit older workers, who may need to build up confidenceand the induction process can be used to update knowledge of basic office

technology (photocopiers, fax machines, telephone systems, etc. as well as

computers).

Other Groups

Other groups that may need particular consideration include disabledemployees and women returning to work after having raised a family.


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These groups will also require the induction procedure as women

returning to work may, like the long-term unemployed, be out of touch and

lacking in confidence. Disabled employees may have all or a combination ofinduction needs, but these needs may be compounded by their disabilities. Part

of the induction process for disabled employees will involve checking such

things as wheelchair access to parts of the workplace, toilets and lifts etc. The

necessary reasonable adjustments to the workplace required to accommodate

the disabled individual should be completed prior to them commencing, and

carried out in discussion with the individual or their adviser.

THE PROCESS OF INDUCTION

Induction is the process by which new employees are integrated into an

organization so that they become productive as soon as possible. In order to

ensure that this happens quickly and effectively, the process needs to be

planned, managed and adopted into the organizations overall training plans.

In order to arrive at an induction action plan there are three main

questions to be considered.What should we tell them?

Who should tell them?

When should they be told?


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PROCESS

INDUCTION TRAINING (for new starter)

(Include elements)

GENERAL MANDATORY JOBTRAINING

TRAINING TRAINING TRAINING

EVALUATION

To know about relating to the role that relating to the

role evaluation

Organization health &safety and other that the new

starter about

(values, philosophy, essential or legal will be

performing. Training.

Structure, history). areas.

Well planned induction training can greatly accelerate the development of

the crucial organization capability


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WHAT SHOULD WE TELL THEM?

There are five main categories of information that should be given to new

employees.

A. ORGANISATIONAL INFORMATION

This should include information about the Organisation including size,

history, and if appropriate details of who the parent company is and / or its

subsidiaries. It is important that employees know exactly who it is that they

are working for.

B. PROCEDURAL INFORMATION

This comprises information concerning organisational procedures which

affect all members of staff. The information provided should include:

Terms and conditions of employment.

Disciplinary and grievance procedures.

Safety & House Keeping procedures.

Rules on entering and leaving the premises.

Various Formats systems.

C. JOB INFORMATION

This relates to what is necessary for a new employee to know in order to

Do a job effectively. The information provided should include :

A job description detailing the major tasks and accountability of the

job.

Details of any training which is involved.

Procedures for obtaining equipment, stationery, or tools.


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A copy of relevant sections of an organisation chart as it is

Important to inform recruits not only of what they have to do but also

why it is important and how it fits into the department and organization.

D. PERSONAL INFORMATION

This is the area which affects a new employees private life and personal

needs, for example; how salaries are paid, where to eat, and the location of the

toilet facilities. Everybody has anxieties on starting a new job and to have toask about these fundamentals only adds additional stress.

E. TEAM INFORMATION

Team information will provide knowledge of all those things which will

encourage employees to integrate into the working group. This category needs

to cover the informal as well as formal aspects of working life, e.g. the fact that

we all go for a pint at lunch time on Fridays can be more important to this

process then knowing who the shop steward is.


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WHO SHOULD TELL THEM?

The golden rule governing the passing on of information is that when in

doubt, the informant should be the new employees immediate line manager or

supervisor. However, there are a number of people who could be involved.

A. THE HUMAN RESOURCES DEPARTMENT

The main role of the Human Resources department in Induction is indevising and maintaining an effective system. Initial Induction may be done in

group sessions or individually, depending on the organization. In either case

personnel should be responsible for providing information on specialist areas

such as contracts of employment, administrative procedures of the organization,

Leave administration, safety & housekeeping activities etc. They can also be

responsible for passing on organizational and procedural information.

B. THE IMMEDIATE BOSS

This is the person who has the greatest vested interest in an effective

Induction procedure and who is responsible for ensuring that the employee gets

the right balance between job, personal and group factors.

Induction also represents an ideal opportunity for boss and subordinate to get to

know one another and to start developing their working relationship.

Responsibility for the Induction of a new recruit should never be delegated.

Other people in the department may become involved, but the immediate line

manager should introduce them to the new employee and follow up to ensure

that their work has been satisfactorily carried out

.


