Placement, Induction, Internal Mobility and Separations

 

Placement, Induction, Internal Mobility and Separations

PLACEMENT:

Once a candidate has been selected, they must be assigned a suitable job. Placement is the actual dispatch of an employee to a specific job. It involves assigning a specific rank and responsibility to an employee. Placement decisions are made by the line manager after matching the requirements of a job with the qualifications of a candidate. Most organizations put new recruits on probation for a set period of time, after which their services are confirmed. During this period, the performance of the probationer is closely monitored. If the new recruit does not adjust to the job and is performing poorly, the organization may consider his or her name for placement elsewhere. This second location is called the "differential location." Generally, the employees’ supervisor, in consultation with higher levels of line management, makes decisions regarding the future placement of each employee.

Placement is an important human resource activity. If neglected, it can create employee adjustment problems that lead to absenteeism, turnover, accidents, poor performance, etc. The employee will also suffer badly. You may quit the organization out of frustration, complaining bitterly about everything. The proper location is therefore important to both the employee and the organization.

INDUCTION/ORIENTATION:

Orientation or induction is the task of introducing new hires to the organization and its policies, procedures, and rules. A typical formal orientation program can last a day or less in most organizations. During this time, the new employee receives information about the company, his background, his current position, the benefits for which he is eligible, the leave rules, the rest period, etc. The more routine things that a newcomer must learn are also covered, such as the location of restrooms, break rooms, parking spaces, cafeteria, etc. In some organizations, this is all done informally by joining new employees to their elders, who provide guidance on the above matters.

Objectives:

1. Eliminate the fears of a newcomer

2. Create a good impression of an organization.

3. Act as a valuable source of information

 

TRANSFER:

A transfer is a change in work assignment. It may involve a promotion or demotion or no change at all in status and responsibilities. A transfer should be viewed as a change in assignment in which an employee moves from one job to another at the same level of hierarchy, requiring similar skills, involving roughly the same level of responsibility, the same status, and the same level of pay. . A transfer does not imply any upward or downward change of status or responsibility.

Objectives:

1. To meet organizational requirements

2. To meet the needs of employees

3. To better use employees

4. Make the employee more versatile

5. To adjust the workforce

6. To provide relief to employees

7. Reduce conflicts between employees

8. Punish employees

Transfer types:

i) Production transfers: Due to changes in production.

ii) Replacement Transfers: Due to the replacement of an employee who works the same job for a long time.

iii) Rotation transfers: Increase the versatility of employees.

iv) Shift transfers: Transfer of an employee from one shift to another.

v) Remedial transfers: to correct incorrect locations.

vi) Penal Transfers: As punishment for the indisciplinary actions of employees.

 

PROMOTION:

Promotion refers to the upward movement of an employee from their current job to another that is higher in salary, responsibility, and / or organizational level. Promotion brings improved status, better wages, greater responsibilities, and better working conditions for the promoted. Of course, there can be a "dry promotion" in which a person is transferred to a higher-level job without a salary increase. A transfer involves the horizontal movement of an employee to another job at the same level. There is no increase in salary, authority or status. Therefore, it cannot act as a motivational tool. Promotion, on the other hand, has a built-in motivational value, as it elevates an employee's status and power within an organization. (Denova; Hoyda; Mills; Zaden; Sweeney)

Promotion bases:

1. Merit-based promotions: Merit-based promotions occur when an employee is promoted due to superior performance at the current job.

2. Promotions based on seniority:  Promoting an employee who has the longest serving time is often welcomed by unions because it is quite objective. It's easy to measure length of service and judge seniority.

 

DEMOTION:

Demotion is the downward movement of an employee in the organizational hierarchy with lower status and pay. It is a process of degradation in which the employee suffers considerable emotional and financial loss in the form of lower rank, power and status, lower wages and poor working conditions.

Causes:

1. A promoted person cannot cope with the challenges of a new job.

2. Due to adverse business conditions, organizations may decide to lay off some jobs and demote others.

3. Demotions can be used as disciplinary tools against errant employees.

 

EMPLOYEE SEPARATIONS:

1. Resignation: An employee may decide to voluntarily resign from an organization for personal or professional reasons, such as getting a better job, changing careers, wanting to spend more time with family, or pursuing leisure activities. Alternatively, the decision could be attributed to the employee's dissatisfaction with the current job, salary, working conditions, or colleagues.

2. Retirement: Like a resignation, retirement is normally initiated by the employee. However, a retirement differs from quitting smoking in several ways. First, retirement usually occurs at the end of an employee's career. Quitting smoking can happen at any time. Second, retirements generally result in the retiree receiving benefits in the form of a provident fund, pension, bonus, etc. of the organization. People who quit smoking do not receive these benefits. Finally, the organization typically plans for retirements in advance. Dropouts are not easy to estimate and plan for.

3. Layoff: Layoff is the temporary removal of an employee from the payroll of an organization for reasons beyond the control of an employer. Global competition, reductions in demand for products, changing technologies that reduce the need for workers, and mergers and acquisitions are the main factors behind most layoffs. Employee services are not used during rest periods.

4. Retrenchment: Retrenchment is the permanent termination of an employee's services due to economic reasons, such as: excess staff, low demand for products, general economic slowdown, etc. It should be noted here that the termination of services for disciplinary reasons, illness, retirement, the liquidation of a company does not constitute dismissal.

5. Discharge or Dismissal: Dismissal is the termination of an employee's services as a punitive measure for misconduct. Discharge also means termination of an employee's services, but not necessarily as a punishment.

Reference: Rao, V S P, (2010). “Human Resource Management Text and Cases”, 3^rd ed., Excel Books, New Delhi.