Legal Law

Induction conversation

A young aspiring woman entering the corporate corridor for the first time is actually taking her professional birth. That is why, like a newborn baby, you need to adapt to the new environment. This adaptation process begins with effective induction.

Here are excerpts from an imaginary conversation that took place between Ms Jenny Patel (Post Graduate Business Administration from a leading B school) and the Director of Human Resources Ms Sujata Mathews on Jenny’s first day at Aston Private Limited , a company based in Mumbai.

Sujata: Hi Jenny, it’s the ice to find you again. How was your vacation?

Jenny: Great lady. I had been at Grandma’s house for a few days and then I volunteered at a local orphan house for a week.

Sujata: That is very good. Anyway, congratulations and welcome to Aston. I wish him all the best for a fulfilling career ahead.

Jenny: Thank Mrs. In fact, Aston was the company of my dreams and I am fortunate to start my career here. Can I ask some questions that will help me understand Aston a little better?

Sujata: Sure dear. That is one of the purposes of this meeting.

Jenny: Where does Aston stand today against the competition? What are the projected revenue figures? What key strategies exist for growth?

Sujata: Wow, you seem to be well prepared. As far as competition is concerned, Aston is today in the Top 3 in India. We have achieved about $ 1 billion last year and we expect a 20% CAGR for the next 4-5 years. About 50% of the growth will come from new products and new markets. Remember, the industry is growing at a CAGR of 10% for the past 3 years.

Jenny: That is fantastic. It means Aston has great products, strong leadership, well-trained employees, and good professional development programs. Right?

Sujata: Let me explain. Aston’s mission is to be in the top 10 in Asia by 2020. To achieve this, the HR function focuses on effective recruitment and stabilization processes, various development and reward programs and recognition, culture management, etc. Top management treats HR as a critical function and has actively recognized its role in helping Aston achieve its mission. Currently, we are focused on talent retention, a new performance management system, and the introduction of new employee and customer feedback mechanisms. Now we are around 5000 employees in 3 cities and in the next 3 years, we would grow to 7500 employees in 5 cities in 2 countries.

Jenny: mmm. So could you share how the business goals translate into reality and how the different functions are integrated?

Sujata: Would you mind the coffee?

Jenny: Oh, of course. Thanks.

Sujata: Aston is a team company. We regularly communicate across the board about mission, business plans, achievements, gaps, market conditions, etc. and also seek input from employees in a structured way. This helps employees appreciate business realities and understand management’s transparent approach. Apart from cross-functional teams for better coordination, all functions are integrated via SAP, virtually, and therefore relevant information flows to everyone involved in real time. This enables informed decision making at all levels. In fact, we also communicate with our suppliers and customers regularly.

Jenny: While I was in college, did I hear that Aston was fined for unfair business practices?

Sujata: It’s the other way around. In fact, we had fired a manager who, after an internal investigation, was found guilty of sharing confidential information with a competitor and, according to the rules, we had informed the Fair Practices Commission with due details. Aston is a fully compliant organization and respects the laws of the country.

Jenny: You are so knowledgeable ma’am.

Sujata: Dear, at Aston, every manager is first a business manager and then a functional manager. We believe that all managers should know business fairly well. Only then will they be able to understand internal and external links.

Jenny: What type of performance management system do we have?

Sujata: Once the annual business plan is frozen, HoDs finalize your plans with CEO. Then after the departmental plans are turned into functional plans and the functional bosses discuss with each employee (managers and superiors) and make individual performance plans. The entire exercise is done online and ends in January as we follow the calendar year. Company and department plans are reviewed monthly and other plans are reviewed semi-annually. The individual performance planning and review process is based entirely on KRA & Key attributes, specific to each level. In short, the employee is fully involved in planning and reviewing their performance, and is well aware of the company’s expectations.

Jenny: This is exactly my superior, who works here, he told me when I spoke with him before my final interview. But you also mentioned the rigid rewards policy and it’s a concern for me.

Sujata: This is not true. Aston believes in pay for performance and at the same time has a bit of a tolerance for under performers as we have invested in their training. This means that those who don’t get it right would receive a fixed raise annually, but only for a year or two, depending on general feedback from their bosses.

Jenny: Oh, now I see the logic. This has been a very informative dialogue and it is helping me a lot. Could you guide me on the rules of behavior, if there are any?

Sujata: Do not worry. Aston is a young organization with an average age of approximately 31 and therefore we have vitality everywhere. We address others by name, of course, with all due respect. Plus everyone, including CEO Have lunch in the same place. We essentially respect the individual and not the level, and we have a culture of openness. Don’t be surprised if my boss comes to your table for coffee and checks on your comfort. That’s natural at Aston. We also organize many group activities that help employees bond better. So watch for a few days and you will know. We are going to have lunch now and if you have an unfinished schedule, then we will catch up again in the evening. It’s OK darling?

Jenny: Yes ma’am. That’s fine.

Sujata: I just told you, we address ourselves by first name. Yes!

Jenny: UPS. ok Sujata.

After the imaginary conversation above and its spread at night, Jenny is much better informed and has developed a basic understanding of Aston. This would calibrate her expectations and help her stabilize faster in the new assignment and environment, which is the central goal of any effective induction. It is not like this?

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