Formally Engro Innovative Automation Pvt Limited A Subsidiary of

EMPLOYEE ORIENTATION RESEARCH ARTICLE

SUBMITTED TO: SIR TAFZIL.

SUBMITTED BY: SAAD QAMMAR (111124) MADIHA RAJPUT (111101) SADAF AZIZ (113116)

INTRODUCTION EMPLOYEE ORIENTATION: New employee orientation is the process you use for welcoming a new employee into your organization. New employee orientation, often spearheaded by a meeting with the Human Resources department, generally contains information about safety, the work environment, the new job description, benefits and eligibility, company culture, company history, the organization chart and anything else relevant to working in the new company. ORIENTATION PROCESS: The orientation process has three stages: Article: A general orientation A departmental orientation, and A specific job orientation

MAKE NEW EMPLOYEE ORIENTATION A SUCCESS by Jean Barbazette, Founder of The Training Clinic 1. New employee orientation is a planned welcome to the organization that usually is shared by the human resources (or training) department and the new employee's supervisor. 2. The benefits of orientation are clear and visible to both the new employee and the organization. The organization could identify such factors as reduced turnover or improved productivity as a few of the benefits of a systematic orientation. The employee felt valued and was able to "fit in" to the new job more easily and quickly. 3. Successful orientation programs shared their "corporate culture". New employees need to be told the organization's norms, customs and traditions. If a new employee knows informality is expected, then having coffee at your desk or leaving work out on your desk overnight is acceptable. However, if rules are strictly enforced, the new employee must know to follow the unwritten dress code and carefully adhere to accepted break and lunch times. In some organizations all employees are addressed by their first names. In other organizations a strong sense of formality would demand using only surnames. Shared expectations and common definitions of "what's normal" can contribute greatly to the successful orientation process. 4. The employee's first day is truly welcoming and helps the employee feel useful and productive. This can be accomplished by being prepared for a new employee; desk, office, phone, and supplies are ready. How many times have new employees arrived at your organization and everyone is too busy to direct their activities or teach them the job? Several successful organizations set up a welcome, introductions and a tour that ends in the new employee's work area. The new employee is then paired with an experienced "buddy" to teach a specific. 5. The supervisor's role in NEO is clear and well executed with human resources department's or function's assistance. Supervisors and the human resources department or function share responsibility for the

successful orientation of the new employee. Supervisors need to identify what is best done by them and what information is more general and best given by the human resources department or function. The human resources department or function is usually best equipped to share organization policy, history and benefits. Supervisors usually prefer to explain safety rules, reporting requirements and job tasks. 6. Orientation objectives in successful organizations are measurable and focus on specific knowledge, skill acquisition and influencing attitudes. Too often poor orientation programs are an information overload - like drinking from a fire hydrant! Those programs that included some skills training (operating the telephone system or practice in using a fire extinguisher) found a balance of activity and pacing that made orientation interesting, not boring. 7. Adult learning concepts are known and used to guide orientation. If an organization wants its employees to use their initiative and exercise judgment, then a self-directed NEO is appropriate. Several successful NEO programs gave the new employee a list of tasks to accomplish, a deadline and the time and resources to complete the tasks. For example, a manufacturing organization gives the new hourly employee a checklist to be completed in 5 days. Items on the checklist include finding bulletin boards, safety and first aid supplies, and signing completed forms. Another organization gives its new middle managers and staff people a list of key coworkers to interview. A self-directed workbook suggests questions for the interviews. Sample questions are: 1) What do you expect from me when we work together? 2) What are your job and task goals and how do they affect me? Many unsuccessful NEOs "spoon feed" all information to the new employee. This process often gives the impression to the employee that the organization will tell you everything you need to know . . . just wait for it to come to you. If you want new employees to work independently, at least part of their orientation should be his or her responsibility. 8. Many NEO programs use guest speakers (live or on videotape). Successful speakers are well prepared, present only essential information with specific objectives, and use good presentation techniques. The human resources department or function had frequently coached all speakers and even outlined or scripted their talks and provided professional looking visual aids. Guest speakers fail to meet their goals when they are ill prepared, ramble off their subject, or do not arrive on time (or not show up at all). 9. Audiovisual components of successful NEO programs provide emphasis to the program and provide a positive message. Frequently successful videos or slide tape presentations were used to describe the organization's culture, history and philosophy. Although the temptation is to put as much as you can on video, the content needs to be lasting. For example, benefits are best presented "live" if they are likely to change each year. The organization's history is not likely to change, but give the current executive group in written form on an organization chart. Guest speakers who deliver a consistent message and find attending every session of NEO are also good candidates for video. 10. The NEO process is evaluated by participants, supervisors and the human resources department or function from bottom-line results. Participants can give their reaction to NEO and offer suggestions to improve the process and validate the timing of content delivery. Supervisors can tell you if NEO information is used on the job and to what degree NEO needs revision. NEO should also be evaluated for results. A manufacturing organization was able to reduce turnover by 69% in the first three years by conducting a systematic NEO; a bank was able to reduce orientation and skills training of new tellers from six weeks to two weeks. Costbenefit analysis is not easy to conduct, but worth doing to prove your results. 11. Successful NEO programs provide information to the employee's family. This included welcoming gestures and letters or organization newsletters to the family or a more inclusive program for spouses and families. Many companies welcomed families at work one day during the year. Others scheduled a benefits orientation