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C. ON JOB- TRAINER

It can be of great benefit to give some responsibility for Induction to one

of the new employees fellow workers. It can give the new recruit an

opportunity to make a friend which will be particularly helpful in the pass ing

on of personal and group information.

Every working group develops its own unwritten customs and habits and

for someone to unwittingly contravene these customs can be both embarrassing

and humiliating.

D. THE SHOP STEWARD / STAFF REPRESENTATIVE

New employees should be introduced to their shop steward or staff

representative. As well as being able to provide information, these people are

important in making sure that the new employee is aware of the channels of

communication within an organization.

E. DIRECTOR OR SENIOR MANAGER

A short interview with one of the new recruit senior line managers will

allow the recruit to recognize senior management and can give a wider

appreciation of the role of the department. It also gives the manager anopportunity to meet every new recruit and to monitor the effectiveness of the

Induction programmers.


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WHEN SHOULD THEY BE TOLD?

Induction is a continuing process and may well spread over several days or

weeks after the recruit starts work. New employees are only able to take in a

limited amount of information at any one time, and the aim of a systematic

induction programme should be to cover all the ground in the shortest effective

time.

A.PRE-EMPLOYMENT

The Induction process begins during recruitment and selection. Before

joining an organization, the new employee should be aware of the important

terms and conditions of employment, and these should have been provided in

writing. However, the recruit also needs to be given specific instruction for thestarting day. These should include :

Where and when to report

Who to ask for

What to bring

Where to park

Employers should also prepare for the recruits arrival by providing:

All equipment, clothing, safety wear etc.

A timetable for people who are involved in inducting the new employee

.


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B. DAY ONE

Whatever the size of the orgnaisation, what happens on the first day at

work makes a big impression. Recruits should therefore be made to feel

welcome by everybody that they meet. It is usual for new employees to report to

the personnel department who will cover the essential paperwork with an

employee either as part of a group induction or individually before taking them

along to their department.

Once all the necessary paperwork has been completed ; bank details, Provident

Fund , ESIC forms etc, ; organizational and procedural information (Employee

Hand Book) should be given. This should include disciplinary and grievance

procedures etc.

New employees should be introduced to the people that they are going to work

with so that there are some familiar faces in the department the next day. Thisshould include the on-job trainer allocated to the recruit.

It is important to remember to restrict the information given on day one in

order to maximise what is retained by the employee.

C. IN THE DEPARTMENT

The aim of department Induction is to ensure that new employees settle

down into their work and that their levels of performance reach a set standard as

soon as possible. The complexity and length of the departmental Inductiion

programme will vary according the job.

Individuals should have their Induction programme detailed to them by

their immediate line manager or supervisor. This means that they will


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understand what has been planned for them and will also allow them the

opportunity to prepare questions in advance, minimising the tendency to only

think of important things after the event.

The areas covered at this stage are job information and personal information.

These can be given by the immediate line manager or superivisor and the on-job

trainer. The extent of the role of the on-job trainer will be dependent on their

skills and experience.

D. FOLLW-UP INDUCTION

After 8-12 weeks, the new employee should be settled into the organisation.

Some will find this easier than others and some may develop problems which

are potential reasons for leaving. All starters should therefore be followed-up

individually and problems and concerns dealt with before they result in a

possible resignation.

A formal follow-up Induction also gives the opportunity to impart further

information. Ex.; Education and Training facilities or transfer policies, which it

was not appropriate to cover in the initial induction period.

All new employees will have questions after this length of time and will

probably want to know more about the organistion. It may therefore be

appropriate to arrange a tour of another part of the company, Ex.; Corporate

Office, Head Office or staff visit to all group of companies etc.


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SPECIAL INDUCTION SOME SPECIAL CASES

While the principles outlined so far are the guidelines to good Induction,

there are some special cases. These require additional considerations over and

above the normal Induction process.

A. FRESHERS FROM THE INSTITUTIONS / COLLEGE LEVERS

Most Technical Training Institutions (ITI) and Engineering college

leavers will be nervous and excited about starting work and therefore need to be

put at ease as soon as possible. They need to develop a positive attitude towards

work and an effective Induction progremme provides an opportunity to ensure

that any initial interest and enthusiasm which exists is developed and

encouraged. The Induction programme for Fresher needs to place particular

emphasis on ensuring that they appreciate their importance to the organization

and understand where their job fits into the greater whole.

