The overriding priority is for the employee to be introduced to their work environment and the organization's basic operating systems. Right from the start, the new starter should feel valued, supported and comfortable in finding their way around the office and their work area.
By the end of the first week the employee should be able to carry out their work and correctly use the range of resources and support that are available to them, with guidance and supervision.
The designated buddy plays a key role during the first week and they should be ready and able to offer advice, answer questions and steer the new starter whenever required.
During the first week the emphasis should be on helping the employee to become familiar with the operating systems that enable them to carry out their work and do their job.Sufficient time should be allocated to discuss progress, allow the employee to ask questions, check their work and ensure that they are correctly using resources and following procedures.
The line manager should meet with the employee at the end of the first week and discuss how they have settled into the job and deal with any queries or concerns they may have. He/she should also take feedback from anyone else who has been involved in the Induction Plan so far and adjust or extend the plan if necessary. Arrangements should also be made to meet any training needs that have been identified.
Once the employee is settled into their role and comfortable about carrying out their job, they can be gradually introduced to other information about the organization and the business.
This information might be complex and there may be a lot to take in. This part of the induction should be prioritized, covered bit by bit and in sufficient depth for the person to understand what the organization does, how it is done, and who the clients or customers are.
Information overload is a problem. The best approach is to plan and diarise short sessions during which different topics are covered with time in between for the employee to do their work.
During the first month, the line manager should maintain regular contact with the employee and with those who are involved in the Induction Programme. The Induction Plan should be reviewed and amended if required.
The employee's work should be monitored for quality and quantity and it should be made clear what is expected in terms of their performance. Feedback should be given to the employee about how they are doing, what they may need to improve upon and what is going well.
At all times the new starter should be encouraged to ask questions and seek help in any aspect of their work or to get to know more about the organization.
Line managers should be confident that all aspects of the Induction Programme have been covered and that people who are new to the organization or those new to a role have been given the best possible start.
One of the most common reasons for high turnover of staff and people leaving a job shortly after they started is because there is no planned induction and they are left to fend for themselves. Don't let this happen to your organization!
