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Introduction
On average, 17% of working population leaves their job per
annum. This means that potentially, one in six employees
faces a rst !ay in a new job every year. One reason people
change job is that they never feel welcome or a part of the
organi"ation they join. #s a result many choose to switch
rather than ght, an! simply $uit their jobs an! move on to
another company shortly after they are hire!. hen this
happens the organi"ation they leave behin! is face! once
again with the nee! to hire, in!uct an! train another
employee.
# thoughtful new employee in!uction programme can
re!uce turnover an! save an organi"ation thousan!s of
&upees. hether a company has two employees or '(,(((,
it shoul! not leave new employee in!uction to chance.
)ore an! more organi"ations are beginning to reali"e the
positive benets of utili"ing part time workers.
*nfortunately they often think of these employees as not
nee!ing in!uction, since they will only be there for a short
while. This attitu!e often contributes to an even higher
turnover rate.
)anagers can measure sta+ turnover set perio!s using the
formula
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Number of leavers/average number employed =
turnover rate
-or .g. 1'/0234526/' 8 1(( 9 '(%
here 239 number employe! at the beginning of perio!
529 number employe! at en! of perio!
'(9 #verage turnover rate per perio!
:f the personnel or manpower section can !etail the amountit spen!s on a!vertising an! recruiting over the same perio!
or if it can specify the costs of recruiting those personnel
who leave, then we can get a measure of what it costs the
company to lose sta+ against what it costs to recruit them.
-ew organi"ations go to the bother of making such
comparisons, probably because of the !i+iculty in collecting
statistics.
;esigning an in!uction programme re!uces both permanent
an! part time employee turnover an! at the same time
$uickly prepares workers for their new jobs. &e!uce!
turnover along with better
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WHEN EMPLOEE !"##EE$!% &HE O'()NI*)&ION
!"##EE$!+ ) &HO'O"(H WELL,PL)NNE$
IN$"#&ION I! ) -I'!& !&EP ON &H)& 'O)$ &O
!"##E!!.
$esigning an Induction Programme
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Why a planned induction pays dividends
)ost new employees arrive for the rst !ay of work full of
enthusiasm an! excitement. The initial interest can either
be put to positive use, or !estroye! !epen!ing on how it is
nurture!. =ew employee in!uction is not !i+icult an! nee!
Objective
16 To cut !own recruitment cost'6 To :mprove job satisfaction, morale an! motivation
>6 To use as an intro!uction to the benets of training an!
!evelopment36 To ensure that new people become in!epen!ent sooner
on routine operations so that other members of sta+ !on?t
have to spen! much time on formal gui!ance.56 To !emonstrate how much @:A# @B#CTB: values new
people an! to show willingness to give time an! attention to
them.26 To re!uce the anxiety of new people as through the
in!uction process they gain information an! un!erstan!ing
of @:A# @B#CTB: rules an! &egulations in a systematic
way.76 To &e!uce absenteeism an! sta+ turnoverD6 To Eromote a safe an! e$uitable work environment
through an awareness of policies an! responsibilities inthese areasF6 To #i! the sta+ member in establishing e+ective working
relationships an! social networks1(6 To Greate a positive attitu!e an! commitment to the
organi"ation
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not consume a large amount of time. :n fact when !one
properly, in!uction will save time in the long run.
The goal of in!uction is to capitali"e on each new
employee?s enthusiasm an! keep it alive once the work
begins. hen in!uction is successful, a new employee will
become a value! asset to the organi"ation.
Provide a Welcome
One never gets a secon! chance to make a rst goo!
impression. :n!uction is the time to roll out the re! carpet.
This simple act is often overlooke! when a new employee
arrives for work
hy is it that most organi"ations hol! elaborate Hgoing
away? parties when an employee leavesI :t suggests that
leaving is a cause for celebration.
oul!n?t it be better to have a celebration when newemployee arrivesI hy not have a party at the beginning to
let the new employee get ac$uainte!.
