Relevant Topic: Induction and Socialization of New Employees

GAMUT ELECTRONICS PRIVATE LIMITED

Gamut electronics private limited, is a medium sized electronic component manufacturing company, including electronic hardware items to the computer industry. The company was established in 1975, to manufacture transistors, capacitors and other components. Over the years the company grew in size and diversified in to many related products. The company gives a great deal of attention to the recruitment and training of its supervisory staff. Apart from those selected from with in the organization, every year, the company recruits about ten young engineering graduates from renowned technical institutes, who are then trained probation- for another two years, before they get appointed to supervisory grades. About 40 % of the vacancies of supervisory level that occur in this organization are filled in this way. This is a deliberate measure of the company to impart vitality and fresh look in the organization. Besides, many of the old timers, who had risen from the ranks, did not possess the professional academic background, and they could not keep pace with the rapidly changing technological environment. Management also believed that in the rapidly changing conditions of the industry, it would be prudent that, a band of technically competent supervisors would play a vital role, besides serving as pool of competent people for future departmental managers. The engineering graduates were selected from among the best Indian technical institutes. For the selection of one engineer, an average of four applicants were called for the interview. The final (interview) selection committee consisted of the General Manager, the Production manager, the HR manager and the Manager (Training). The interview was preceded by a written test, and only those who secured 50% of marks qualified for the interview. The engineers selected were given a two-year intensive theoretical training at a well staffed, and equipped training institute. The training institute also conducted training programs to technicians and executive staff. Lectures on theory were given at the training institute, and the practical training in all the functional departments under the guidance of qualified and experienced instructors. A few lectures by senior managers of the company, on company history, policies, strategic vision, mission, and values, corporate citizenship were given to acquaint them. In the last six months of their probationary training, they were deputed to work full time in various functional areas, to familiarize themselves with conditions in the departments where they were to be eventually absorbed. On completion of the probationary training, the graduate engineers were offered appointments depending on the performance and aptitude shown during training.

It was at this stage, most of the graduate engineers had some difficulty once they began to work. According to the management, some of the heads of the units, who were themselves not qualified engineers, did not have confidence in the younger men. They preferred subordinates who had come up from the ranks, to hold positions of responsibility. A few stated that it would take years before these youngsters could pick up the work. Besides, some of the employees whose promotion was affected by the appointment of graduate engineers spoke derisively of them, as the blue eyed bys of the organization. Management knew that many of the graduate engineers were not fully utilized, nor was any attempt made to test or develop their potentials. It was clear to them that many of them were dissatisfied with their work life. Some, who did not get the promotional opportunities, as compared to some of their colleagues in other departments, were looking for better jobs elsewhere. On the other hand, according to management, the young graduate engineers were themselves partly responsible for this hostile reaction. Some of them failed to appreciate that it took time for a newcomer to be accepted as a member of the work group. They did not realize that they would only be fully productive after three to five years of experience in the organization. A few thought that they belonged to a superior cadre and threw their weight around. They were not concerned about the problems of the rank and file who worked under them. In spite of these drawbacks, the general manager felt that these men formed a set of disciplined supervisors. They had pride in their profession, and with extensive training they had received, would be able to take up any responsible positions in the organization in course of time. The general manager, Mr. Dheeraj Ahlawat could not allow this situation to continue especially since the recruitment and training of young engineering graduates of the requisite type and calibre was a difficult and costly process. He knew that to a large extent the prosperity of the company depended on these young men. In addition, a large number of lucrative employment opportunities were available to these young engineers elsewhere, and there was a systematic raid on them. He therefore called a meeting of all heads of departments to review the situation.