Induction.doc

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Introduction

On average, 17% of working population leaves their job per

annum. This means that potentially, one in six employees

faces a rst !ay in a new job every year. One reason people

change job is that they never feel welcome or a part of the

organi"ation they join. #s a result many choose to switch

rather than ght, an! simply $uit their jobs an! move on to

another company shortly after they are hire!. hen this

happens the organi"ation they leave behin! is face! once

again with the nee! to hire, in!uct an! train another

employee.

# thoughtful new employee in!uction programme can

re!uce turnover an! save an organi"ation thousan!s of

&upees. hether a company has two employees or '(,(((,

it shoul! not leave new employee in!uction to chance.

)ore an! more organi"ations are beginning to reali"e the

positive benets of utili"ing part time workers.

*nfortunately they often think of these employees as not

nee!ing in!uction, since they will only be there for a short

while. This attitu!e often contributes to an even higher

turnover rate.

)anagers can measure sta+ turnover set perio!s using the

formula


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Number of leavers/average number employed =

turnover rate

-or .g. 1'/0234526/' 8 1(( 9 '(%

here 239 number employe! at the beginning of perio!

529 number employe! at en! of perio!

'(9 #verage turnover rate per perio!

:f the personnel or manpower section can !etail the amountit spen!s on a!vertising an! recruiting over the same perio!

or if it can specify the costs of recruiting those personnel

who leave, then we can get a measure of what it costs the

company to lose sta+ against what it costs to recruit them.

-ew organi"ations go to the bother of making such

comparisons, probably because of the !i+iculty in collecting

statistics.

;esigning an in!uction programme re!uces both permanent

an! part time employee turnover an! at the same time

$uickly prepares workers for their new jobs. &e!uce!

turnover along with better


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WHEN EMPLOEE !"##EE$!% &HE O'()NI*)&ION

!"##EE$!+ ) &HO'O"(H WELL,PL)NNE$

IN$"#&ION I! ) -I'!& !&EP ON &H)& 'O)$ &O

!"##E!!.

$esigning an Induction Programme


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Why a planned induction pays dividends

)ost new employees arrive for the rst !ay of work full of

enthusiasm an! excitement. The initial interest can either

be put to positive use, or !estroye! !epen!ing on how it is

nurture!. =ew employee in!uction is not !i+icult an! nee!

Objective

16 To cut !own recruitment cost'6 To :mprove job satisfaction, morale an! motivation

>6 To use as an intro!uction to the benets of training an!

!evelopment36 To ensure that new people become in!epen!ent sooner

on routine operations so that other members of sta+ !on?t

have to spen! much time on formal gui!ance.56 To !emonstrate how much @:A# @B#CTB: values new

people an! to show willingness to give time an! attention to

them.26 To re!uce the anxiety of new people as through the

in!uction process they gain information an! un!erstan!ing

of @:A# @B#CTB: rules an! &egulations in a systematic

way.76 To &e!uce absenteeism an! sta+ turnoverD6 To Eromote a safe an! e$uitable work environment

through an awareness of policies an! responsibilities inthese areasF6 To #i! the sta+ member in establishing e+ective working

relationships an! social networks1(6 To Greate a positive attitu!e an! commitment to the

organi"ation


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not consume a large amount of time. :n fact when !one

properly, in!uction will save time in the long run.

The goal of in!uction is to capitali"e on each new

employee?s enthusiasm an! keep it alive once the work

begins. hen in!uction is successful, a new employee will

become a value! asset to the organi"ation.

Provide a Welcome

One never gets a secon! chance to make a rst goo!

impression. :n!uction is the time to roll out the re! carpet.

This simple act is often overlooke! when a new employee

arrives for work

hy is it that most organi"ations hol! elaborate Hgoing

away? parties when an employee leavesI :t suggests that

leaving is a cause for celebration.

oul!n?t it be better to have a celebration when newemployee arrivesI hy not have a party at the beginning to

let the new employee get ac$uainte!.