during the evening. One unique approach involved a home visit by the corporate "welcome wagon." These elements suggest that NEO is a process that needs to be refined and customized for each organization. These 12 elements also need to be modified based on when orientation is first conducted and how many new employees are hired at one time.

ABOUT AVANCEON Ltd COMPANY: Avanceon Limited Company a turnkey automation and engineering solutions provider as well as Distributors of some top-notch companies from all around the world, company creates outstanding value for clients through its expertise in state-of-the-art automation skill set. From integrated engineering and support solutions on multi-vendor platforms to software and asset management services to raise manufacturing systems and gain new heights, company goal is to seamlessly flow and distribute plant-floor data to the company management for effective enterprise-resource management. NUMBER OF EMPLOYEES: Total number of employees are 195 (except USA) working in 12 main departments of the company. HUMAN RESOURCE DEPARTMENT Human Resource Department is present in company Limited Company and working very effectively. Human Resource Department in Lahore Office concerns with hiring and formulation of policies. List of policies formulate by the Human Resource Departments are; ATTENDANCE POLICY Attendance: Each employee is to mark sign-in time and authenticate with signature. Office Leaving Information: The purpose and duration of visit with the telephone numbers of contact person. It is advisable to nominate a colleague to tend to office affairs in your absence. Official Visits. Employee has to fill in the leave application/official visit form and hand it to the front office before leaving. BUSINESS ETHICS POLICY Company Limited Company chooses the course of highest integrity. Local customs, traditions and mores differ from place to place, and this must be recognized.

DRESS CODE POLICY 1) Purpose: To define Business Casual Dress in order to ensure that all company employees adheres to this policy and present a professional and well-groomed appearance in the workplace. 2) Professional Clothing: For general office attire, the key is a professional business appearance. 3) Work Uniforms: Any Staff-Members who are assigned uniforms must wear them while working. . GENERAL WORKING POLICY 1. General Work Rules Company. Strives to encourage a safe and pleasant work atmosphere. AVANCEON GUEST HOUSE FORPERSONAL USE POLICY Purpose

Company Guest House is a non-profit institution that is chartered to serve the temporary personal housing needs of employees. Eligibility

Company permanent employees and their immediate family member are eligible to avail this facility. Parking

Parking is limited at the Guest House and is on a first-come-first-serve basis. HIRING & CONFIRMATION POLICY

Management Trainee

All fresh Engineers, MBAs, will be hired. Fresh software engineers will be hired with 3 months of probation period.

Hiring Interviews

All management cadres hiring requires at least one interview by CEO, CFO or GM. LEAVE POLICY Leave Policies 1. 2. 3. Casual/Sick Leaves Annual Leaves. Encashment of Annual Leaves LOCAL TRAVEL POLICY 1. Applicability The Travel Policy is to facilitate all permanent / unconfirmed employees in pursuing company business and provide them reasonable re-imbursement of expenses incurred in the process. 2. Travel Expense i All conveyance for official travel will be provided by the company. In case Official transport is not available; reimbursement for travel expenses incurred will made. 3. Advance Facility i A permanent advance amount will be given to relevant employees for official visits MEDICAL POLICY At the time of hiring company provide a free medical checkup of their employees MOBILE CONNECTION POLICY Any employee who has considerable work related telephonic communication within the country can apply for this facility OFFICAL CAR POLICY 1. Company Car Policy Company will provide company owned cars to its employees subject to the entitlement which company determines from time to time. FOREIGN TRAVEL POLICY 1. Applicability

The Travel Policy is to facilitate all permanent employees in pursuing company business. UMRA POLICY This policy is applicable to all company employees who have been with the company. OLD AGE BENEFIT FUND POLICY Purpose: Purpose of this old age benefit fund policy is just to relief the employee of company in his/her old age.