Introduction
In the workplace, it is very common to find the income of people who come to our organizations and, for various reasons, do not receive adequate basic training that favors their rapid and effective integration into companies.
According to several authors, it is known that the effectiveness of the actions of a work team (independent of the specific work area), will depend on the way in which each member of their group carries out the work and integrates it with the rest of the production process.
This condition is closely related to the way the induction and training programs are carried out in each of its sections and the corresponding connection between them.
Basic elements such as the general presentation of the organization and its policies, security aspects, situations related to the employment contract, training and development programs specific to their trade, and risk factors, among others, can be presented as major obstacles to achieving a good coupling and facilitate the rapid development of the activities for which a person was hired; Even when it is at this time, at the beginning of any work, the support, security and acceptance are most needed to achieve the adaptation and integration of the staff, in order to favor the start and development of the sense of belonging by the company.
This article aims, in addition to raising awareness of some basic considerations for the development of induction processes in organizations, attracting attention and placing great emphasis on the commitment that organization managers have on it, favoring or not the implementation of these.
1. General description of an induction process and initial approaches
The fundamental purpose of an induction program, according to authors, is to ensure that the new employee identifies the organization as a dynamic system of internal and external interactions in permanent evolution, in which a good performance on their part, will directly affect the achievement of the Corporate goals.
For an induction and training program to be effective, it must allow the potential of the new person to be channeled in the same direction of the company's objectives, therefore, it is considered that every induction process should basically contain three stages that go into concordance with the proper promulgation and knowledge of these:
- General induction: general information, production process and the general policies of the organization. Specific induction: orientation to the worker on specific and relevant aspects of the trade to be carried out. Evaluation: evaluation of the induction process and corresponding actions.
It is essential that this process be given a comprehensive and interdisciplinary approach and that it be developed in an environment of excellent communication and participation, so that the stated objectives can be achieved.
1.1 General induction
In this stage, all the general information of the company that is considered relevant for the knowledge and development of the position must be provided (depending on it, some specific aspects will be explored), considering the organization as a system. However, it is important to consider that all the personnel of a company are sellers or promoters (direct or indirect) of the same, which makes it essential for everyone to focus on the same corporate image.
At this stage, the following information, among others, must be presented:
- General structure (organizational chart) of the company, history, mission, vision, corporate values, company objectives, main shareholders and dimension or size of the company (sales in pesos or tons per year). Presentation of the institutional video and motivational talk. Products, articles and services that the company produces, sectors it serves and its contribution to society. Current certifications, projects the company is working on and development plans. Aspects related to the employment contract (type of contract, work hours, feeding times and markings, benefits and benefits, days of pay, rest and vacations, among others). Development programs and general promotion of personnel within the organization. Generalities on social security, internal work regulations. Remuneration systems,regulations, disciplinary regime and other aspects of institutional interest, that are pertinent to the case. company management with health and safety, and general training in occupational health and industrial safety.
On this last point, it is important to highlight that occupational health is the responsibility of the company and is in charge of the management personnel; therefore, it is the responsibility of the officials with a level of management and coordination, offering adequate working conditions, controlling the adoption of preventive measures in the development of work activities and ensuring the full coverage of the personnel under their charge.
Similarly, the company must attach as much importance to safety as to production, quality and cost control, since it is about convincing the worker that he is responsible for the safety of his work.
1.2 Specific induction
At this stage, all the specific information on the job to be developed within the company must be provided, delving into all relevant aspects of the position. It is supremely important to remember that everyone needs to be given clear, if possible simple, complete, and intelligent instruction on what they are expected to do, how they can do it (or how it is done), and how they will be evaluated individually. and collectively.
