Scribd
Upload
17 views11 pages

Human Resource Management: Day 03 of 08

Uploaded by

rasanjacharukaofficialnew
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
17 views11 pages

Human Resource Management: Day 03 of 08

Uploaded by

rasanjacharukaofficialnew
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 11

Human Resource Management

Day 03 of 08

by
Dr. Chandanie Hadiwattege
Staff Induction
• Induction is a systematic and planned
orientation of employees to their jobs, their
co-workers and the organisation

• Induction process provides information to the


new employees to function comfortably and
effectively

• Induction is a process (not an event)


Purpose of Induction
• Welcome new staff

• Reduce start-up costs

• Reduce anxiety

• Reduce employee turnover

• Save time of supervisors and colleagues

• Develop realistic job expectations and job satisfaction

• ‘Feel – at home’

• Expedite proficiency

• Assist in newcomer assimilation

• Enhance adjustment to work group and norms

• Encourage positive attitude


Induction process
Pre-work: Plan and develop
• Check list for Induction
• Employee Welcome Pack
• Induction Programme
Hints for Success
• Communicate pride: e.g. Logo printed in handbook
• Encourage communication: e.g. Lunch/coffee invitations
• Reduce stress: e.g. Pair with buddies
• Mind thinks in Images, Not Words
• Repetition is the key..
• Keep the excitement alive: e.g. Games
• Collect feedback
Deliverables at Induction
• Contractual and other written information
• Company forms
• Welcome letter
• Parking pass and information on car parking
• Company policy documents (e.g. No Smoking Policy, Data Protection policy)
• Maps of sites (Shops, banks and catering facilities, nursery facilities)
• A current organisation chart listing the current roles and employees' names
• Copy of the company Human Resources manual
• Copy of their job description
• Copies of any marketing materials - brochures etc
• Staff telephone list
• A safety and health guidelines including evacuation procedures
• Security access codes
• Staff ID card
• Bus service information
• Year plan
• Induction programme details
• Sources of internal information and communication details
• Salary details
• Leave details
• Pension information
Information at Induction
Three (03) types of information

I. General information about the daily work routine,

II. A review of organisation history, vision, mission,


organisation structure, products/services as well as
how employees contribute towards the
organisation success

III. Organisational policies, work rules and employee


benefits, and disciplinary procedures
To whom?
• Managers (with guidance from HR) need to invest
time in inducting all new employees
• Some groups have specific needs – e.g. graduate
trainees, people returning from career breaks,
long-term absence or maternity leave, technical
specialists, senior appointments and directors
• Tailor-made programmes should also be available
for groups e.g. job-sharers, temporary staff,
promoted staff, transferred staff and remote and
hybrid workers
• Important for employees to be clear about the
nature and objectives of the arrangements
Common ways to deliver the
employee induction
• Online
• Face to face
• Mobile App
– A mix of face to face and online for the best new
employee induction experience.
– New staff might initially go through an online
induction going through the above steps and then
once starting the role, do additional face to face
onboarding activities such as a workplace tour,
introductions to team members and line manager
follow ups for that personal touch.
Impacts of Induction failures
• New employees can get off to a bad start, and lack clarity on their role
and how it links to the organisation’s goals, which could impact on their
intention to stay in the role.

• Turnover like this results in:


– Additional cost and time for recruiting a replacement.
– Wasted time for the inductor.
– Lowering of morale for the remaining staff.
– Detriment to the leaver’s employment record.
– Having to repeat the unproductive learning curve of the leaver.
– Damage to the organisation’s employer brand.

• According CIPD (2020), 42% of organisations are improving their induction


process to enhance retention.

• As more organisations are working remotely because of the COVID-19


pandemic, it’s particularly important to tailor induction programmes so
new joiners have a positive experience and additional support to connect
with new colleagues.
What to avoid
• Providing too much, too soon - the inductee must not be
overwhelmed by a mass of information, especially on the
first day.
• Pitching presentations at an inappropriate level - where
possible, presentations should be tailored to take into
account prior knowledge of new employees.
• HR rather than local managers providing all the
information - it should be a shared process.
• Creating an induction programme which generates
unreasonable expectations by overselling the job.
• Creating an induction programme that focuses only on
administration and compliance but does not reflect
organisational values.
Evaluation
• An effective induction programme should be engaging
and reassure the new employee that they have made
the right decision to join the business.
• The induction process should be evaluated to
determine whether it’s meeting the needs of the new
recruits and the organisation.
• This should include opportunities for feedback at the
end of the induction process and allow new recruits to
highlight areas for improvement.
• Identify key measures of success of the induction
process and evaluate the process against these metrics.
Information from turnover statistics or employee
feedback can also be used – particularly from those
who leave within the first 12 months of employment.

You might also like