#n easy way to provi!e such a welcome is to !esignate a
room an! time usually an hour will be su+icient6 to invite
selecte! employees to meet the new person. Go+ee an!
biscuits a!! a nice touch.
This will make the new employee the center of attention at
the beginning an! provi!e an opportunity to meet key
people in a relaxe!, informal setting.
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#ll members of the new employee?s Hteam? shoul! be
encourage! to atten! the gathering. They shoul! be
coache! to go out of their way to make the new employee
feel welcome. =othing is worse then an insincere gathering
where Hveterans? talk with each other an! exclu!e the
newcomer. :f this happens, it is better to postpone this
event until employees un!erstan! their roles.
Develop a positive perception:n!uction is a critical time.
This is when a new employee !evelops perceptions about
the organi"ation, other employees an! about the
supervisors or managers.
=ew employees are naturally observant of the environment.
They notice how well things are organi"e!, whether a
business like atmosphere exists an! whether it will be an
enjoyable place to work. This initial opinion, once forme!
can be har! to change. :t is therefore essential that one!oes everything possible to create a positive perception.
hen the new employee sees the real company, it shoul! be
the same one he or she saw !uring the recruiting an!
interviewing process. :f this is not the case, the new
employee will reconsi!er if this is the atmosphere in which
he or she wants to work. )any new employees change their
min!s $uickly without giving an organi"ation the full benet
of their consi!eration because the job seems !i+erent from
the one they expecte!. These expectations are usually base!
on perceptions generate! !uring the interview.
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ONE CREATES A POSITIVE PERCEPTION BY BEING
ORGANIZED AND HAVING A PLANNED INDCTION
#on.rming ob $ecision
:n!uction is a great way to allow the new employee to
conrm that he or she has ma!e the right employment
choice. #n employee will be looking for assurance from the
organi"ation to reinforce to the !ecision of choosing the
company as the place to work.
The initial expectations that are communicate! have a
!eci!e! impact on an employee?s job performance. :f one
expects $uality performance an! communicates it by both
wor! an! !ee!, one increases the probability of getting high
performance. On the other han! if one communicates a low
expectation, that?s what one, is likely to receive.
e control a new employee?s expectations. :f we !evelope!
expectations !uring the recruiting process that are not
realistic, we will soon n! ourselves with the same job
opening. Ceep in min! that every interaction one has with apotential employee communicates expectations an! sets an
example.
Settin! t"e sta!e #or Trainin!ithout a well
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their own. This can be time consuming an! ine+icient. Often
an employee will lack some essential information or receive
incorrect or mislea!ing information. :f an in!uction
programme is lacking or poorly planne! consi!erable time
will be waste! reinventing the wheel.
hen given proper !irection, a clear assignment an!
specic information, a new employee is more likely to get
starte! correctly an! will be receptive when it is time to
begin training
Employee Induction
Make time to meet
0e on &ime
Avoid Interruptions
H"M)N 'E!O"'#E $EP)'&MEN&
The rst point of contact, which a new member of sta+ has
with, any organi"ation is with the personnel/ human
resource !epartment an! it is here that the rst impressionsare ma!e. Therefore it is here that the rst stages of
:n!uction shoul! be carrie! out through informing an!
encouraging. #s a central function personnel or manpower
!epartments as they are sometimes calle! are often
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!etache! from other !epartments an! it is here that this
enchantment can begin. Eersonnel/ Buman &esource is
responsible for placing job a!vertisements an! arranging
interviews. This a!vertisements an! interviews shoul!
properly reJect the job an! all that is involve! in it. Kob
!escriptions have to be accurate an! have been agree! by
those in operating !epartments. :t is most important that
there shoul! be a common un!erstan!ing of new sta+
between those recruiting them an! those managing them on
a !ayentrant shoul! know but it varies accor!ing to the place an!
!epartment
16 )e!ical xamination
'6 mergency exits
>6 O+ice tour
36 )eeting with Eersonnel
56 @ecurity system explaine!
