Employee Orientation/Induction

Human Resource Management

Edited by: Lily Logan

EMPLOYEE INDUCTION/ ORIENTATION

Induction is designed to provide a new employee with the
information required to function comfortably and effectively in the
organization. Orientation conveys three types of information – (i) general
information about daily routine (ii) a review of the organization’s history
(iii) a detailed presentation of the organizations policies, work rules. It
leads to reduction of anxieties, dispels the irrational fears of present
employees and holds colleagues responsible for assisting the newcomer
to that he may feel confident.
MEANING OF INDUCTION:
Induction means inducting a new employee into the new
social setting of his/her work. In other words, the new employee is
welcomed, and introduced to the company’s practices, policies and
purposes of the organization and make him feel at home and to generate
in him/her a feeling that his/her job is meaningful and has a significance
as a part of the total organization.
BENEFITS:
1. Orientation seeks to expose new employees to all areas of the
organization. This presents inducts from getting overspecialised.
Induction makes new hires become productive to the company quickly.
2. Creates a favourable impression of the organization and its
work. A good initial impression of the organization, co-worker, and
supervisor can help a new employee adjust better.
3. Effectiveness of an orientation programme can have a lasting
effect on absenteeism and turnover.
4. Integrating his/her personal goal with the organizational
goals.

ORIENTATION PROGRAMME:

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Orientation programmers range from brief, informal introductions to

lengthy ones. In informal orientation, new employees are instructed to
report to the personnel department for an explanation of company
policies before being referred to the immediate supervisor for an on-the-
job briefing or specific work procedures.
Formal orientation is elaborate and is spread over a couple of weeks
or months. It consists of three stages:
(i) A general introduction to the organization, often given by the
HR department.
(ii) Specific orientation to the department and the job, typically
given by the employees’ supervisor.
(iii) Follow-up meeting to verify that the important issues have
been addressed and employee questions have been answered.
A formal orientation programme is shared by the HR specialists and
supervisors. The former covers such areas as organizational issues,
employee benefits and introductions, while supervisors outline mainly job
duties.

HR Organisational
Representati Issues, Employee
ve Benefits,
Introductions
Special
Anxiety To Placement
Reduction
Specific Job seminars
location
Supervisor and duties

FORMAL ORIENTATION PROGRAMME:

The topic often concerned in employee orientation programmes include:

Organisational Issues:

1. History of employer

2. Organisation of employer

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3. Probationary period

4. Company policies and rules

5. Disciplinary regulations

Employee Benefits:

1. Pay scales and pay days

2. Vacations and holidays

3. Training and educational benefits

4. Employer- provided services to employees

5. Rehabilitation program

Introduction:

1. To supervisor

2. To trainers

3. To co-worker

4. To employee counselling

Job duties:

1. Job location

2. Job tasks

3. Job safety requirements

4. Overview of job

5. Relationship to other jobs

Requisites:

Orientation programme to be effective must be based on serious

consideration to attitudes, behaviours and information that new
employees need. Some of the requisite of an effective system are:-

a) Prepare for new employees:

New employees just, initially, feel that they belong to the

organisation and are important. So, both the supervisor and the HR unit

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should be prepared to receive the employee. The co-workers must also be

aware if the arrival of new worker.

b) Determine information new employees want to know

Often it happens that the new employees receive information on

issues, which is not immediately required. Same time, they fail to get vital
information needed during the first day of a new job. There needs to exist
a co-ordination between the supervisor and the HR unit. Such co-
ordination demonstrates the importance attaches to its orientation
programme.

c) Determine how to present information

Line managers and HR representatives should determine the most

appropriate way to present the orientation information. It can be through
lectures, interviews, films and tour to the plants. The manager or the HR
representative can review this information a few days later to answer any
of the employee’s questions.

d) Completion of paperwork:

All essential paperwork should be completed during orientation so that

the employee gets paid accurately and on time. Various tax and
insurance forms as well as time cards and other items need to be
completed in a timely fashion.

e) Evaluation of orientation programme

Organisations with orientation programmes ask employees to

complete a questionnaire evaluating the programme. The HR
representative or the supervisor may conduct follow-up interviews to elicit
the employees opinion.

PROBLEMS OF ORIENTATION:

An orientation programme can go wrong for a number of reasons.

The HR department should try to avoid such errors:

1. Supervisor who is entrusted with the job is not trained.

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2. Employee is overwhelmed with too much information.

3. Employee is overloaded with forms to complete.

4. Employee is forced to fill in the gaps between a broad orientation

by the HR department and a narrow orientation at the
departmental level.

5. Employee is given only menial tasks that discourage job interest

and company loyalty.

Thus orientation is a part of socialization, which in turn is a process

of adoption. Organizational socialization attempts to adapt the new
employee to the organizations culture by conveying to the employee how
things are done. After an employee has been hired and oriented, he/she
must be placed in the right job.

