Induction Program
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.
Induction is ideally the first part of a bonding process between the new employee and the organization which requires careful planning, supportive orientation packages and effective liaison between all parties. It involves introducing employees to their new job, work section, work colleagues and the practice as a whole. The process has six main aspects:
1. An introduction to the practice
2. Definition of the individual’s terms of employment
3. Acquainting the employee in detail with the requirements for the job, tasks etc for that proficiency in the new job is reached in the shortest possible time
4. Promoting confidence in the employee, both in ability to perform the job and in their organization in general
5. Quickly establishing a favorable attitude by the employee towards the organization, so that the employee is more likely to stay and
6. Obtaining the employees early commitment to organizational goals, job requirements and performance expectations
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.
Delivery of the Induction Program
The Induction Program designed for the 28 sites of Y-Call will take three weeks. The program is specifically designed in order for the new employees to gain knowledge about the company, its products (or services), its environment, culture and values, and the people in the organization. The employees will receive a copy of the company’s vision and mission statement, employee handbook, the company’s recent annual report and other documents that will help them to be familiar with the company. The employees will also be toured in the company, its departments, and different locations with the aim of familiarizing the employees with the company operations and amenities and facilities. The employees will also be given a copy of the detailed job description corresponding to their positions in the company, which will include an overview of the departments and the key personnel in every department.
The different learning methodologies that will be used in order to make the employees not only familiar with the company and its operation but also enable them to contribute fully and utilize their knowledge, skills and abilities. The following training methods will be used in the three-week induction in order to equip the employees and to ensure learning is achieved even in a short period.
1. Classroom Instruction
Classroom instruction can be used to educate and train the employees. Classroom lectures are presentations that cover different topics and concepts. Discussions can also be used. Discussions encourage participants and trainers to freely exchange knowledge, ideas and opinions on a particular subject. Discussions work well when the information presented can be applied in different ways. Discussions also give trainers feedback on how employees are using the knowledge or skills they have learned ( 2002).
2. Demonstrations/ Role Plays
Demonstrations are visual instructional techniques. In demonstrations, the instructor performs the behavior or skills to be learned, and the trainees learn by watching. After the trainer models the desired skills or behaviors, trainees are asked not just to imitate the trainer’s performance, but also to apply these skills and behaviors to a sample situation in which different individuals play a certain role. Solving and discussing problems helps trainees learn technical material and content, and role plays are excellent way of applying the interpersonal skills being emphasized in the training (1998).
3. Case Studies
Case studies use factual, real-life events to illustrate organizational problems and issues. Case studies can be presented through lecture, film, or video, but most case studies are written and handed out as a course materials. Participants read the case study and use what they have learned in the program to analyze the situation (1998).
4. Games and Exercises
Games and exercises are one of the most creative and enjoyable training methods. Most training games and exercise have competition, playing rules, and a designated finish time or final score. As learning activities, games offer a number of advantages. They add variety and zest to training programs and get learners actively involved. They allow trainees to acquire knowledge, practice and apply skills, review materials, and ultimately achieve course objectives. They are versatile and easily incorporated into different types of training, whether an instructor-led classroom course or a computer-based instructional program ( 2002).
5. Mentoring
Mentoring is part of the induction program of the company. The managers are encouraged to establish a mentoring relationship between a new employee and an experienced staff. Mentoring is geared towards learning that is focused on goals, opportunities, expectations, standards, and assistance in fulfilling one’s potential (2002). Mentoring functions can be divided into two broad categories. These are:
- Career Functions – career functions are those aspects of the relationship that enhance career advancement. They include sponsorship, exposure and visibility, coaching, protection and challenging assignments.
- Psychological Functions – psychological functions are those aspects that enhance the protégée’s sense of competence, identity, and effectiveness in a professional role. They include role modeling, acceptance and confirmation, counseling and friendship.
The Induction program will also serve as a tool for fulfilling the performance and skills gaps identified with a new employee during the process. The induction program also aims to facilitate learning. Learning can be defined as knowledge obtained by self-directed study, experience, or both; the art of acquiring knowledge, skills, competencies, attitudes, and ideas retained and used; or a change of behavior through experience ( 1989 cited in 2000). (1990) believes that learning has little to do with taking in information; rather it is a process that enhances capacity. Learning is about building the capacity to create that which one previously could not create. Principles of learning are the guidelines to the ways in which people learn most effectively. The more the principles are included in the induction program, the more effective training is likely to be ( 1990).
