Tackle problems from beginning

Induction is important to young people, so that they can become motivated and productive as soon as possible. Especially, the induction of UAE trainees should be practical, systematic and include regular opportunities for reviews.

The programme should aim to promote a high level of practical experience-based learning. Induction typically starts before the first day of employment. Usually, it does not happen on the joining day.

The new employee has to wait for few days to get a structured programme. In some public-sector companies, personnel and training roles become a stumbling block to induction.

The issue is who is responsible for conducting these progra-mmes. Many companies give this task to personnel and training managers. Line managers are not fully involved in designing the process.

So, they do not show any interest to deliver. Successful induction lies with immediate managers. They are in a far better position than others to identify induction-training needs.

In a commercial environment, one needs to focus on certain agreed competencies to deliver good customer care. Since the respective managers do the selection, they must know the inductee's behaviour better than a training manager, who mostly works at the desk.

During selection, the candidate and the reporting manager have ample opportunity to assess the learning style of the new employee. Consequently, the reporting manager is able to combine the needed attributes with his own knowledge of the job and design a relevant and personalised induction to make it successful.

Many companies do not plan in advance. The major problem involves securing the co-operation of immediate supervisors who may be reluctant to release new employees for orientation.

The feelings of security, belonging, esteem, and knowledge is met through proper induction and orientation. Casual greetings and lack of information can precipitate anxiety, discouragement, disillusionment or defensive behaviour such as quitting.

A systematic exit interview conducted by a human resources manager of an Abu Dhabi-based company found that turnover of newly hired employees was caused primarily by anxiety.

His report found that the first day of induction was anxious and disturbing for the trainee. The newly-appointed operator's trainees were reluctant to discuss problems with their expatriate supervisors. The supervisors were unsuccessful in coaching young operators because they lacked motivation themselves in terms of job security.

In some cases, the trainee's packages were higher than that of the reporting supervisors. The immediate supervisor should have aims to put new trainees at ease. He must indicate the standard of performance and behaviour expected from them in a cordial manner.

They should be told clearly about orientation, performance and assessment that follow placement arrangements and how they can get on in the company in future.

It is essential to follow up the new employee to ensure that they have settled in and to find out how well they are doing. If there are any behavioural problems and competency gaps, it is much better to identify them at an early stage rather than allowing them to fester.