Induction Program Design

8/4/2019 Induction Program Design

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Induction Program

.

~ Service & Parts

Exclusive Mentor - at least a Stage III person, who shall take care & regularlyevaluate each individual in the batch at the end of each session for a period of 1year

Class Size max 15 members

Class room Training Center


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Guiding Principles

for theInduction Program


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To give him a clear picture of the vision, values, goals etc., of

the organization, so that he / she can decide whether they can

fit in or not

Multiple assessments of each candidate in various stages

before he / she starts interacting with customers, eliminate him/ her if not suitable for our organization (fatal flaw, no mans

land, stage-I), hence protect the image in market.

To equip the new recruits with the requisite skill sets, so that

he can start performing very fast


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To make the new recruits understand in brief about the

activities in other roles and make him feel

To understand ones caliber in grasping and implementing the

learning's

Can have a thorough understand on ones strengths and

weakness, can leverage on the same when required

Can get the work done effectively even with other

departments with in and out side the organization


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Over View of the Year

CY 2012 is a LEAP YEAR (366 days) and

started with Sunday

In this year there are 53 Sundays & 11Holidays

Out of 52 Saturdays in this year, well haveSHARE THE LEARNINGS sessions on 48Saturdays

Hence the activity plan for rest 254 days is asfollows

Note: The days mentioned below are to be considered after

eliminating all non working days and week end session days
http://cy2012.pptx/http://cy2012.pptx/http://cy2012.pptx/http://cy2012.pptx/http://cy2012.pptx/http://cy2012.pptx/http://cy2012.pptx/http://cy2012.pptx/


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Program Overview

Days,Introduction,

3, 1%Days, ValueSystem, 13,

5%Days,

Technical,12, 5%

Days,

RelationBuilding, 87,

35%

Days, Learnfrom Boss,

28, 11%

Days, OnJob

Training,109, 43%

SIX

PhasesIntroduction Value System Technical Relation Building Learn from Boss On Job Training

3Days 13Days 12Days 87Days 28Days 109Days


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Phase I (3days)

Introduction


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Day -1

- Know your Colleague

Detailed Self Introduction by each of

the member in the Induction Session


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Details for Self IntroductionFull Name:

Father Name: Occupation:Mother Name: Occupation:Brother1 Name: Occupation:Brother2 Name: Occupation:Sister1 Name: Occupation:Sister2 Name: Occupation:Are you Married:

Wife Name: Occupation:Child1 Name: Occupation:Child2 Name: Occupation:Further Family Details if any:Schooling Details: Achvmts.: Failures:College Details: Achvmts.: Failures:Past Experience: Achvmts.: Failures:

Hobbies: Why:Strengths: Weakness:Goal: Why:Who inspires you: Why:What Motivates you: Why:Future Plans: Why:

Moral for the Day


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Day 2

About Company
http://about%20company.ppt/http://about%20company.ppt/


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Organization Structure
http://general/Org%20Structure-ramcor.pptx


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Work Flow

Moral for the Day


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Day 3

Career Path & Evaluation


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Career Growth Path


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Evaluation Process

Though across industry the only evaluationparameter is Performance, we differ this by giving

equal weight age to attitude and character along

with performance. The metrics are tabulated in

Quantitative & Qualitative KRA, which is donequarterly.

All promotions are done basing on the annual

scores in KRA along with Competencies evaluation


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Network

Show a map explaining thespread of your operationsgeographically


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About Sister Concerns


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Phase II (13days)

Value Systems


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Day 4 6

Character builds destiny (Iceberg concept)

Movie Pursuit of Happiness
http://d/backup%20d/rk's%20back%20up/RK/transforma/assignment/induction/The%20Iceberg%20Model%20of%20Culture.ppthttp://d/backup%20d/rk's%20back%20up/RK/transforma/assignment/induction/The%20Iceberg%20Model%20of%20Culture.ppt


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Day 7 9

Ordinary people can achieve extraordinary goals(Eklavya concept, Helen Keller Story, etc.,)