This stage is generally led by the leadership personnel of the position, who will make the presentation of the immediate boss, the coworkers and the key people from the different areas. Among others, the following information must be submitted:
- The type of training you will receive in your trade: brief information on how you will be trained in your trade, the person in charge and the objectives of the plan. Specific structure (organization chart), and location of your position and of all the people with whom must interact. Flowchart of generation or production of products and by-products or services, machinery, equipment, facilities, tools and materials available. If possible, take a tour of the workplace. The incidence of the area in which you will work in relation to the rest of the process, which are the internal and external clients with whom you will have relations. charge to develop: in this the responsibilities are defined as clearly as possible,Scope and specific functions of the position to be carried out, including its location within the organization chart and the production process, its relations and interactions with other areas and dependencies, contingency plans, procedures to obtain help from third parties, etc. The production shift system, rotations and permits: you need to be informed about work schedules, food, breaks, leave to leave the job, what is the shift rotation system, etc. The specific panorama of risk, according to the section or job position and the company's risk map:It is essential that people know the risks to which they will be subjected while performing their functions and the control measures that are implemented in the company to keep them at low risk levels. It is important to note that in article 62 of resolution 1295 of 1994, the national government, through the Ministry of Labor and Social Security, established the obligation of employers to inform their own or contracted workers about the risks to which they are exposed during the course of their work. This is called the workers' right to know. Occupational safety standards or norms: it is advisable to provide a copy of the safe standards and procedures that the worker must put into practice at his job.This information will serve the employee as reference material The obligations and rights of the employer and the worker in the field of occupational health Mechanism and process for the provision of work clothes: even when it seems evident, it is necessary that the managerial personnel explain what relating to work clothes. This should also deal with the use of wardrobes or dressing rooms, and the regulations and procedures established for their use.Personal protective equipment required in the section: it is necessary that before delivering them, a training is developed that tends to generate the awareness and awareness necessary in the employee, to achieve greater acceptance and ease of commitment and adaptation to their permanent use.This training must consider at least the following aspects:
- The endowment system: that is, how and under what procedure can the employee access them (loan or personal endowment), both during daytime and night hours and on holidays. Maintenance: refers to the correct way to clean and store them, with the purpose of prolonging their useful life and keeping them in the best conditions of use. Training for correct use: the future user must clearly know what the technical form and correct for the use of personal protection elements. It is common that due to the lack of this information, the protectors are used incorrectly, thus reducing the efficiency of the same with which the worker is subjected to false protection. It should be borne in mind that even when the person states that he knows how to use them,a retraining must be carried out to verify such statement. Discipline standards applied to those who do not employ them: the worker must know everything related to the disciplinary system used in the company to control the established safety standards, which are established in the internal work regulations, in the hygiene and safety regulations of the company and in article 22 of Decree law 1295 of 1994. Procedure to follow in case of work accident: the main purposes of this space are to achieve that the registry of work accident reports is improved and the possibilities of aggravation or complication of apparently minor injuries, resulting from these claims, are reduced. Basic emergency procedures:All management personnel must make sure that in the induction stage, the worker knows the most common emergencies that may arise, the exits and evacuation routes, the location of the fire extinguishers and other general aspects that the company considers appropriate to deal with at this time., according to the risk class of your economic activity.
All this information must be treated with specificity, since the level of performance in the process of the new employee will largely depend on it.
All aspects covered in this process must be in writing and a copy must be provided to the worker, so that he can use them as permanent consultation documents. The company must keep written records signed by the new employee, as proof of having received training in all activities carried out in this induction process.
1.3 Evaluation
After finishing the induction process, and before finishing or during the training and / or trial period, the leadership of the position must carry out an evaluation in order to identify which of the key points of the induction, did not remain what Clear enough for the worker, in order to reinforce them or take concrete actions on them (reinduction, reinforcements and others).
This evaluation must be done, based on the registration documents where it is stated that the training was received by the worker.
Additionally, it is advisable to carry out periodic evaluations of some positions and specific functions according to the specific criteria of each company, since in the day-to-day work and occupations, the processes are carried out mechanically, and may be the cause of errors in process, machinery damage and even accident risk promoters.
Generally, these types of evaluations are not considered within the programs of the operational cycle PHVA (Plan, Do, Verify and Act), despite the fact that some indicators are carried out that are correctively adjusted.
Lastly, it is important to emphasize that permanent staff motivation must be maintained, since this is the impulse that allows the continuity of the action to be maintained. A good induction process does not deserve to end in a lack of motivation.
2. Highlighting the benefits of a good induction process, and the importance of commitment and support from the organization's managers
It is a fact that, in parallel with the induction process, a motivation must be presented by the managers of the position (immediate bosses), as accompaniment and maintenance of an excellent work environment. Therefore, you cannot define exactly when the induction ends or when the motivation begins; But regardless of this, when either program is started, the staff begins to be integrated into the development of the company's sense of belonging.
“There was a time when it was believed that the only way to get the worker to make an extra effort was to pay him more, grant him greater benefits and if that did not work, threatening him with dismissal.
Today, management knows that neither more money nor more profit results in higher productivity. Today, an increasing number of organizations conclude that the safest way to obtain the full collaboration of the worker is by motivating him ”2 according to Jesús Encinas, and acting through mechanisms that promote the proper functioning of the organization and make people feel more satisfied.
All this starts from a managerial commitment on the part of the managers of the organization as such, and this is why here lies the success or not of any induction and motivation process of a company.
