| Induction or orientation to the work place typically | | | | leaving within the first few weeks because they |
| involves showing the new employee around, telling | | | | felt they had joined the wrong organization. |
| them about the organization and showing them | | | | To overcome this, a comprehensive checklist, |
| where they will be working - if it happens at all. | | | | which is broken into stages and starts before the |
| After selecting the right person, ensuring an | | | | first day of employment, should be developed. |
| appropriate induction is probably the next most | | | | Spreading the process over an appropriate period |
| important event in maximising results from people | | | | aids learning and allows them to receive the |
| - yet it is often left to chance. Even many large | | | | information when it is required. This is better than |
| organizations only provide induction programs | | | | one block of time dedicated to induction. |
| when there are enough new employees to make | | | | At the completion of each stage the program |
| up a reasonable sized group. This can often be | | | | should be signed off by the supervisor and |
| weeks after someone started. Meanwhile their | | | | employee and then safely filed. The company tour |
| introduction to the workplace depends on how | | | | and overall information can still be done as a |
| aware and professional their supervisor is. | | | | group if this is more practical but the key issues |
| Ensuring an effective induction program which | | | | cannot be left until then. |
| reduces or removes any legal liabilities and helps | | | | The pre-employment stage should include such |
| the employee start to make an early contribution | | | | things as ensuring the workplace is ready for the |
| should involve a comprehensive process which is | | | | new employee, documentation, dress code |
| the responsibility of the recruiting manager. | | | | advised, medical, employee handbook, parking, and |
| Many people are unaware of the risk being taken | | | | an announcement to other staff. |
| if the new employee is not made aware of | | | | The next stage should cover day one and start |
| certain policies, occupational health and safety | | | | with someone being designated to greet the new |
| procedures and other areas covered by | | | | person. First impressions really count. More |
| employment legislation. There are plenty of cases | | | | documentation can be provided at this stage and |
| where employees have just never been told | | | | an overview of policies and procedures - especially |
| what their obligations are and the employer takes | | | | those with legal ramifications. |
| the rap. | | | | Later stages, which may extend up to the first |
| Another reason is to get the new employee up | | | | month or two, can involve more information |
| to speed as soon as possible by taking care of all | | | | about the organization, more policies, benefits and |
| their information and support needs as early as | | | | more job related issues. |
| possible. This will help them achieve the | | | | Each organization will be different but most people |
| "expectations of success" that should have been | | | | want the same. They want to feel they work |
| established prior to recruitment, and give them | | | | somewhere that is professional, where they are |
| the best possible chance of passing their probation | | | | welcomed, supported and valued and all the |
| period. There are many cases of employees | | | | important issues are taken care of. |