New employees need to feel comfortable in their new work environment and become as productive as possible over a short period. A little effort from the management and a well-planned induction is essential to reap all the benefits, quickly. Induction is not an option, it is an investment, and every company no matter how small or big should make this investment. Company Size 50 - - - - - and above. You must be logged in to post a comment.
Download Brochure. Demonstrating a true investment in people - as people, not just employees - greatly increases feelings of comfort and satisfaction among new-starters. It's human nature - each of us feels happier when someone takes a genuine interest in us as an individual.
Including a learning styles self-assessment questionnaire or a multiple intelligences self-assessment questionnaire within the induction process also helps to 'draw out' strengths and preferences among new starters, and will additionally help build a platform for meaningful work and positive relations between staff and employer. Ensure that new starters are given control of these self-tests - it is more important that they see the results than the employer, although it's fine and helpful for the employer to keep a copy provided permission is sought and given by the staff members to do so.
Line-managers will find it easier to manage new starters if they know their strengths and styles and preferences. Conducting a learning styles assessment also helps the induction trainer to deliver induction training according to people's preferred learning styles.
So much of conventional induction training necessarily involves 'putting in' to people knowledge, policies, standards, skills, etc ; so if the employer can spend a little time 'drawing out' of people aims, wishes, unique personal potential, etc - even if it's just to set the scene for 'whole person development' in the future - this will be a big breath of fresh air for most new starters.
Use a feedback form of some sort to check the effectiveness and response to induction training - induction training should be a continuously evolving and improving process. Free examples of training feedback forms and induction training feedback forms are available on the free resources section.
Take the opportunity to involve your existing staff in the induction process. Have them create and deliver sessions, do demonstrations, accompany, and mentor the new starters wherever possible. This can be helpful and enjoyable for the existing staff members too, and many will find it rewarding and developmental for themselves.
When involving others ensure delivery and coverage is managed and monitored properly. Good induction training plans should feature a large element of contact with other staff for the new person. Relationships and contacts are the means by which organisations function, get things done, solve problems, provide excellent service, handle change and continually develop.
Meeting and getting to know other people are essential aspects of the induction process. This is especially important for very senior people - don't assume they'll take care of this for themselves - help them to plan how to meet and get to know all the relevant people inside and outside the organisation as soon as possible.
Certain job roles are likely to be filled by passive introverted people Quality, Technical, Production, Finance - not always, but often. These people often need help in getting out and about making contacts and introductions. Don't assume that a director will automatically find their way to meet everyone - they may not - so design an induction plan that will help them to do it. Here is a simple checklist in three sections, to help you design an induction plan to suit your particular situation.
See also the free induction training checklist working tool with suggested training items which is an MSExcel working file version of this page. Whilst the order of items is something that you must decide locally, there is some attempt below to reflect a logical sequence and priority for induction training subjects. Consider this an induction checklist - not an agenda.
This checklist assumes the induction of an operational or junior management person into a job within a typical production or service environment. The induction training process also offers the best opportunity to help the new person more quickly integrate into the work environment - particularly to become known among other staff members. Hence the departmental tours and personal introductions are an absolutely vital part of induction.
Organisations depend on its people being able to work together, to liaise and cooperate - these capabilities in turn depend on contacts and relationships.
Well-planned induction training can greatly accelerate the development of this crucial organisational capability. Here are some typical activities to include in the induction training plans for higher level people. The aim is to give them exposure to a wide variety of experiences and contacts, before the pressures of the job impact and limit their freedom.
As with all roles, induction also serves the purpose of integrating the new person into the work environment - getting them known. Induction training is not restricted to simply training the person; induction is also about establishing the new person among the existing staff as quickly as possible. This aspect of induction is particularly important for technical personalities and job roles, who often are slower to develop relationships and contacts within the organisation.
You should strive to organise the induction plan and give it to the new starter before they join you. This means things need to be planned well in advance because the plan will necessarily involve other people's time and availability.
Develop a suitable template, into which you can slot the arranged activities. Depending on the needs of the situation the induction training plan may extend over a number of weeks, progressively reducing the pre-arranged induction content, as the person settles into their job.
Here's an example of how a week's induction might be shown using a template planner. A schedule is also a useful method for circulating and thereby confirming awareness and commitment among staff who will be involved with the induction of the the new starter. Overlapping of relieving date and joining date - How to deal with it?
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