In order to build commitment, there is a need to place considerable emphasis on

why something should be done or done in a certain way, rather than just giving

instructions. Opportunities for training and development should also be clearly

outlined.

The use of an on-job trainer or mentor can be of particular benefit to this

category of new employee. A Fresher confidence can easily be destroyed and

such assistance will help ensure that they do not break any of the unwritten

laws of the workplace, as well as aiding the formal Induction process.


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In Fresh Graduate Induction tend to see their own objectives simply in terms of

their own subject and need to develop an appreciation of the constraints in

which they will work. Management trainees need to understand the business.

For this process to be fully effective, it is essential that a Graduates Induction

programme involves undertaking specific jobs or tasks at all stages. This will

ensure that Induction is perceived by the Graduates as relevant. This helps to

maintain their motivation and interest.

Women returning to work have special anxieties. One of these may manifest

itself as lack of confidence-feeling that they will not be able to cope because of

the changes in working practices and technology.

An effective Induction programme should recognize this and place particular

emphasis on skills training. This will build confidence and enable the employee

to feel that they can make a worthwhile and valued contribution to the

organisation.

HOW INDUCTION IS CARRIED OUT

Whatever the size or resources of an organization, Induction should be ;

Part of a systematic plan

Written down

Recorded at each stage as completed

Constantly monitored

A. LARGE ORGANISATIONS

In large organizations with a personnel and training department, group

inductions can be arranged. These can cover the organizational and procedural

information categories. It is useful to use visual aids such as films and slides


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whenever possible, as what is seen makes more impact than what is heard.

Specialists should be used wherever possible to talk about their own subjects.

These should include ;

The ManagerHR (Terms and conditions of employment)

The Security Officer (Security policies and procedures)

The Health and Safety Officer ( Accident reporting and standards of health and

safety procedures ) Concern department heads (About the department proceedings)

B. SMALL ORGANISATIONS

In small organizations with no personnel and Training department it is not

possible to arrange group Inductions. Induction progremmes therefore need to

be specifically tailored to each individuals needs from day one. The Induction

will be wholly the responsibility of the new employees immediate line manager

or supervisor.

The same checklist for large organisations can be used, but the line manager

or supervisor will have to decide who is best qualified within the organisation to

cover the various items. This will then mean arranging meetings with specialistmembers of staff including;

The person responsible for wages and salaries

The union / staff representative

Managers / supervisors from other departments.

It is essential that everybody involved is fully aware of the programme

and

The role that they are expected to play in it.

COMPLETING THE INDUCTION PROCESS

Induction can be said to end when the individual become fully integrated

into the organisation. Of course, there is no set timescale within which this will

happen and follow up is essential. Giving new employees the opportunity to ask

questions several weeks into employment can be useful, and the induction

checklist will provide this opportunity. In some areas, such as understanding

wider aspects of the organisation, follow up after a number of months may beappropriate. COMPANY NAME


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INDUCTION PROGRAMME FOR NEW STAFF

DEPARTMENT ......................................................................

NAME OF EMPLOYEE ........................................................

JOB TITLE ......................................................................

DATE COMMENCED ........................................................

This is a checklist of information for Induction which managers / supervisors

should use with new staff as part of their induction programme within the first

few days, and certainly within the first two weeks of employment. Health and

Safety items should be identified immediately. The new employee should be

asked to tick each subject as he/she has been informed about it, and sign the end

of the form. The manager / supervisor then send the form to the Personnel

Department / Head Office for inclusion in the employees personnel file.


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Not all the following subjects are applicable to all departments. Should this be

the case, record N/A?

Please read the guidance notes below before completing this form.

Guidance Notes

Certain groups of staff have specific induction needs. the main groups are

detailed below, with particular points to take account of, highlighted.

ITEMS SPECIFIC TO THE FOLLOWING GROUPS OF STAFF

Staff with Disabilities

Disabilities include for example physical handicap, deafness, blindness, mental

handicap. consider the following for discussion:

1. Confirm the nature of the disability.

2. Clarify if the employee has any special needs relating to disability.

3. Check whether employee has any particular concerns regarding the

workplace.


