Thursday, March 25, 2010

INDUCTION TRAINING

INDUCTION TRAINING
A Value Based Approach
Musings on Induction Training
By
VIKRAM KARVE

Let us start with a famous Zen Story – EMPTY YOUR CUP

The Japanese master Nan-in gave audience to a professor of philosophy. Serving tea, Nan-in filled his visitor's cup, and kept pouring. The professor watched the overflow until he could restrain himself no longer: "Stop! The cup is over full, no more will go in." Nan-in said: "Like this cup, you are full of your own opinions and speculations. How can I show you Zen unless you first empty your cup?"

The aim of induction training is to facilitate seamless integration of newly inducted employees into an organization by achieving harmony and a sense of alignment between individual values and organizational values. 

Learning comprises two pedagogic processes: 

Getting knowledge that is inside to move out, and
Getting knowledge that is outside to move in.

Thus the approach to induction training must be two pronged:

Encourage and mentor the trainee to look inwards, introspect, ruminate and discover their own personal values [inside > out], and
Clearly acquaint, apprise, educate, edify, and enlighten the trainees about organizational values [outside > in]

This will enable the trainer and trainee to identify the degree of value congruence (harmony) and value dissonance (mismatches) between individual personal values and organizational values and then by suitably employing techniques like Force Field Analysis we can mutually achieve strengthening of value congruencies whilst mitigating value dissonance thereby enabling harmonious induction of the new employee into the organization. 

Thus, induction training will make it easy for the new employee to seamlessly blend into the corporate culture of the organization, and also for the organization to smoothly absorb the new employee within its fold.

To be continued…
 
VIKRAM KARVE 
Copyright © Vikram Karve 2010
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work. 


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