REF: - DR. D
MAVOOTHU

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EMPLOYEE INDUCTION/ ORIENTATION

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The term ‘induction’ is generally used in a workplace context to

describe the whole process whereby employees adjust or acclimatise to
their jobs and working environment. As part of this process, ‘orientation’
can be used to refer to a specific course or training event that new
starters attend, and ‘socialisation’ can be used to describe the way in
which new employees build up working relationships and find roles for
themselves within their new teams. Some people use the term
‘onboarding’ to describe the whole process from an individual’s contact
with the organisation before they formally join, through to understanding
the business’ ways of working and getting up to speed in their job.

Every organisation, large or small, should have a well-considered

induction programme. Employees who have a well thought-out induction
are more likely to stay with the organisation. However, designing an
appropriate and cost-effective induction package is a complex task. The
induction programme has to provide all the information that new
employees need, and are able to assimilate, without overwhelming or
diverting them from the essential process of integration into a team.

Induction/orientation can be defined as the process of teaching

what is right and why it is right. Induction refers to all forms of verbal
explanation, such as reasoning, preaching and teaching. Induction
provides cognitive information describing appropriate behaviours and
justification for why such behaviours are important. It also includes
various verbal reinforcements for appropriate behaviours. Abundant
evidence indicates that induction is useful, if not necessary, technique in
moral development. Parents who use induction to explain the implications
of their child's behaviour on others generally have children who
demonstrate consideration for others, resistance to temptation, and little
aggression. Likewise, supervisors who provide logical explanations for
why employees should behave honestly, why they should be helpful to
others, and why they should be loyal to the company, will help employees
to acquire moral values of honesty, pride, in work and loyalty.

When you take on a new employee, it is important that you give

them the right induction that will benefit themselves and your business.
This induction period can be considered as the foundations for getting the
most out of the employee and to determine their long term success in
your business. The length and nature of the induction process depends on
the complexity of the job and the background of the new employee. One
size does not fit all - a standardised induction course is unlikely to satisfy

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anyone. Research has shown that tailor-made induction programmes

increase staff retention.

An induction should be given at the beginning of employment and

may stretch for several weeks, or even months. During this time, the
quality of the induction will have an effect on how the employee
visualizes your business and how well they will integrate into it.

Some companies often make the mistake of ignoring induction

periods. Instead, they leave the new employee to pick things up
themselves, and from existing employees, which costs time and money.
This defeats the idea of induction which is to integrate the employee so
that they reach their full potential as soon as possible.

If your new employee is to be recruited through an interview, then it

is a good idea to start the induction at that specific time. Even if the
applicant isn’t definitely going to be your new employee, it still gives
them a chance to maintain interest in your business.

PURPOSE OF INDUCTION
The purpose of an induction procedure is to assist a new employee
in the "settling down” process.

Starting a new job is a stressful experience, due to new situations

and demands plus fears of looking silly. During the settling - in period, a
new employee is unlikely to be effective or fully productive and may even
leave if the feelings of unease are strong enough.

It is therefore worth spending time on effective induction, as real

cost savings can be made on avoidance of accidents caused through
unfamiliarity, rapid achievement of full productivity and avoidance of
costs incurred in unnecessary recruitment to replace lost employees. The
main purposes related to induction are: -

1. To Reduce Start-up-Costs

Proper orientation can help the employee get "up to speed" much
more quickly, thereby reducing the costs associated with learning the
job.

2. To Reduce Anxiety

Any employee, when put into a new, strange situation, will

experience anxiety that can impede his or her ability to learn to do the

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job. Proper orientation helps to reduce anxiety that results from entering
into an unknown situation, and helps provide guidelines for behaviour
and conduct, so the employee doesn't have to experience the stress of
guessing.

3. To Reduce Employee Turnover

Employee turnover increases as employees feel they are not

valued, or are put in positions where they can't possibly do their jobs.
Orientation shows that the organization values the employee, and helps
by providing tools necessary for succeeding in the job.

4. To Save Time For Supervisor & Co-Workers

Simply put, the better the initial orientation, the less likely
supervisors and co-workers will have to spend time teaching the
employee.

5. To Develop Realistic Job Expectations, Positive Attitudes and Job

Satisfaction

It is important that employees learn early on what is expected of

them, and what to expect from others, in addition to learning about the
values and attitudes of the organization. While people can learn from
experience, they will make many mistakes that are unnecessary and
potentially damaging.

ORIENTATION PROGRAMME:
Orientation programmers range from brief, informal introductions to
lengthy ones. In informal orientation, new employees are instructed to
report to the personnel department for an explanation of company
policies before being referred to the immediate supervisor for an on-the-
job briefing or specific work procedures.
There are two related kinds of orientation. The first kind is called
Overview Orientation, and deals with the basic information an employee
will need to understand the broader system he or she works in. Overview
Orientation includes helping employees understand:
• Welcoming employee to the organisation
• employee details will be verified and collected

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• information about compensation and benefits