26 ;isciplinary @ystem
76 Training
D6 Bow the new person?s job ts in with that of others
F6 List of the sta+ names, jobs, an! telephone numbers
1(6 The new person?s working #rea
116 ash &ooms an! Lavatories
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1'6 Telephones=ew Eerson?s =umber,
:nternal/Outsi!e lines, @witch Moar!, )essages etc
1>6 Ehotocopying e$uipment an! access
136 Ganteen/ ;ining -acilities
156 Gar Earking, Travel #rrangements
126 &estricte! #reas
176 Kob ;escription ;etaile!6
1D6 *nit/;epartment special projects an!
responsibilitiesEossible involvement of new person
#1ec2list for planning an induction course
1. Bave appropriate rooms been booke!I
'. #re the rooms big enough for all course activitiesI
>. :s the level of heating/cooling appropriate throughout
the venueI
3. :s the light right for sli!es, overhea! projectorI
5. :s blackout material available if re$uire!I
2. :s the soun! rightI
7. :s amplication re$uire!I
D. #re there enough seatsI
F. #re the seats comfortable enough for the whole perio!
of the courseI1(. #re a!e$uate power points availableI
11. Bave you consi!ere! possible interruptions an!
guar!e! against it
a. Telephones in training room
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b. =oise from a!joining rooms
c. =oise from outsi!e
!. *nrestricte! entry
1'. ;o participants nee! to bring anythingI
1>. Bave you sent joining instructions
a. # map
b. ;etails of how to get to venue
c. ;etails of @tart/-inish times
!. Train/Elane times
e. ;ietary re$uirementsf. =ames of Gourse Lea!ers
g. Gontact a!!ress an! telephone numbers
h. Bas atten!ance being conrme!I
13. :s the preparation completely professionalI
Questionnaires
$%estionnaires can &e carrie' o%t to i(prove t"e process o# In'%ction in #%t%re)
Constant revie* an' t"e s%rve+ 'one *"en ne* e(plo+ees are in'%cte' can "elpi(prove t"e ,%alit+ o# t"e In'%ction &ein! !iven)
In t"e ,%estionnaire section t"ere are list o# ,%estions- *"ic" can &e %se' as a part o#
t"e In'%ction pro!ra((e a#ter 'eliverin! t"e In'%ction)
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Induction Checklist/Induction Sign-off form
rite N Nes6 or = =o6 on the Topics for which you receive!
:n!uction.
Induction checklists YES NO
16 The unit/;epartment Hmission, goals, an! specic
objectives'6 @tructure of the unit/;epartment/Organi"ation
O=:P#T:O= GB#&T6>6 Erobationary Eerio!36 Time Ceeping/ &ecor!ingBours, breaks an! Lunch6 )y boss pai! attention to me an! ma!e me feel welcome.
T -
36 )y in!uction seeme! well planne!.
T -
56 Gompany Menets were well explaine! the rst !ay.
T -
26 )y o+ice or work space was set up an! waiting for me.
T -
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76 : receive! a tour of the organi"ation by a $ualie!
person. T -
D6 #ll the necessary paperwork an! forms were available.
T -
./ I receive' a cop+ o# relevant literat%re- s%c" as t"e co(pan+0s
E(plo+ee Han'&oo1- Operations 2an%al etc) T 3
1(6 : learnt about the company?s Bistory an! -uture Elans.
T -
116 )y boss reviewe! my -inal Kob ;escription with me.
T -
1'6 : was invite! to lunch the rst !ay by my boss or
key in!ivi!ual he or she selecte!.
T -
1>6 : met people from other ;epartments.
T -
136 : was able to observe colleagues at work
before starting a task.
T -
156 : was given a specic job assignment along
with instruction or training.
T -
126 O+ice Bours, !ress co!es, @ick leave an! other
policies were explaine! to me.T -
176 : was shown the phone system. T
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