Share on twitter Twitter. Share on linkedin LinkedIn. Learn more. Got a HR issue? Arrange a confidential discussion with a HR specialist. Get Help. Discover your workplace score and increase your ability to attract and retain superstars. Get it Now! First name. The programme should also familiarise the new employee with the company culture and values and provide information specific to their role.
Managers with guidance from HR need to invest time in inducting all new employees. Some groups have specific needs, for example graduate trainees, people returning from career breaks, long-term absence or parental leave, technical specialists, senior appointments and directors. Tailor-made programmes should also be available for groups such as job-sharers, temporary staff, promoted staff, transferred staff and remote workers.
Induction programmes are important for employees working as part of such arrangements to ensure they are clear about the objectives of the arrangement.
A well-designed induction programme results in a positive first experience of an organisation. It means the employee:. Turnover like this results in:. Responsibility for the different elements of the induction process will vary depending on the size and structure of the business. They may also implement some aspects of induction and will likely be the first point of contact the employee has with the business and ensure that important information such as bank details, right to work documentation, etc is collected and that the employee knows what to expect from the induction programme.
People professionals increasingly recognise the value of employer brand as part of the induction process. In many cases, this has led to a focus on the onboarding and induction process to ensure it reflects the employer brand and the values the organisation is promoting. This might, for example, mean reviewing pre-employment communications sent out to new recruits to make sure they are welcoming and engaging.
Listen to our podcast on rethinking staff induction for case studies. The induction process depends on the size and nature of an organisation as well as the type of recruit. Regardless of organisation size, an induction processes should cover practical information about organisational procedures such as building orientation, health and safety, and information about systems and procedures , company strategy and services such as company values, strategy, and products and services , alongside job specific information including department information, discussion about what the job requires and objectives , and an introduction to the wider team.
This ensures new recruits have something in their diary in the first few weeks, and understand where their role fits and how they can work with others. This information can be communicated in a variety of different ways; in organisations where the workforce is dispersed across different locations, digital tools allow new employees to meet colleagues in other areas of the business.
Organisations are also paying attention to employee experience before the first day of employment, ensuing pre-employment communications are engaging, as well as using social network sites such as Facebook to put new recruits in touch with each other before they start employment. This is particularly common for graduate intakes. Find out more in our report Putting social media to work: lessons from employers. It's also important that the process continues into employment - managers and HR need consider the ongoing support that a new employee will need to order to settle in and acquire the knowledge they need for their role.
For some, often larger, organisations, the induction process is formalised, with be a combination of one-to-one discussions and more group learning sessions. This should include opportunities for feedback at the end of the induction process and allow new recruits to highlight areas for improvement. As well as gathering feedback from new employees, it's important to 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.
The list below outlines the key information that can be included in an induction process alongside meetings with colleagues and managers. Acas - What should be on your induction programme? London: Acas.
CIPD toolkit. London: Chartered Institute of Personnel and Development. Vol 54, No 3, Spring. TD: Talent Development. Reviewed in In a Nutshell , issue Email Address:. Contact Number:. Thank you for downloading a Quest guide. By downloading this guide you are consenting to receiving Quest marketing. Our Services.
Contact Us. Looking for Support. Quest Contact Details. Despite so many companies forgoing formal induction and onboarding procedures, it is a crucial step in the employment of new employees, one that can not only save your company time, effort and money in the long run, it can also help with ensuring your new employees start work effectively and efficiently — and with less potential for injury and workplace accidents.
Do you have any questions or great tips to share? Why do I need to induct new employees? Share This Post. Share on facebook. Share on linkedin. Share on twitter. Share on email. Safety induction for new employees. Parts of the induction program Induction has three clearly defined stages. Introduction Depending on the size of the company and its culture , new employees should be introduced to key staff within the organisation.
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