#n easy way to provi!e such a welcome is to !esignate a

room an! time usually an hour will be su+icient6 to invite

selecte! employees to meet the new person. Go+ee an!

biscuits a!! a nice touch.

This will make the new employee the center of attention at

the beginning an! provi!e an opportunity to meet key

people in a relaxe!, informal setting.


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#ll members of the new employee?s Hteam? shoul! be

encourage! to atten! the gathering. They shoul! be

coache! to go out of their way to make the new employee

feel welcome. =othing is worse then an insincere gathering

where Hveterans? talk with each other an! exclu!e the

newcomer. :f this happens, it is better to postpone this

event until employees un!erstan! their roles.

Develop a positive perception:n!uction is a critical time.

This is when a new employee !evelops perceptions about

the organi"ation, other employees an! about the

supervisors or managers.

=ew employees are naturally observant of the environment.

They notice how well things are organi"e!, whether a

business like atmosphere exists an! whether it will be an

enjoyable place to work. This initial opinion, once forme!

can be har! to change. :t is therefore essential that one!oes everything possible to create a positive perception.

hen the new employee sees the real company, it shoul! be

the same one he or she saw !uring the recruiting an!

interviewing process. :f this is not the case, the new

employee will reconsi!er if this is the atmosphere in which

he or she wants to work. )any new employees change their

min!s $uickly without giving an organi"ation the full benet

of their consi!eration because the job seems !i+erent from

the one they expecte!. These expectations are usually base!

on perceptions generate! !uring the interview.


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ONE CREATES A POSITIVE PERCEPTION BY BEING

ORGANIZED AND HAVING A PLANNED INDCTION

#on.rming ob $ecision

:n!uction is a great way to allow the new employee to

conrm that he or she has ma!e the right employment

choice. #n employee will be looking for assurance from the

organi"ation to reinforce to the !ecision of choosing the

company as the place to work.

The initial expectations that are communicate! have a

!eci!e! impact on an employee?s job performance. :f one

expects $uality performance an! communicates it by both

wor! an! !ee!, one increases the probability of getting high

performance. On the other han! if one communicates a low

expectation, that?s what one, is likely to receive.

e control a new employee?s expectations. :f we !evelope!

expectations !uring the recruiting process that are not

realistic, we will soon n! ourselves with the same job

opening. Ceep in min! that every interaction one has with apotential employee communicates expectations an! sets an

example.

Settin! t"e sta!e #or Trainin!ithout a well


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their own. This can be time consuming an! ine+icient. Often

an employee will lack some essential information or receive

incorrect or mislea!ing information. :f an in!uction

programme is lacking or poorly planne! consi!erable time

will be waste! reinventing the wheel.

hen given proper !irection, a clear assignment an!

specic information, a new employee is more likely to get

starte! correctly an! will be receptive when it is time to

begin training

Employee Induction

Make time to meet

0e on &ime

Avoid Interruptions

H"M)N 'E!O"'#E $EP)'&MEN&

The rst point of contact, which a new member of sta+ has

with, any organi"ation is with the personnel/ human

resource !epartment an! it is here that the rst impressionsare ma!e. Therefore it is here that the rst stages of

:n!uction shoul! be carrie! out through informing an!

encouraging. #s a central function personnel or manpower

!epartments as they are sometimes calle! are often


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!etache! from other !epartments an! it is here that this

enchantment can begin. Eersonnel/ Buman &esource is

responsible for placing job a!vertisements an! arranging

interviews. This a!vertisements an! interviews shoul!

properly reJect the job an! all that is involve! in it. Kob

!escriptions have to be accurate an! have been agree! by

those in operating !epartments. :t is most important that

there shoul! be a common un!erstan!ing of new sta+

between those recruiting them an! those managing them on

a !ayentrant shoul! know but it varies accor!ing to the place an!

!epartment

16 )e!ical xamination

'6 mergency exits

>6 O+ice tour

36 )eeting with Eersonnel

56 @ecurity system explaine!

