Placement, Induction, Mobility and Separations


With reference to current understanding of the word ‘placement’, it sounds a very technical and complex term. But at the very base of it, the word is very simple and easy to digest. It simply means to get the vacant place filled by the right candidate and avail the organization with smooth tool of functioning. Way back in 1990s, the term existed but was not very popular. Over time, it has gained popularity with the changing scenario. If explained at the root level, placement simply means “a place which is meant to be filled.” Nowadays campus placement is in focus as colleges are being rated on the basis of its campus placement capacity.  Students from various fields opt for colleges by referring to the placement percentage provided by the colleges. This also points out to the fact that colleges undergo the process of tying up with different companies for the same. Placement is a well-coordinated activity which takes place with the help of data that is made available to the companies by the colleges about students who meet the placement criteria of that organization, and accordingly companies execute the process of providing placement.


For any company or firm the main challenge is to get the new employee acquainted with the working of company. This is indeed a crucial and important task. The manner in which this process is executed defines future course of action of that employee. Moreover, if not properly executed, the CTC (cost to company) is bound to increase. Introduction of an employee to the company has to be proper and organized. It is also the probation phase for the employee during which he is taught the work and made aware with the working conditions of the company. OJT (on job training) is also a kind of induction where an employee is made aware about his work during the working hours only. It has an added advantage of not allocating any extra effort for imparting work knowledge to the employees. This helps the employee in getting accommodated to the company premises and his work properly with utmost efficiency. Moreover it’s also a type of in-house training where the employee is trained in the organization itself and this helps the firm to educate the personnel with reference to his work and assign him responsibilities and duties which are expected out of him. Injecting all this in employees is required for him to know about the company.

Mobility and separations:

Indian employees exhibit low mobility rates because of the following reasons:

  • Indian customs and traditions are such that they hold the person to the place he belongs. This fixes him to the place and eliminates his factor of geographical mobility.
  • Very much aligned to the favorable and known conditions that he may not willingly like to switch on to a new place.
  • Human perspective always hinders him from trying out something new in life. ‘Resistance to change’ comes into the picture.

Mobility and separations are two combined and compact words as both have direct association with each other. More mobility results in separation; if an employee is highly mobile he may have to leave his personal belongings which he holds and shift to a new place thereby resulting in separation with his family. There exists no intermediate stage; either the employee is mobile or not mobile. Free movement of employees helps the organization to get the optimum out of an employee as and when required.

Mobility of employees can be feasible in spite of the above points playing an important role:

  • When an employee is given a raise in his pay which is compensating for his relocation as per his requirements.
  • When he is given a promotion which puts him at a higher grade in organizational hierarchy.
  • When he is given a chance to develop his own career in reference to new assignments in foreign countries for a stipulated duration of time.

Every organization wants that its manpower is mobile to an extent as it helps the firm to meet the contingency situation. For example, if an employee suddenly encounters any problem in some other branch of the company, then the company can arrange an instant replacement if mobile work force is available.

  • Msgoudar

    Factory Act Presentation 1948 PPT

  • Maj B K Sharma

    this guy is genius. 75% HRM in 100 words. Why do MBA just read this article and y r ready to be an HR consultant. God bless him and his fans.

  • Rakesh Garg

    All multinational Companies having professional environment do employ young generation as there work force. Yet the retired persons still very energetic, worked in private sector are not facilitated with any pensions in earlier or before 2000/ last decade the general conditions for salary was very low and the amounts as savings with provident fund and gratuity were insufficient enough to cater the need after retirement. None of the company is ready to take them on payroll and if at any place they get a job after retirement it is taken as granted that they are given the salary as an extra amount and not only that the employer keeps on exploiting them and expect to do the work more then a youngster, not only that the experience of the life and work are also being implemented for the purpose of the benefit of the company and yet are not paid accordingly.