rajen.kherde Started The Discussion:
For smooth induction and subsequent orientation now there is a talk of BUDDY System. A buddy from the same dept. is attached to new joinee for say 3-4 months so that new one wouldn't get any difficulty to accomodate with organization. Will anybody share their views n experiences on this system? A ppt on this subject would be a great thing...
Not willing to discourage you from introducing this system in your organization but 3-4 months is a very high period instead 2 weeks would be enough I think.
Buddy system is not so reliable as employees consider it to be an extra burden and take this as a unwilling responsibility & also binds the new employee to be dependent on the buddy.
New employee can always make new friends in a new organization & the old employees also can be more free & willing to make friends (not just dutifully)
There are experiences where people enjoy the buddyship but again this depends on work load,the nature of old employee as well as new employee & may lead to creation of biased view.
This system certainly has benefits .......:-) at the same time has some disadvantages ....:(
Monitoring by HR executive is suggested to get better results.
It depends on the size of your organisation. If a organisation big one say ONGC, Indian Oil etc. I think it may take upto 6 minths and even such orgnisation keeps it compulsory for one year. As per my opinion this is the only criterian to decide your tenure. If you have any more to add, please let me learn :smile:
Thanx for your comments. I do agree with you that 3-4 months time is along time. In our country many organizations run in very hapazard way. To understand its working is a vary tidious job.
All the systems have their dark side so does Buddy...
Any way thanks...
Would you like to share any new idea of induction?
I do agree with Rekha's comment. I suggest the new employee should be given induction and orentation of all the departments information in the first week of his joining. Such as, Safety, Security, plant and equipments, HR procedures, Rights and Previlages, Welfare facilities etc....
You will be having and induction and Orientation manual. You need to look how many hours or days are required for the new joiners in each department to learn the procedure and also to be familar with sysem.
In reference to buddy system I fully agree that we need to have a mentor for all new joiners to guide him during his probation period and it the mentor who give his probation evaluation.
Now again the time frame depends on the size of organization and how much time required to be familar with the system. We should not just dump the things to employees and to show the Management that all employees has undergone induction and orientation training. Our training will be ineffective if we don't give them sufficient time. In such situation either new employee will not perform according to the expectation or resign and go.
It is the HR Dept to ensure that all new employees undergoes induction and orientation under a mentor.
Hi, Though what you have in mind is certainly a good idea the pros and cons could be as follows;
1. Some would certainly feel this additional responsibility as a recognition and get motivated while most could feel it as a burden due to the already existing stress.
2. If the senior does not accomplish his own task, you are giving him a chance to blame it on the additional responsibility bestowed on him.
3. This could confine the new comer to the senior alone and form opinions about others and the organisation which could be in line with the seniors thoughts (Good/ Bad)
4. He could start completely adapting the belief system and values of the senior whether good or bad.
5. The junior could become more loyal to the senior than the reporting manager or the Organisation.
Hence this whole concept would depend on the nature and quality of the senior we choose.
I too agree that 3-4 months is a long period.But under the guidance of mentor newcomer can know more about his job,work environment,his superiors,group relationshipand other informal arrangements within the organisation. Mentor should not be overburdened.His guidance should be present for the newcomer at any time.Mentorship should be handled by persons who have enough experience 8-)and who could appreciate the benefits of this arrangement.:):)
A trifle late on the discussion but was keen to share the following thoughts
A Buddy or Mentor system is an excellent way to help new employees acclimatise to their new work environment. Not only can they assist with formal work issues, but they can be an invaluable source of information on a wide variety of work related areas including dress and behavioural standards. A Buddy/Mentor is normally a work colleague who has significant experience in the organisation and has agreed to assist the employee, answer questions and be available when needed. They can be valuable in the provision of broader organisational experience and guidance.
But as Rekha says - the clinch is to develop a organisational culture in sharing knowledge and information (as that is power) and get willing people to do the same.
One of the things which has been found useful is to have buddy quiz/ learning objectives for both the buddies :smile: to assess how well the sharing process is going on. This also provides a competitive edge to the buddy pair.
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