Regardless of whether or not there is an actual quantification of the incidence of an induction process on the income statement of an organization, its visualization can be considered in an approximate way, by considering the following points that are favored by a good induction process:
- There is a whole quantity of written documentation, which serves as permanent reference material for employees, which reduces the time, possibility of errors and costs of the induction process and training by the organization's employees themselves., by avoiding improvisation of the latter when dictating it. Additionally, and from the beginning, the culture of the documentation of knowledge is fostered and promoted, where it is sought that everything be in writing, in order to favor continuity and decrease the concentration of information, achieving greater productivity since the worker will be ready for the full performance of his duties (for which he was hired) in a comparatively shorter time against an organization without a well defined induction process. At the example level,Consider that a worker can begin to develop at 100% of their potential in 30 days, against a period of 45 days. Manuals and staff training, reduce risks and accidents within the organization, and promote promotion of a safe culture. This, in turn, can be reflected in the decrease in the value of insurance policies, in the internal costs of disabilities, ARP and others. Knowledge and specific training in the work area, decrease the risks and damage to machinery, the processes and the staff themselves. This can be reflected in maintenance costs, decrease in non-conforming product and work accidents.The physical knowledge of the organization, avoids the loss of time due to ignorance,it generates well-being in people (most people do not ask about grief), and it favors the work environment; As for the global knowledge of the organization, the good corporate image is favored, and sometimes, it is a generator of indirect sales on the recommendation of the company personnel.It saves money by the good use and maintenance of personal protective equipment (security industrial), since regardless of the good use or not of these equipment, the company must replace them for the safety of the employee.It favors the sense of belonging of the staff, with which people work better and can be more effective (efficient + effective) by being more committed. When people know the past (history), the present, the future (where we are going), the objectives, they know what they are going to get and how to do it,He wears the organization's shirt. Internal communication among all staff is improved, which avoids mistakes, facilitates and speeds up interdisciplinary work, and favors the good atmosphere and organizational climate. The idea is to create a culture of support and help to the newcomer to the organization.It is a first internal motivating process, which induces people to work better, with more encouragement and commitment to the functions for which they were hired.which induces people to work better, with more encouragement and determination in the functions for which he was hired.which induces people to work better, with more encouragement and determination in the functions for which he was hired.
In a certain way, and as a consequence of all the above, a permanent motivation, plus a whole series of policies that favor the personal and professional growth of employees, favors the decrease in staff turnover, thus avoiding knowledge leakage; which in turn undoubtedly induces to incur again the costs, times and changes that all induction process brings.
Finally, it is worth remembering that every good induction process must be permanently updated and supplemented at the level of the organization, given that the companies, times, objectives, projects and in general everything is changing and is modified day by day..
3. Conclusions
In general terms, the following can be concluded from this document:
It is stated that a good induction process must have the active participation of the directives of any organization, since their success depends largely on them (effective planning, implementation, compliance and evaluation of the process).
Additionally, the motivation of the personnel must be a continuity of said process, since this generally works as a cascade, in which the congratulations and acknowledgments start from the directives and extend to all the personnel. Never save a stimulus for people.
Likewise, it is stated that a good induction process must have 3 stages, in which a General induction is presented, a specific induction of the position is continued, and finally the development of this is evaluated.
Additionally, it is proposed that the benefits of a good induction process can be brought to the income statement of any organization, through a brief qualitative analysis focused on 9 basic arguments.
As a final conclusion, we can limit Encinas2 by establishing that a good beginning means a minimum amount of time invested and an incalculable percentage of interest in the future. A good principle not only increases productivity but increases efficiency and reduces staff substitutions.
4. Bibliography
- RAMIREZ, Gabriel Eugenio. Induction and Training Processes, A global approach to improve occupational health and productivity. Internet.ENCINAS, Jesús. Induction and motivation to the personnel, Technological Institute of Hermosillo. InternetBibliographyBALSELLS, Edgar. Successful training experiences in dynamic companies in Guatemala. Internet.DESSLER, Gary. Staff Administration. Mexico: Prentice Hall, 1996. ENCINAS, Jesús. Induction and motivation to the personnel, Technological Institute of Hermosillo. Internet.RAMIREZ, Gabriel Eugenio. Induction and Training Processes, A global approach to improve occupational health and productivity. Internet.STEINBERG, Lorena. Tools that facilitate the incorporation of a member into the organization: induction programs. Internet.
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In the following talk, Professor Miguel Vásquez, from the University of San Martín de Porres in Peru, makes an introduction to the concept of the personnel induction process, explaining its importance and some of its benefits for the organization.
