Report: Overhauling the Employee Induction Process at GSE

This report provides a comprehensive review of the employee induction process at Global Star Enterprises (GSE). It begins with an executive summary highlighting the importance of effective induction in improving employee retention, integration, and performance. The report then delves into the current performance of GSE's induction process, identifying both positive aspects, such as the existence of a formal policy and timeline, and significant performance gaps, including a monotonous process, lack of accountability, and inadequate feedback mechanisms. The core of the report presents detailed recommendations for a complete overhaul of the induction process, including the involvement of HR and team managers, interactive training sessions, two-way feedback, and regular performance improvement guidance. The report also outlines an action plan, addressing how to obtain support for the new policy, roles and responsibilities of induction staff, communication and training strategies, timelines, monitoring and feedback procedures, and the management of probationary employees. Finally, the report provides a conclusion summarizing the key findings and recommendations, with references to supporting literature and an appendix containing an induction feedback form.

Overhaul of the Induction process at Global Star Enterprises (GSE)

Executive Summary
The importance of a good induction process is demonstrated by the fact that it helps in
improving the retention rates of the employees. Good induction also results in quick integration
of the employee into the team and eventual high performance of the employee. A thorough
review of the induction process at Global Star Enterprise (GSE) was conducted in the following
pages. It was found that although, there exists a formal induction process at GSE; it is found
that the same suffers from several lacunae. Accordingly, suggestions are presented to overhaul
the system and the way to implement the suggestions is also presented.

Table of Contents
Introduction 4
Importance of Induction 4
Current performance of Induction 4
Positive areas of performance 4
Performance Gaps 4
Recommendations 5
Actions 5
Obtaining support 5
Roles and responsibilities of induction staff 6
Communication and training of induction staff 6
Timeline 6
Monitoring and Feedback 7
Process to oversee management of probationary employees 7
Conclusion 7
References 8
Appendix 1 9

Introduction
The induction process plays an important role towards job satisfaction of a new employee. This
report would review the current induction process at Global Star Enterprise (GSE) and give
suggestions towards its further improvement. A formal action plan to incorporate the suggestions
would also be provided.
Importance of Induction
The entire process through which an employee acclimatises or adjusts to their working
environment or jobs is referred to as induction (Green, 2018).
The perfect induction process creates a positive first impression of the organization in minds of
the employee resulting in his quick integration into the team, increase in productivity and better
retention (King, Roed and Wilson, 2018). A review of the induction process at Global Star
Enterprise (GSE) reveals the following positives and negatives.
Current performance of Induction
Positive areas of performance
The positive areas of the current induction process are as follows-
1. There already exists a formal induction policy at GSE. The process is detailed and well
documented.
2. A timeline is also allocated within which he is expected to develop a plan for
professional development which is a welcome move by the company.
Performance Gaps
Although there exists a formal induction policy at GSE where all the particulars have been
clearly specified, there are certain gaps in the performance of the induction process as noted
below-

1. The whole process of induction seems to be just a tick box exercise and is very
monotonous and dull to the new employees.
2. There is no person accountable to ensure that the new employees are being inducted in
the right manner. This has resulted in certain employees receiving negligible training
before they join.
3. There is no system of providing feedback to the employee on his or her performance and
outlining areas of improvements.
Recommendations
Actions
In view of the drawbacks of the current system of induction, there needs to be a massive
overhaul of the induction process at GSE. The following list of changes needs to be implemented
1. Induction process should be jointly delivered by the HR lead and the team manager
(Adler et. al., 2017).
2. Information related to company policies should be presented to the candidate in the form
of interactive sessions that might involve mind games and quizzes (El-Shamy, 2016)
3. The induction should be a two way process wherein the trainee participates by giving
feedback (Somaraju, 2016).
4. Guidance for performance improvements should be given to new joiners’ at regular
intervals.
Obtaining support
In order to put the plan to action, it is important to get the team managers participate in the
process along with the HR head.
As a way to overcome the resistance to change in the induction process, Lewin’s three-step
change model of unfreezes, change and refreeze can be applied.

During the unfreeze stage the managers would be made to understand the importance of the
overhaul and its long term benefits. In the change phase, the managers and the HR would be
trained on the new process. To inculcate the new process as a habit mock induction process can
be conducted under the refreeze stage of Lewin’s model.
Roles and responsibilities of induction staff
The roles of induction staff including HR head and the team managers are presented below-
1. The HR should acclimatising the new employee with organisational policies
2. The HR should familiarize the new joiner with the organisational structure and his
position
3. The team lead should introduce the new employee with the team, appraise his role in the
team
4. The team lead and HR should also review the candidate’s performance periodically and
suggest points of improvement if any.
Communication and training of induction staff
The training can take place through mentorship. Additionally, audiovisual tools can be used to
impart the training (Dragomiroiu, Hurloiu and Mihai, 2014). After training them there can be
mock induction process wherein the managers and the HR would be required to demonstrate
their learning.
Timeline
A timeline of the overhaul of the induction process is presented in the following figure

Monitoring and Feedback
In order to ensure that the induction process is happening as per the guideline, the HR head can
periodically ask for the feedback from the new employees through the checklist presented in
Appendix 2. In addition the HR head can monitor the induction process personally at periodic
intervals.
Process to oversee management of probationary employees
The process of managing the probationary employees includes the following steps-
1. Providing regular feedback to the employee
2. Setting clear goal and expectation for the new employee
3. Assigning the employee a mentor
4. Conducting periodic performance review
5. Providing training to build knowledge and skills
Conclusion
In the above pages, a review of the induction process at GSE was conducted. Based on the
review, steps were suggested for a complete overhaul of the system. The way to implement the
suggested changes has also been presented in the above paragraphs.

References
Green, M 2018, Induction, accessed 21 February 2019,
<https://www.cipd.co.uk/knowledge/fundamentals/people/recruitment/induction-factsheet>.
El-Shamy, S., 2016. Dynamic induction: Games, activities and ideas to revitalize your employee
induction process. Routledge.
King, V., Roed, J. and Wilson, L., 2018. It’s very different here: practice-based academic staff
induction and retention. Journal of Higher Education Policy and Management, 40(5), pp.470-
484.
Adler, P., Brown, D., Dehejia, R., Domat, G. and Robertson, R., 2017. Do Factory Managers Know
What Workers Want? Manager–Worker Information Asymmetries and Pareto Optimal Human
Resource Management Policies. Asian Development Review, 34(1), pp.65-87.
Dragomiroiu, R., Hurloiu, I.I. and Mihai, G., 2014. Induction staff training. Procedia Economics
and Finance, 16, pp.368-373
Somaraju, P 2016, Induction - To integrate employees and systems with organisation, 21
February 2019, < https://www.peoplematters.in/article/employee-relations/induction-to-
integrate-employees-and-systems-with-organisation-14551 >

Appendix 1
Feedback form of Induction