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Getting Employees Off to a Great Start With a Good Induction
Author: Jan Springthorpe  | Posted: 09-06-2007 | Comments: 0 | Views: 45 | Rating: (60)  (?) 
Induction should be a compulsory process for every new employee and for all existing staff when they move into a new job role.
Employers have a duty to ensure that all new starters are given the best possible start in their job and that people new to a job role are supported in adapting to it.
A good induction is vital for employees and very important to the business. Responsibility for induction begins and ends with the line manager and neglecting induction means that the organisation is failing new employees and those new to a job role.
What is induction?
It is a simple but vital process of introduction, information giving and planned training which enables people to become comfortable and productive in their new job role in the shortest possible time.
Why is it necessary?
to provides new starters with important information about the organisation and get them off to a good start
to introduce them to their working environment and their job and to integrate them into their team
to equip them with the knowledge and skills they need to do their job so that they can become effective in a short space of time
to help those who are new to a job role (for example first time managers) to settle confidently and easily into it and to become effective as quickly as possible
Who is responsible for it?
Induction is the responsibility of the line manager for the new, returning or redeployed employee.
It needs to be:
carefully planned
well structured
tailored to meet the employee’s individual needs
Who should be involved in induction?
As soon as the need for induction arises the line manager should:
decide who will be involved
convene a planning meeting
develop the Induction Plan
assign responsibility for delivery
monitor and review the induction
The line manager for the new employee should lead the planning of the induction process and decide who will be involved in it. A contribution should be made by other members of the team.
Line managers do not have to personally deliver every part of the programme although they must be involved and they are responsible. Team members and other support staff can all play an active part in induction.
This helps the new starter to integrate and form good working relationships at an early stage. It also spreads the workload involved in the induction process. The more people that are involved, the quicker the new employee will settle and become effective in their job.
A “buddy” within the team should also be appointed. The role of the buddy is to provide a helping hand to the new employee, answering questions, offering advice and information and guiding the person through the first few weeks in their role.
The buddy, along with others in the team, may also be involved in delivering one to one training for the new starter.
An induction planning meeting should take place at least a week before the new employee starts. The line manager and others who will contribute to the induction of the new employee should meet to:
assign a buddy
brief those involved in the induction
agree what aspects they will be responsible for
allocate timed slots and venues for each topic
The outcome should be an Induction Plan which caters for the new employee’s needs for up to the first few weeks of their employment.
Towards the end of the first 2 weeks, a progress review should be made by the line manager and, if required, the plan should be adapted. We all learn and assimilate information differently and some people may take longer than others to settle into their role.
New starters are keen to learn as much as possible about their new employer so sending them information before they start is welcomed and appreciated. There are a number of advantages in doing this:
it enables the new employee to learn something about the organisation, in their own time and at their own pace
it gives them an opportunity to think about questions they might want to ask when they start their employment
it helps to overcome the common problem of “information overload” once they are in post
A visit to the office or place of work before the formal start date has the following benefits:
the employee is able to meet their line manager and immediate colleagues
they can see the office environment and the area they will be working in
they can check out their journey times and route to the office
it may help to overcome first day nerves or apprehension
It is recommended that the line manager should take responsibility for conducting this visit, introducing the new employee to their immediate team members, showing the new employee around the office and answering any questions.
On the first working day the line manager should meet and greet the new starter on the first day of employment and spend time putting the employee at ease, making them feel welcome and explaining that they will go through the Induction Programme.
The Induction Plan should be shared with them and the line manager should conduct the tour of the office and make introductions to their immediate team members. The line manager can then hand over to or involve other staff members who have been designated to take part in the Induction Programme and who have been assigned responsibilities within the Induction Plan.
The overriding priority is for the employee to be introduced to their work environment and the organisation’s basic operating systems. Right from the start, the new starter should feel valued, supported and comfortable in finding their way around the office and their work area.
By the end of the first week the employee should be able to carry out their work and correctly use the range of resources and support that are available to them, with guidance and supervision.
The designated buddy plays a key role during the first week and they should be ready and able to offer advice, answer questions and steer the new starter whenever required.
During the first week the emphasis should be on helping the employee to become familiar with the operating systems that enable them to carry out their work and do their job.Sufficient time should be allocated to discuss progress, allow the employee to ask questions, check their work and ensure that they are correctly using resources and following procedures.
The line manager should meet with the employee at the end of the first week and discuss how they have settled into the job and deal with any queries or concerns they may have. He/she should also take feedback from anyone else who has been involved in the Induction Plan so far and adjust or extend the plan if necessary. Arrangements should also be made to meet any training needs that have been identified.
Once the employee is settled into their role and comfortable about carrying out their job, they can be gradually introduced to other information about the organisation and the business.
This information might be complex and there may be a lot to take in. This part of the induction should be prioritised, covered bit by bit and in sufficient depth for the person to understand what the organisation does, how it is done, and who the clients or customers are.
Information overload is a problem. The best approach is to plan and diarise short sessions during which different topics are covered with time in between for the employee to do their work.
During the first month, the line manager should maintain regular contact with the employee and with those who are involved in the Induction Programme. The Induction Plan should be reviewed and amended if required.
The employee’s work should be monitored for quality and quantity and it should be made clear what is expected in terms of their performance. Feedback should be given to the employee about how they are doing, what they may need to improve upon and what is going well.
At all times the new starter should be encouraged to ask questions and seek help in any aspect of their work or to get to know more about the organisation.
Line managers should be confident that all aspects of the Induction Programme have been covered and that people who are new to the organisation or those new to a role have been given the best possible start.
One of the most common reasons for high turnover of staff and people leaving a job shortly after they started is because there is no planned induction and they are left to fend for themselves. Don’t let this happen to your organisation!
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About the Author:For all your people management needs, for training, coaching, assessments and personal development in management roles, contact wwwcoachingfromclarity.com.
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