A SUMMER TRAINING REPORT

AT

ON TOPIC IS

INDUCTION TRAINING

BY:
KULDIPSINH A. JADEJA SR M.L.W (07)

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 practically exposed 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.

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. Lalbhai the 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 every step 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: +912764255000 Fax 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

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

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 preindependence 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.

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.

Contribution of Arvind mill in Socity

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.The

NarottambhaiLalbhai 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.

Arvind & Environment

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. 1) Increasing the green cover. Training employees on environmental issues. 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, biological treatment facilities to treat 10000 m3/day of effluents to meet the pollution
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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

Human Resources for a business enterprise needs a conceptual outlay to enable business managers to identify, plan and implement planning for manpower. Fundamentally, business situations have changed the world over. The rise of the intellect has been imminent. Human resource planning can no longer confine itself 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 and on 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 of Voiles).

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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 & Tuf in 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 listen are 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 this articulated 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 science graduate 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 Gujarat Tractor 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 financial Officer of the company. He is a Commerce Graduate and Chartered Accountant and has been with the company for more than 22 years. He has a distinguished academic 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 Corporation Ltd. 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 now merged 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)

HR Deptt.

Stores

Exports & Domestics

Quality Assurance

Garment Packages Division

Administration and Accounts

Spinning

Weaving

Processing & Finishing

Engineering

Order Management & Documentation

Production
Administration Accounts Banking Purchases ISO co-ordination Production Inspection Order management Sampling Documentation Invoicing Order Follow up

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Companys Policy
(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

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Arvind and Its Products at Santej Plant

The Arvind Mills Ltd.

Knits Fabrics Garments Shirting

Arvind Polycot
Khadi

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Welfare Facilities provided by Company

Statutory
Canteen Latrine & urinals Lighting Sitting Ventilation & temperature Drinking water First-Aid box Ambulance Washing facility Clothes PPE (Personal Protective Equipment) Medical

Non-statutory
Parking Transport Indoor & Outdoor game Co-operative society

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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 2) Material 3) Man power (4) Machine (5) Management (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 leaving an 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 to function 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 setting of his work. The step should take into account two major objects.

I. II.

Familiarize the new employee with his new surrounding and company rules and regulation, and 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 in adjustment to their new job 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, by introducing 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. 2. 3. 4. Formal or Informal Individual or collective Serial or Disjunctive Investiture or Divestiture

1. Formal or Informal: IN informal induction, new hires are directly put in the jobs and they are expected to acclimatize themselves with the work and the company. In contrast, induction can be formal too. In formal induction, 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 management is 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 experienced employee 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 need for 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 queries regarding his job and the organization. Introduce the company and its work culture, explain where the new employee fits into the company hierarchy, introduce colleagues, clarity hours of work, overtime and leave policies as well as amenities like canteen and washroom areas. The induction program should not be static and will need revision and time tuning based on employee feedback.

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 given to 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. The best 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 that the 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 a sense 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.

Steps in implementation
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 terms and 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 traditional handshake 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 become productive 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 COMMITMENT
The 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 both managers 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 PROGRAMMES Induction 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 a contribution 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 confidence and 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 disabled employees 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 of induction 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 TRAINING TRAINING EVALUATION To know about role evaluation Organization starter about (values, philosophy, performing. Training. Structure, history).

MANDATORY TRAINING relating to the role that health &safety and other essential or legal areas.

JOB TRAINING relating to the that will the new be

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 to ask 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 in devising 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 passing 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 an opportunity 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 the starting 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. This should 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 Manager HR (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 specialist members 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 be appropriate. 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
Name of the Employee: Department:Section.. . . . . . . . . . Date of Joining:. Designation:.

SUBJECT

RESPONSIBILITY

SIGNATURE REMARKS (of HOD)

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ORGANISATIONAL INFORMATION A) Group Information Name History Products / Services Locations B) COMPANY INFORMATION Name Organisation Product / service Customers Managers names C) WELFARE AND BENEFITS Canteen Lockers Medical Sports Social Share option 2. PROCEDURAL INFORMATION A) CONTRACT OF EMPLOYMENT Hours of work Notice periods Wages / Salary Where /when/how Bonus schemes Sickness Notification Certification Pay Holidays Pay slip B) RULES AND PROCEDURES Company rules Misconduct, Codes of dress, Disciplinary Grievance, 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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These are the following steps which are taken into the Induction Training programme in any organization

1. Company Introduction a) History of the company,

b) Development, c) Present d) Future planning of the company e) Board of directors f) Group of company 2. a) b) Department Information All department information Information about the person department & Compensation

3. Statutory & non-Statutory welfare facility Information a. b.

Salary, P.F, ESI, Gratuity, Bonus, Other benefits & allowances. Welfare trust in medical benefit for the employees.
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c.

Employee engagement.

4. Rules & regulation introduction of the company a) 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.

Induction Training Programme in Arvind Mills

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
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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 employee 4396.00 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 salary and add him 12% in that amount and give return to the employee at the time of his retirement or as per 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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Conclusion

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 the values of organization and Arvind mill obviously do that.

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BIBLIOGRAPHY

www.arvindmill.com www.scribed.com www.about.com www.ask.com www.siteHR.com

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