Why the first 30 days at work can decide retention, culture and performance

The first day at work can shape the entire employee journey. For many organisations, induction is still treated as an administrative formality. For Titan Engineering & Automation Limited (TEAL), it is a defining cultural moment.

“The first 30 days, especially day one, play a critical role in shaping how an employee experiences an organisation,” said Lakshmi Toshniwal, General Manager – People and Culture at TEAL. New employees at the company follow a carefully designed induction schedule, meeting key stakeholders, learning essential processes, and engaging with HR systems. But the most important element is an interaction with the Managing Director, who focuses not on targets or operations, but values.

This emphasis on values from the outset, Toshniwal argued, builds the cultural foundation that drives performance and retention. Equal weight is given to ethics and safety, signalling what the organisation prioritises long before the first project begins.

Closing the graduate readiness gap

One of the toughest challenges for employers is preparing fresh graduates for the workplace. Toshniwal noted that many engineering graduates arrive with solid theoretical knowledge but lack the ability to apply fundamentals in practice.

TEAL’s solution has been structured training tailored to different functions. These include classroom modules, experiential learning, and extended on-the-job exposure. “Structured early training accelerates confidence and capability,” Toshniwal explained, pointing out that such programmes shorten the adjustment curve and help new hires become productive more quickly.

The approach mirrors a broader industry trend. With India producing more than a million engineering graduates each year, according to government data, companies must bridge the gap between academic preparation and workplace needs. For TEAL, this has meant designing induction and training frameworks that deliver immediate readiness without compromising long-term career growth.

While training equips employees to perform current tasks, capability building takes a longer view. Toshniwal was clear about the distinction: “At TEAL, we view capability building as a long-term career journey rather than a short-term intervention.”

The company maps out the first three years of an employee’s journey with an emphasis on role competence. Managers and employees collaborate to strengthen capabilities that prepare individuals for higher responsibilities. Over time, these structured experiences allow employees to progress from technical mastery to leadership readiness.

“Training equips employees for immediate tasks, capability building ensures long-term growth and future readiness,” she said. It is this balance, she suggested, that keeps employees engaged and reduces attrition.

Technical depth and leadership behaviours

The debate between technical expertise and leadership development is longstanding. Organisations often over-index on one, leaving a gap in the other. Toshniwal stressed that both are essential.

“In our line of business, technical expertise is critical to sustaining success, while leadership capability is essential to scaling it,” she said. TEAL’s programmes are therefore designed to ensure employees develop deep technical proficiency while simultaneously building leadership behaviours such as collaboration and innovation.

The company has tailored in-house training modules that integrate technical development with soft skills. These cover digital fluency, cross-functional collaboration and adaptability — competencies increasingly in demand as industries transform.

Artificial intelligence, digital platforms, and analytics are rapidly changing how organisations approach workforce development. TEAL has begun exploring these tools for induction and training, though Toshniwal acknowledged the company’s experience is still at an early stage.

The potential is clear. AI-enabled platforms can personalise learning journeys, recommend targeted content, and track skill acquisition at scale. Data analytics can highlight workforce gaps, allowing HR leaders to align programmes more closely with organisational needs. The challenge, Toshniwal said, will be embedding these tools into business strategy rather than treating them as standalone experiments.

Embedding into the business agenda

For capability-building programmes to have impact, they cannot operate in isolation. Toshniwal emphasised that induction and training at TEAL are integral to the company’s growth strategy.

“Induction and capability building form an integral part of the employee lifecycle at TEAL. HR leaders continuously work to enhance these experiences for different cohorts, ensuring alignment with organisational needs,” she said. Tailoring programmes for different employee groups has been critical, with interventions designed separately for graduates, mid-career hires, and senior leaders.

This approach reflects a shift seen across sectors. Organisations that align employee development directly with transformation goals are more likely to see sustained engagement, according to industry surveys. For TEAL, capability building has become a lever not just for retention, but for innovation and market readiness.

The company’s broader people strategy has centred on balancing technical and leadership skills. Initiatives include structured in-house training, tailored modules for automation and digital skills, and a culture that values continuous learning.

Toshniwal explained that this model ensures employees remain market-ready as industry needs evolve. “Aligning induction, training, and capability-building initiatives to both immediate priorities and long-term goals is critical for building a future-ready workforce,” she said.

The company’s programmes have also supported retention and engagement. By investing in people at every stage of the employee lifecycle, TEAL has strengthened its internal talent pipeline and reduced the risks associated with attrition.

A mindset shift for HR leaders

Asked what advice she would offer peers in the industry, Toshniwal pointed to the need for a mindset shift. HR leaders, she argued, must view induction and training not as standalone programmes but as touchpoints that must be carefully curated in line with business needs.

“The essential shift is to deeply understand the organisation’s current and future needs and curate every employee touchpoint accordingly,” she said. This requires tailoring interventions to different cohorts, integrating them with transformation priorities, and sustaining them beyond short-term training sessions.

The pressures facing TEAL are not unique. With automation, engineering, and digital adoption reshaping industries, organisations across India are confronting the same challenge: how to make workforces future-ready. Large IT services companies have launched reskilling programmes reaching hundreds of thousands of employees, while manufacturing firms are redesigning induction to ensure alignment with global safety and compliance standards.

In this context, TEAL’s focus on induction, training, and capability building reflects a broader recalibration of talent strategy. It is no longer enough to hire for existing skills. Companies must cultivate technical depth, leadership behaviours, and adaptability simultaneously.