Organising the induction of new recruits.
[check] This checklist is designed to assist line managers responsible for the induction of new employees. It makes good sense to help new recruits to integrate as quickly as possible into their new surroundings and to become efficient and effective in their work. Failure to do so can, at the very least, lead to erratic er·rat·ic
1. Having no fixed or regular course; wandering.
2. Lacking consistency, regularity, or uniformity: an erratic heartbeat.
3. progress, with possible hidden costs such as waste of materials and loss of customers.
The format and content of an induction programme will vary according to according to
1. As stated or indicated by; on the authority of: according to historians.
2. In keeping with: according to instructions.
3. the size and type of organisation and the existing knowledge, experience and seniority of the recruit. It must be borne in mind, however, that it is as important to educate the newcomer in the culture, language and standards of the organisation as to train him or her to perform a particular job.
Induction should not be viewed in isolation. It should be treated as an extension of the selection process and the beginning of a continuing staff development programme. Known as orientation in the USA, it often consists of two stages: an organisation-wide programme, usually conducted by the human resource department, and a departmental programme. This checklist concentrates on the second stage.
The purpose of induction is to ensure that new employees:
* are integrated into their working environment as quickly as possible
* learn relevant aspects of the organisation's mission culture, policies, procedures and methods of working
*become productive and well motivated mo·ti·vate
tr.v. mo·ti·vat·ed, mo·ti·vat·ing, mo·ti·vates
To provide with an incentive; move to action; impel.
*become aware of the skills and knowledge needed for the job
*understand their responsibilities.
Advantages of induction
Newcomers are integrated more quickly into the organisation and become productive earlier.
* You show that you value the newcomer, making them feel welcome and giving them a sound impression of the organisation.
* It helps minimise employee turnover and recruitment costs.
* Successful induction is an essential first stage of an employee development programme.
1. Appoint a mentor
Consider asking someone about the same age and grade of the newcomer to act as a friend and advisor for the first few weeks. This will be particularly useful in a large, complex organisation or in helping to explain the myriad of detail not fully covered elsewhere. Monitor the relationship, however, and step in if it isn't working.
2. Plan the induction and involve and inform others
An induction programme should ideally be drawn up, but certainly authorised Adj. 1. authorised - endowed with authority
lawful - conformable to or allowed by law; "lawful methods of dissent"
legitimate - of marriages and offspring; recognized as lawful , by the newcomer's manager. The mentor should also be involved in the process. Other staff who will be working with the new employee should be informed of the induction programme, whether or not they will be involved. The induction plan should contain three stages: the first day or two should cover the bare essentials; the first three or four weeks should be learning by a mix of approaches; the three to six month period should gradually familiarise the newcomer with all departments.
3. Prepare the work area
Clear and tidy the new employee's work area. Check that all relevant stationery The term for boilerplate in the Eudora mail client, starting with Version 3.0. Stationery files are stored on disk and brought into new messages or added to replies. See boilerplate. is to hand and equipment is in working order.
4. Introduce the recruit to the organisation and the department
On the first day, it is usually the personnel department who informs the newcomer of housekeeping A set of instructions that are executed at the beginning of a program. It sets all counters and flags to their starting values and generally readies the program for execution. arrangements (catering arrangements, for example), and covers the sorts of issues contained in the staff handbook (such as salary payments, leave arrangements and the sick pay scheme). Make sure that the new employee has copies of any necessary documentation, the organisation chart and job description, for example. An introduction to the department and team in which they will be working must also be made. Although the newcomer will be introduced to people around the organisation, a detailed look at what other departments do will follow at a later stage of the induction process.
5. Emphasise the importance of organisation policies and procedures Policies and Procedures are a set of documents that describe an organization's policies for operation and the procedures necessary to fulfill the policies. They are often initiated because of some external requirement, such as environmental compliance or other governmental
New employees must be made aware at an early stage of policies and regulations based on legislation, particularly in the area of health and safety. Other procedures based on national standards, such as IS0 9001 and Investors in People, and other schemes, such as internal employee development or mentoring, should also be introduced.
6. Plan a balanced introduction to the work
Whether training is done by the sitting-with-Nellie approach or by professional trainers, a mix of explanation, observation, practice and feedback is advisable ad·vis·a·ble
Worthy of being recommended or suggested; prudent.
ad·visa·bil . Consider using computer-based training See CBT.
(application) Computer-Based Training - (CBT) Training (of humans) done by interaction with a computer. The programs and data used in CBT are known as "courseware." , either stand-alone or on the company's intranet, that new staff can use at times to suit themselves. Beware be·ware
v. be·wared, be·war·ing, be·wares
To be on guard against; be cautious of: "Beware the ides of March" Shakespeare.
v. of information overload A symptom of the high-tech age, which is too much information for one human being to absorb in an expanding world of people and technology. It comes from all sources including TV, newspapers, magazines as well as wanted and unwanted regular mail, e-mail and faxes. . The new employee should be given some real work to do to avoid boredom Boredom
See also Futility.
Aldegonde, Lord St.
bored nobleman, empty of pursuits. [Br. Lit.: Lothair]
(1821–1867) French poet whose dissipated lifestyle led to inner despair. [Fr. Lit. and to give early opportunities for achievement.
7. Clarify performance standards
Make the performance levels you require clear from the outset. An employee cannot be expected to meet standards of which they are unaware. Where appropriate, discuss medium- and long-term needs and opportunities.
8. Conduct regular reviews of progress
These should be made during the induction programme, for example, on a weekly basis, to ensure that all the objectives, and the new employee's needs, are being met. The programme may have to be adapted to match individual learning requirements and speeds. Usually reviews will consist of informal chats, but a more formal appraisal interview may take place at the end of the programme, particularly if the employee is on probation. The views of the employee on the overall induction process should be sought for the design of future programmes.
Dos and don'ts for organisations with new recruits
* Ensure that all relevant staff know about, and are involved as necessary, in the induction process.
* Review a new employee's progress regularly and be prepared to incorporate his or her expressed needs into the induction programme.
* Evaluate the style and content of the induction programme and amend it if necessary, taking into account the views of employees who have had recent experience of it.
* Forget that starting a new job is a stressful experience for most people.
* Give the employee too much information at once.
* Make assumptions about the recruit's learning and integration.
* Forget that an induction lasts longer than one day or even one week.
Employee induction process, Susan El-Shanny Aldershot: Gower, 2003
The induction organiser, Mike Tilling Aldershot: Gower, 1999
Induction: good practice, Alan Fowler London: Institute of Personnel and Development, 1999
Getting new hires up to speed quickly, Keith Rollag, Salvatore Parrise, Rob MIT MIT - Massachusetts Institute of Technology Sloan Management Training Journal, Winter Vol 46 no2 2005, pp35-41
The length of time it takes to recover the initial cost of a project, without regard to the time value of money. time, Stefan Stern Human Resources The fancy word for "people." The human resources department within an organization, years ago known as the "personnel department," manages the administrative aspects of the employees. UK, Oct 2004, 40-41, 43
Self driven induction systems: the road ahead, Garry Platt Training Journal, Dec 2000, pp20-22
Getting to know you, Jennifer Hutchins Workforce, vol 79 no 11 Nov 2000, pp45-46,48
Improving retention and performance through induction IRS An abbreviation for the Internal Revenue Service, a federal agency charged with the responsibility of administering and enforcing internal revenue laws. Employment Review, Oct no 714 2000, pp10-16 red
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* How did you feel in your first days with a new employer?
* How much do early leavers cost your organisation?
* How quickly do new recruits become productive members of the team?
Updated June 2005