1 Motivation – in order to learn, a person must want to learn. In the context of training, motivation influences a person’s enthusiasm for training, keeps attention focused on the training activities, and reinforces what is learned.
2. Behavior Modeling – majority of what an individual learns is gained through observation of others. One will imitate other people’s actions when they lead to desirable outcomes for those involved ( 1990).
3. Participation – another way to inspire new employees/trainees is through their active participation in the induction program. Activities that facilitate active participation enable trainees to become directly involved in the act of learning. Learning usually is quicker and long lasting when the learner can participate actively. Participation improves motivation and apparently engages more senses that help reinforce the learning process (1990).
4. Repetition of Practice – regardless of individual differences and whether a trainee is learning a new skill of acquiring knowledge of a given topic, the person should be given opportunity to practice what is being taught. Practice is also essential after the individual has been successfully trained (1990). There are two aspects of practice – active practice and over learning (1989). Active learning allows the trainees to repeatedly to perform the task or use the knowledge being learned. Over learning occurs when trainees are given the opportunity to practice far beyond the point where the task becomes ‘second nature’ and is said to be ‘over learned’.
5. Application – training is useless unless learning can be applied.
Socialization
The induction program goes hand in hand with a process called socialization. In order to make sure that the induction program is effective and that it achieves its long-term goal of providing the company with a skilled and highly adapted employee, the management must understand socialization. Socialization is less tangible and goes on throughout the employee’s time with the organization.
Roles in Induction
The following sets of people are expected to take part in the induction of new employees at Y-Call.
1. HR Department – the HR department is the first point of contact of the new employee and the point where first impressions of the organization are formed. The department will be involved in the recruitment and selection process, and there is a need for coordination between it and the line manager on the arrangements to induct new employees.
2. Managers and Supervisors – managers need to have background knowledge of the new employee. Senior managers also need to support the induction process and to demonstrate their commitment to the new employees.
3. Co-workers and other Staff – colleagues can act as informal guides to the new employees. Staff from other departments can take part in the induction program.
4. Training Staff – training staff may have an important role in facilitating the induction process and designing induction courses. They need to work closely with managers to ensure induction works effectively.
Appendix1: New Employee Orientation/Induction Checklist
Before Arrival
Welcome pack outlining the organization as a whole
Arrival instructions
Terms of employment
Financial issues
On Arrival
Staff Handbook: Health and Safety, Security, Facilities
Organization Policies
Facilities: Telephone, Computer system, Security passes, Parking
Terms and Conditions: Sickness and vacation, Disciplinary and grievance, Performance, Management procedures, Training
While Settling In
Line Manager
Role description: Expectations, Personal targets and objectives
Outline of available support and resources
Allocation of mentor
Ongoing
1 month, 3 month, 6 month review
Feedback on the procedure
Appendix 2: Phases of Learning (Designing an Induction/Orientation Program)
1. Needs Assessment – In the needs assessment phase the organization conducts a systematic analysis of job-related needs and specifies the objectives of the training effort. The organization’s strategy, the resources it has available for training, and its general philosophy regarding employee training and development needs to be assessed. The different sources of information for the needs assessment are individual or group interviews, survey questionnaires, observations, focus groups and organizational records and documents ( 2002).
2. Goal Setting – The establishment of training or development objectives or goals is one of the most important steps in any program (2002). Learning objectives or goals describe the performance that the organization wants learners to exhibit (1998).
3. Design and Implementation – After the training needs are identified and the goals and objectives determined, the next step is the design and implementation of training or development programs that will achieve those objectives. This is accomplish by outlining and defining training and development program content, then selecting the most appropriate instructors to complete the process, and then selecting training methods and developing training materials that convey the knowledge, skills and abilities identified in the training objectives.
4. Evaluation – Evaluation is the final phase in the training and development process. Evaluation is the determination of the extent to which the training and development activities have met their goals.
Credit:ivythesis.typepad.com
0 comments:
Post a Comment