Videos of Harsha Bhogle Talent Vs Attitude Videos of Harsha Bhogle Excellence
http://../rk's%20desktop/Desktop/mot/Talent%20Vs.%20Attitude%20%E2%80%93%20Harsha%20Bhogle%20at%20IIMA%20%C2%AB%20Gaurav%20Gupta_s%20Blog.flvhttp://../Harsha%20Bhogle%E2%80%99s%20Talk%20at%20IIM%20Ahmedabad%20%C2%AB%20Amit%20Paranjape%E2%80%99s%20Blog4.flvhttp://../Harsha%20Bhogle%E2%80%99s%20Talk%20at%20IIM%20Ahmedabad%20%C2%AB%20Amit%20Paranjape%E2%80%99s%20Blog4.flvhttp://../Harsha%20Bhogle%E2%80%99s%20Talk%20at%20IIM%20Ahmedabad%20%C2%AB%20Amit%20Paranjape%E2%80%99s%20Blog4.flvhttp://../rk's%20desktop/Desktop/mot/Talent%20Vs.%20Attitude%20%E2%80%93%20Harsha%20Bhogle%20at%20IIMA%20%C2%AB%20Gaurav%20Gupta_s%20Blog.flv


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Day 10 12

How to identify Personality (Seekers concept)

Movie Life in Metro
http://d/backup%20d/rk's%20back%20up/RK/transforma/assignment/induction/value%20sys%20training/how%20to%20identify%20personality%20types.docxhttp://d/backup%20d/rk's%20back%20up/RK/transforma/assignment/induction/value%20sys%20training/how%20to%20identify%20personality%20types.docx


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Day 13 & 14

How to Influence without authority (HBS &Seekers framework)

Movie Water gate
http://d/backup%20d/rk's%20back%20up/RK/transforma/assignment/induction/value%20sys%20training/how%20to%20influence%20without%20authority.docxhttp://d/backup%20d/rk's%20back%20up/RK/transforma/assignment/induction/value%20sys%20training/how%20to%20influence%20without%20authority.docx


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Day 15 & 16

Go OutConduct some games which can bring out the

qualities viz., whether he / she is a team player,

individual player, follow the process or deviate for

the end result, honesty, etc.,

Movie Coach Carter


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Phase III (12days)

Technical (Class Room)

Day 17 28


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Day 17 28 (12 days)Domain Specific Training

Training on General Automotive Techniques

Product Specifications

Technical

Non Technical, Economics, Vis a Vis competition.

General Tools & Special Tools Handling Techniques

Spare Parts Training

How to work on CDMS

Client Base and its behavior

Reporting Process

Daily / Weekly / Monthly etc.,
http://service/Parichay_part-1.ppsxhttp://service/Tech%20Training%20piaggio.ppthttp://service/Workshop_Maintance_Guide.dochttp://sales/countercompetitionAlfa.ppthttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://spares/Spare%20Parts%20Management..dochttp://spares/CDMS_OPERATING.pptxhttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://general/Negotaiting%20with%20Difficult%20People.ppthttp://spares/CDMS_OPERATING.pptxhttp://spares/Spare%20Parts%20Management..dochttp://spares/Spare%20Parts%20Management..dochttp://spares/Spare%20Parts%20Management..dochttp://spares/Spare%20Parts%20Management..dochttp://spares/Spare%20Parts%20Management..dochttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://service/tool%20handling%20techniques.docxhttp://sales/countercompetitionAlfa.ppthttp://sales/countercompetitionAlfa.ppthttp://sales/countercompetitionAlfa.ppthttp://sales/countercompetitionAlfa.ppthttp://sales/countercompetitionAlfa.ppthttp://sales/countercompetitionAlfa.ppthttp://sales/countercompetitionAlfa.ppthttp://sales/countercompetitionAlfa.ppthttp://sales/countercompetitionAlfa.ppthttp://service/Workshop_Maintance_Guide.dochttp://service/Workshop_Maintance_Guide.dochttp://service/Workshop_Maintance_Guide.dochttp://service/Tech%20Training%20piaggio.ppthttp://service/Tech%20Training%20piaggio.ppthttp://service/Parichay_part-1.ppsxhttp://service/Parichay_part-1.ppsxhttp://service/Parichay_part-1.ppsxhttp://service/Parichay_part-1.ppsxhttp://service/Parichay_part-1.ppsx


