Induction includes an introduction to the organization, its culture and the job responsibilities of new employees. Induction programs are important in overcoming possible sources of anxiety. These programs are a chain of planned activities to enable employees to acquire the necessary skills, knowledge and capability to carry out their employment. The information and support that will be provided to new employees are:
1. Individual Levels
Personal contractual issues and personal support
This include information on hours of work and breaks, arrangement for leaves, expenses, payment methods, salary increase and rewards, training and development opportunities
2. Job/Task Level
General idea of the work to be done and the employee’s job responsibilities
This include the knowledge of health and safety, work procedure, use of company equipments, and data protection
3. Department Level
The relationship of the employee’s job to other jobs in the department and the jobs of people in other departments
This include meeting key contacts, defining internal customers, identifying where joint working is required, department objectives
4. Organizational Level
This include organizational policies, aim and core values, staff development, pension and insurance schemes, the structure and functions of the organization
The induction program of the company will also serve as an orientation program and will aim to introduce new employees to the organization and to their new tasks, managers and coworkers so they can quickly become effective contributors.
Three Aspects of the Induction Process
1. Administrative exercise, the main purpose is to import information about the job and the procedures.
2. Welfare and employee support process, the emphasis here is on the well-being of the new employee and on ensuring that any support they need is provided in the early days of employment.
3. Human resource management process, this is where the employee gains a more business-oriented perspective of the company culture.
Preparing and Induction Program
Overview
Personal welcome from Chief Executive Officer (CEO)
Mission Statement
Annual Report
Employee Handbook
Collective bargaining agreements
Tour of facilities
Forms
Personal information
Personalized for benefits enrollment
Getting Started
Map of organization’s locations and directions to them
Samples of products
Employee publications
Schedule of group induction/orientation sessions
Organization chart
Pictures of key leaders
Telephone book, including locations, and e-mail addresses
Attendance expectations
About the Job
Job description
Career opportunities
Mentoring program
Individual development opportunities
Feedback tools used to assist in development
Performance appraisal programs
Compensation philosophy and details
Employee incentive compensation plan
Performance management process
Training and development programs
Orienting to the Workplace
Flextime policies
Neighborhood features
Fitness facilities, on-site or nearby
On-site services
Recreation facilities
A well-planned induction helps the employee to become integrated into the organization, maximizing morale through early success and quickly raising the level of performance. Recruitment is not complete until the individual is effective in the job and has adopted the values of the organisation. Induction (orientation) is a very common type of training. All employees, whether managerial or non-managerial, should be provided with systematic induction when they first join an organization (2002). Induction starts before the employee is hired. During the recruitment stage, the employee learns about the organization’s reputation as an employer and the types of products or services it provides. During the selection process, the new employee usually also learns other general aspects of the organization and what the duties, working conditions and pay will be. After hiring the employee, the organization begins a formal induction program.
Requirements
All employees, whether newly recruited or transferred/promoted within the company must be provided with sufficient information about Y-Call, the management, department and the job to assist their integration into their new position.
Purpose
The induction program should meet the needs of all staff and the Y-Call company. The objectives of the induction program are:
To ensure that staff become effective as quickly as possible
To communicate Y-Call’s culture, values and policies
To clarify the Y-Call’s objectives, structure and working arrangements
To convey the objectives, structure and working arrangements of the management and each department
To encourage commitment and motivation through a sense of belonging
To agree objectives for the initial period of employment
To explain to the new employee the changes that are taking place in the organization
Benefits for New Employees
The removal of apprehension and uncertainty so they feel part of the work group and Y-Call
A clear understanding of what the expectations for the performance of the job
The opportunity to establish contacts
The opportunity to contribute as quickly as possible
Effective management of the administrative requirements
Structure
The induction program can be divided into three elements:
1. The Job
The job itself is central to the induction process, as every employee wants to know how to start making contributions as quickly as possible. Managers should give the new employee a copy of the job description and explain how the job fits into the structure of the department. Managers should agree personal objectives with the new employee. For the most part these initial objectives will be short-term and related to induction. The objectives should be reviewed regularly through the first three months and revised to more long-term objectives at the end of this period. Managers should ensure that the employee understands how performance will be appraised and how it links to pay. Training specific to the job can be an important part of induction. There may be training and development needs that were identified in the selection process. Where appropriate, training and development activities should be arranged.
2. Department
Employees need to become familiar with the infrastructure of the department in which they are going to work. The employee should be provided with organization charts and key contacts which are relevant to the role. Managers should consider nominating a mentor for the new employee. In the initial period the mentor will act as the first contact for advice and information for the new employee. The mentor can be any colleague who is knowledgeable and will be sensitive to the problems faced by a new starter.
3. Corporate
All new employees are given an induction pack which includes details of their terms and conditions of employment. There are a number of employee guides which should be included in the pack:
Information for Staff
Sickness Benefits
Pension Schemes
Equal Opportunities
Dealing with Harassment
Insurance and Associated Benefits
Safety Regulations
The induction program must be planned and phased carefully, and the information must come from a variety of sources. The person in-charge for the induction program must:
1. Provide documentation and handbooks.
2. Arrange for a colleague to act as a mentor for a short period of time (1 to 3 weeks).
3. Arrange for the new employee to meet co-workers and to have a meeting with staff from other departments.
4. Devise a special project to help the new employee find information they need.
5. Ensure that a specific, useful task is available for the new employee to get started on the first day.
Credit:ivythesis.typepad.com
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