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