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Graduates and College/School Leavers

These staff may have no previous work experience and will need careful

integration into the department. Discuss the following:

1. Role within the department.

2. Reporting responsibilities.

3. Allocation and prioritization of work.

Staff Returning to Work after a Period of Absence

This includes staff who were previously unemployed, women returning after

starting a family, or after any other prolonged period of non-employment.

Discussion should include, for example:

1. The difference between the employees previous working environment and

this new one.

2. Changes in skills required for this area of work.

3. Requirement for training to update skills.

Managers and Professional Staff

These staff need a broader induction to put their post in context.

1. Structure and culture of department.

2. Role in relation to Department / Company as appropriate.

3. Training course in supervisory and management skills, if required.


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INDUCTION CHECK LIST

The Induction Check List is a planner, which the HR department has to

frame the planning of the new recruiter has to follow. Here is a model format

for HR department, like that the concern HOD has to prepare the check list how

to give the induction to the new recruiter in his department.

A MODEL INDUCTION CHECK LIST IN THE NEXT PAGE

INDUCTION CHECKLIST

SUBJECT RESPONSIBILITY SIGNATURE(of HOD)

REMARKS

Name of the Employee:Department:Section.. . . . . . . . . .

Date of Joining:.Designation:.


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ORGANISATIONALINFORMATIONA) Group InformationName

HistoryProducts / ServicesLocationsCOMPANY INFORMATIONNameOrganisationProduct / serviceCustomersManagers names

C) WELFARE ANDBENEFITSCanteenLockersMedicalSportsSocialShare option2. PROCEDURALINFORMATION

) CONTRACT OFEMPLOYMENTHours of workNotice periodsWages / SalaryWhere /when/howBonus schemesSicknessNotification

CertificationPayHolidaysPay slip

) RULES AND PROCEDURESCompany rulesMisconduct, Codes of dress,DisciplinaryGrievance, Appeals, Safety.


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General organizational Induction Training Checklist

Essential 'visitor level' safety and emergency procedures

Washrooms

Food and drink

Smoking areas and policy

Timings and induction training overview

Organizational history and background overview

Ethics and philosophy

Mission statement(s) Organization overview and structure

Local structure if applicable

Departmental structure and interfaces

Who's who (names, roles, responsibilities)

Site layout

Other sites and locations Dress codes

Basic communications overview

Facilities and amenities

Pay

Absenteeism and lateness

Holidays Sickness

Health insurance

Pension

Trades Unions

Rights and legal issues

Personnel systems and records overview

Access to personal data


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Time and attendance system

Security

Transport and parking

Crche and childcare

Grievance procedures

Discipline procedures

Career paths

Training and development

Learning Styles Self-Assessment

Multiple Intelligences Self-Assessment

Appraisals

Mentoring

Awards and Incentives

Health and Safety, and hazard reporting

Physical examinations, eye test etc.

Emergency procedures, fire drill, first aid

Accident reporting

Personal Protective Equipment

Use, care, and issue of tools and equipment

Other housekeeping issues

General administration


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1. Company Introductiona) History of the company,

b) Development,

c) Present

d) Future planning of the company

e) Board of directors

f) Group of company

2.

Department Information

a) All department information

b) Information about the person department

3. Statutory & non-Statutory welfare facility & CompensationInformation

a. Salary, P.F, ESI, Gratuity, Bonus, Other benefits & allowances.

b. Welfare trust in medical benefit for the employees.

These are the following steps which are taken into the

Induction Training programme in any organization


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c. Employee engagement.

4. Rules & regulation introduction of the companya) Working time rules & regulation

b) Bio-metric machines are there to take finger print of employee for in &

out time management.

c) Disciplinary actions are there to tackle late comers.

Arvind Mill gives following information in Induction Training

History, development & future of the Industry

Companys record in market

Vision, values, mission, & goal of the company

Objective of the company

Companys policy

Companys rules & Regulation information

Companys departmental details (hierarchy)

Employees Work related information

Machine maintenance & its importance

Material handling, storage & dispatch

Productivity, cost control & waste management

Self development information

Team building (sathi hath badhao sathi re)

Attitude to work

Problem solving & creativity

Induction Training Programme in Arvind Mills


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Achievement & motivation (attitude development)

Safety, security & health awareness

Salary, week-off & leave, holidays related information

Employees benefit (P.F., Gratuity, Pension & other benefits)

Job and departmental induction training checklist

The induction training process also offers the best opportunity to help the

new person more quickly integrate into the work environment - particularly to

become known among other staff members. Hence the departmental tours and

personal introductions are an absolutely vital part of induction. Organizations

depend on its people being able to work together, to liaise and cooperate - these

capabilities in turn depend on contacts and relationships. Well-planned

induction training can greatly accelerate the development of this crucial

organizational capability.