• The need for confidentiality regarding the Company will be
highlighted
• Governing of organization in general, the department and the
branch
• important policies and general procedures (non-job specific
eg: smoking policy, discipline and grievance)
• safety and accident prevention issues
• employee and union issues (rights, responsibilities)
• physical facilities ( canteens, gyms, other infrastructures)
• confirm induction details and complete induction form
• Ensure the new employee does not currently require any
further information
Often, Overview Orientation can be conducted by the personnel
department with a little help from the branch manager or immediate
supervisor, since much of the content is generic in nature.
The second kind of orientation is called Job-Specific Orientation, and
is the process that is used to help employees understand:
• function of the organization, and how the employee fits in
• who is who in the organization
• Introduction to co-workers and other people in the broader
organization.
• job responsibilities, expectations, and duties
• Safety precautions should be emphasised
• policies, procedures, rules and regulations
• layout of workplace
Job specific orientation is best conducted by the immediate
supervisor, and/or manager, since much of the content will be specific to
the individual. Often the orientation process will be ongoing, with
supervisors and co-workers supplying coaching.
Follow - Up

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It is important to follow up on the initial induction within the first few

weeks.
• Employees should be asked how they are settling in and whether
they require any additional information.
• Views on the induction procedure should be sought and noted. Any
comments should be related in writing to the appropriate
Department, so that changes may be made as required.

ADVANTAGES AND DISADVANTAGES OF FORMAL

INDUCTION
Advantages Disadvantages
• Saves inductors' and • Contains a range of subjects
managers' time by dealing with that are unlikely to appeal to
a group rather than several a cross-functional and mixed
individuals. ability group of new
• Ensures that all new recruits employees.
are given a positive message • May take place several
and consistent information, weeks, or even months, after
portraying a clear employer the inductee joins the
brand, values and culture. organisation, which disrupts
• Can employ a range of integration into the work
communication techniques team.
including: • Is less personal and involves
o group discussion and managers and HR personnel
projects rather than colleagues and
o presentation(PowerPoint/ local supervisors.
overheads/ slides/ • Contains too much
videos) information to be
o visits and guided tours assimilated in a short time.
o off-site training sessions
o involvement with • May not be a true reflection
suppliers, customers and of either the organisation or
contractors the job.
• Enables new recruits to • Individuals may not be able
socialise with each other and to attend all sessions in a
build cross-functional series of induction
relationships. presentations resulting in

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• Relatively easy to arrange incomplete induction.

INDUCTION CHECKLIST:

Regardless of the type of orientation, that is, formal or informal

induction, it is important to keep a checklist of the areas of induction
training received, ideally countersigned by the individual. This helps to
ensure all employees receive all the information they need. This checklist
can be a vital source of reference later in employment - for example to
check an employee has been briefed on policies, or to produce evidence
of training in the event of a health and safety inspection. The checklist
can include details like:-
a. Pre-employment : Joining instructions proof of the right to work in
the country, conditions of employment , company literature
b. Health and safety : Emergency exits, evacuation procedures, first
aid facilities, heal and safety policies, accident reporting, protective
clothing, specific hazards, policy on smoking etc
c. Organisation : site map- canteen , first aid post, telephone system,
computer system, organisation chart (global and departmental),
security pass, car park pass, security procedures, official secrets
act, data protection act, freedom of information act.
d. Terms and conditions : Absence/sickness procedure, working time,
including hours, flexi-time, etc arrangements for breaks
holidays/special leave probation period performance management
system discipline procedure grievance procedure Internet and
email policy
e. Financial : pay - payment date and method tax and national
insurance benefits pension/stakeholder pensions expenses and
expense claims
f. Training : agree training plan training opportunities and in-house
courses CPD and Personal Development Plan career management

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g. Culture and values : background mission statement quality systems

customer care policy employer brand
This helps to make sure that the employees are induced properly
without overloading of information.

AFTEREFFECTS OF UNEFFECTIVE PLANNING:

New employees get off to a bad start and never really understand the
organisation itself or their role in it. This may lead to:
• poor integration into the team
• low morale, particularly for the new employee
• loss of productivity
• Failure to work to their highest potential.
In extreme cases, the new employee leaves, either through resignation
or dismissal. Early leaving results in:
• additional cost for recruiting a replacement
• wasted time for the inductor
• lowering of morale for the remaining staff
• detriment to the leaver's employment record
• having to repeat the unproductive learning curve of the leaver
• Damage to the company's reputation.

CONCLUSION
It’s important that induction is not just treated as a ‘tick box’ exercise,
but is seen as a vital opportunity to introduce new employees to the
culture and ways of working of the business. Managers (with guidance
from HR) need to invest time in inducting new employees to help them
become productive more quickly and to help prevent new recruits leaving
within their first six months in the job. Orientation (or lack of it) will make
a significant difference in how quickly an employee can become more
productive, and also has long term effects for the organization

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A good induction can determine how quickly your employee settles

into the business and the speed at which they develop to reach their full
potential. Giving the employee all they need to know in relation to their
time at your business will further determine its effectiveness.
The importance of how long the induction should be has been stressed
throughout the article. Take as long as you need until you believe (and
have been acknowledged) that the new employee has been integrated
completely into your business. Have a ‘follow up’ appraisal to sort out any
queries that they (or yourself) may have.
Involve everyone that you feel essential to create good relations
between the new employee and those that they will have connections
with. Make the employee feel welcome and comfortable in all areas that
will involve their presence.

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