26 ;isciplinary @ystem

76 Training

D6 Bow the new person?s job ts in with that of others

F6 List of the sta+ names, jobs, an! telephone numbers

1(6 The new person?s working #rea

116 ash &ooms an! Lavatories


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1'6 Telephones=ew Eerson?s =umber,

:nternal/Outsi!e lines, @witch Moar!, )essages etc

1>6 Ehotocopying e$uipment an! access

136 Ganteen/ ;ining -acilities

156 Gar Earking, Travel #rrangements

126 &estricte! #reas

176 Kob ;escription ;etaile!6

1D6 *nit/;epartment special projects an!

responsibilitiesEossible involvement of new person

#1ec2list for planning an induction course

1. Bave appropriate rooms been booke!I

'. #re the rooms big enough for all course activitiesI

>. :s the level of heating/cooling appropriate throughout

the venueI

3. :s the light right for sli!es, overhea! projectorI

5. :s blackout material available if re$uire!I

2. :s the soun! rightI

7. :s amplication re$uire!I

D. #re there enough seatsI

F. #re the seats comfortable enough for the whole perio!

of the courseI1(. #re a!e$uate power points availableI

11. Bave you consi!ere! possible interruptions an!

guar!e! against it

a. Telephones in training room


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b. =oise from a!joining rooms

c. =oise from outsi!e

!. *nrestricte! entry

1'. ;o participants nee! to bring anythingI

1>. Bave you sent joining instructions

a. # map

b. ;etails of how to get to venue

c. ;etails of @tart/-inish times

!. Train/Elane times

e. ;ietary re$uirementsf. =ames of Gourse Lea!ers

g. Gontact a!!ress an! telephone numbers

h. Bas atten!ance being conrme!I

13. :s the preparation completely professionalI

Questionnaires

$%estionnaires can &e carrie' o%t to i(prove t"e process o# In'%ction in #%t%re)

Constant revie* an' t"e s%rve+ 'one *"en ne* e(plo+ees are in'%cte' can "elpi(prove t"e ,%alit+ o# t"e In'%ction &ein! !iven)

In t"e ,%estionnaire section t"ere are list o# ,%estions- *"ic" can &e %se' as a part o#

t"e In'%ction pro!ra((e a#ter 'eliverin! t"e In'%ction)


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Induction Checklist/Induction Sign-off form

rite N Nes6 or = =o6 on the Topics for which you receive!

:n!uction.

Induction checklists YES NO

16 The unit/;epartment Hmission, goals, an! specic

objectives'6 @tructure of the unit/;epartment/Organi"ation

O=:P#T:O= GB#&T6>6 Erobationary Eerio!36 Time Ceeping/ &ecor!ingBours, breaks an! Lunch6 )y boss pai! attention to me an! ma!e me feel welcome.

T -

36 )y in!uction seeme! well planne!.

T -

56 Gompany Menets were well explaine! the rst !ay.

T -

26 )y o+ice or work space was set up an! waiting for me.

T -


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76 : receive! a tour of the organi"ation by a $ualie!

person. T -

D6 #ll the necessary paperwork an! forms were available.

T -

./ I receive' a cop+ o# relevant literat%re- s%c" as t"e co(pan+0s

E(plo+ee Han'&oo1- Operations 2an%al etc) T 3

1(6 : learnt about the company?s Bistory an! -uture Elans.

T -

116 )y boss reviewe! my -inal Kob ;escription with me.

T -

1'6 : was invite! to lunch the rst !ay by my boss or

key in!ivi!ual he or she selecte!.

T -

1>6 : met people from other ;epartments.

T -

136 : was able to observe colleagues at work

before starting a task.

T -

156 : was given a specic job assignment along

with instruction or training.

T -

126 O+ice Bours, !ress co!es, @ick leave an! other

policies were explaine! to me.T -

176 : was shown the phone system. T

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