Local departmental amenities, catering, washrooms, etc.

Local security, time and attendance, sickness, absenteeism, holidays, etc.

Local emergency procedures

Local departmental structure

Department tour

Departmental functions and aims

Team and management

People and personalities overview (extremely helpful, but be careful to

avoid sensitive or judgmental issues)

Related departments and functions

How the department actually works and relates to others


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Politics, protocols, unwritten rules (extremely helpful, but be careful to

avoid sensitive or judgmental issues)

The work-flow - what are we actually here to do?

Customer service standards and service flow

How the job role fits into the service or production process

Reporting, communications and management structures

Terminology, jargon, glossary, definitions of local terms

Use and care of issued equipment

Work space or workstation

Local housekeeping

Stationery and supplies

Job description - duties, authority, scope, area/coverage/territory

Expectations, standards, current priorities

Use of job specific equipment, tools, etc.

Use of job specific materials, substances, consumables

Handling and storage

Technical training - sub-categories as appropriate

Product training - sub-categories as appropriate

Services training - sub-categories as appropriate

Job specific health and safety training

Job-specific administration, processing, etc.

Performance reporting

Performance evaluation


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Training needs analysis method and next steps

Initial training plans after induction

Training support, assistance, mentor support

Where to go, who to call, who to ask for help and advice

Start of one-to-one coaching

Training review times and dates

Development of personal objectives and goals

Opportunities for self-driven development

Virtual teams, groups, projects open to job role

Social activities and clubs, etc.

Initial induction de-brief and feedback

Confirmation of next training actions

Wider site and amenities tour

Salary, leave, weekly leave and other benefit information to the

new hires.

First give him salary details:

Normal salary to eh employee4396.00 per month

169.20 Rs per day paid to the employee.

Benefits:

Salary payment time is during the date between 8 to 10.

Give him leave detail:


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Casual leave; 8 day in per year

Personal leave: 15 day in per year

Sick leave: 15 day in per year

Work time: 8 am. to 4 p.m.

4 p.m. to 12 p.m

12 p.m to 8 a.m

In the Arvind mill company increase salary in the time period of every 1 year,

and other benefit are also give to the employee depending upon his

performance, government determination rate.

PF benefit to the employee

When the employees get job in the company that time employee must fill

up PF form to the company.

Arvind mill cuts 12% PF from the employees salaryand add him 12% in

that amount and give return to the employee at the time of his retirement or asper the requirement of the employee.

When the employees salary is less than 10,000 then PF scheme is

applicable to the employee.

Minimum 1 year working time in the company is requiring getting benefit of PF

scheme.

Gratuity

This benefit is giving to the employee at the time of retirement by the

employer in calculation of 15 days salary in the current salary, but employee is

require working time of minimum 5 years.


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The goal for a business is simple. Invest on training so that it maximizes the

capacity of companys profits & value. The actions are needed for a business

to achieve this goal. Induction training is very useful for identified the different

department, norms and concision of company. It also helps to identify the

culture, attitude, structure, different process of the organization.

Main aim of the INDUCTION TRAINING is to create general awareness about

the company and improve skill, knowledge and working speed.

I have therefore tried to look into these aspects and measured the induction

training of Arvind mill. Generally acceding to me induction training is essential

to make a good impression to the new employees which can help to increase thevalues of organization and Arvind mill obviously do that.

Conclusion


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BIBLIOGRAPHY

www.arvindmill.com

www.scribed.com

www.about.com

www.ask.com

www.siteHR.com
http://www.arvindmill.com/http://www.arvindmill.com/http://www.scribed.com/http://www.scribed.com/http://www.about.com/http://www.about.com/http://www.ask.com/http://www.ask.com/http://www.sitehr.com/http://www.sitehr.com/http://www.sitehr.com/http://www.ask.com/http://www.about.com/http://www.scribed.com/http://www.arvindmill.com/

Documents

Arvind General Report