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