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Phase IV (87days)

Relation Building


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Service Spare Parts

Helper

Mechanic

Head Mechanic

Floor Supervisor

Service Advisor

Asst. Manager Service

Manager Service

Helper

Picker

Asst. Store Keeper

Store Keeper

Sr. Store Keeper

Asst. Manager Parts

Manager Parts

G.M. - Service

Note: End of every Day corresponding in-charge should interact with the inductee and notehis observations
http://relation%20buliding/helper-service.docxhttp://relation%20buliding/mechanic.docxhttp://relation%20buliding/mechanic.docxhttp://relation%20buliding/floor%20supervisor.docxhttp://relation%20buliding/service%20advisor.docxhttp://relation%20buliding/Asst.Manager-Service.docxhttp://relation%20buliding/Asst.Manager-Service.docxhttp://relation%20buliding/Asst.Manager-Service.docxhttp://relation%20buliding/Manager-Service.docxhttp://relation%20buliding/Manager-Service.docxhttp://relation%20buliding/Manager-Service.docxhttp://relation%20buliding/helper-spares.docxhttp://relation%20buliding/picker.docxhttp://relation%20buliding/store%20keeper.docxhttp://relation%20buliding/store%20keeper.docxhttp://relation%20buliding/store%20keeper.docxhttp://relation%20buliding/Asst.Manager-Spares.docxhttp://relation%20buliding/Asst.Manager-Spares.docxhttp://relation%20buliding/Asst.Manager-Spares.docxhttp://relation%20buliding/Manager-Spares.docxhttp://relation%20buliding/GM-Service.docxhttp://relation%20buliding/GM-Service.docxhttp://relation%20buliding/GM-Service.docxhttp://relation%20buliding/GM-Service.docxhttp://relation%20buliding/GM-Service.docxhttp://relation%20buliding/Manager-Spares.docxhttp://relation%20buliding/Asst.Manager-Spares.docxhttp://relation%20buliding/Asst.Manager-Spares.docxhttp://relation%20buliding/Asst.Manager-Spares.docxhttp://relation%20buliding/Asst.Manager-Spares.docxhttp://relation%20buliding/store%20keeper.docxhttp://relation%20buliding/store%20keeper.docxhttp://relation%20buliding/store%20keeper.docxhttp://relation%20buliding/picker.docxhttp://relation%20buliding/helper-spares.docxhttp://relation%20buliding/Manager-Service.docxhttp://relation%20buliding/Manager-Service.docxhttp://relation%20buliding/Manager-Service.docxhttp://relation%20buliding/Manager-Service.docxhttp://relation%20buliding/Asst.Manager-Service.docxhttp://relation%20buliding/Asst.Manager-Service.docxhttp://relation%20buliding/Asst.Manager-Service.docxhttp://relation%20buliding/Asst.Manager-Service.docxhttp://relation%20buliding/service%20advisor.docxhttp://relation%20buliding/floor%20supervisor.docxhttp://relation%20buliding/mechanic.docxhttp://relation%20buliding/mechanic.docxhttp://relation%20buliding/helper-service.docx


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Phase V (28days)

Learn from Boss


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Day 116 to 143

Hand Holding by immediate in-charge with a weekly review


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Phase VI (109days)

Go Live


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Day 144 252

On Job training with aweekly review


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Phase VII (1day)

A Day with Management Team


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Day 253

Management Team will pose rapid questions toeach member and make a note of the observations

Give some topic for group discussions & noteobservations

Role play

Small Motivational Address by Management

D


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Have a BASH !!!!Day 254


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Induction Program Design

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