This document discusses the importance of induction for new employees. It defines induction as a process for introducing new employees to an organization, workplace, and work group. The purpose of induction is to help new employees become productive quickly and feel accepted. An effective induction process explains expectations, increases motivation, develops realistic expectations, and reduces uncertainty and turnover. It should include communicating key information, a health and safety overview, and introducing the new employee to their team and manager. Planning, preparation, and monitoring are essential for a successful induction.
This document discusses the importance of induction for new employees. It defines induction as a process for introducing new employees to an organization, workplace, and work group. The purpose of induction is to help new employees become productive quickly and feel accepted. An effective induction process explains expectations, increases motivation, develops realistic expectations, and reduces uncertainty and turnover. It should include communicating key information, a health and safety overview, and introducing the new employee to their team and manager. Planning, preparation, and monitoring are essential for a successful induction.
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How the induction process in a company is processed
This document discusses the importance of induction for new employees. It defines induction as a process for introducing new employees to an organization, workplace, and work group. The purpose of induction is to help new employees become productive quickly and feel accepted. An effective induction process explains expectations, increases motivation, develops realistic expectations, and reduces uncertainty and turnover. It should include communicating key information, a health and safety overview, and introducing the new employee to their team and manager. Planning, preparation, and monitoring are essential for a successful induction.
This document discusses the importance of induction for new employees. It defines induction as a process for introducing new employees to an organization, workplace, and work group. The purpose of induction is to help new employees become productive quickly and feel accepted. An effective induction process explains expectations, increases motivation, develops realistic expectations, and reduces uncertainty and turnover. It should include communicating key information, a health and safety overview, and introducing the new employee to their team and manager. Planning, preparation, and monitoring are essential for a successful induction.
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Induction
MGT533/NZD633 Human Resources
Management Learning Outcome Learning Outcomes • Explain the importance of a planned and quality induction for employees • Explain the purpose of the induction process • Explain benefits of induction & socialisation to business & employee • Describe how onboarding processes help employees understand what is expected of them. • Design an induction programme that incorporates principles of effective familiarisation process What is Induction and Socialisation? • Induction describes a specific course or training event that new starters attend, to ways in which new employees build up working relationships. • Programme for introducing new employees to organisation, workplace and work group • May be called orientation, familiarisation • Aims to make new employees productive and accepted as quickly as possible Activity • Talk to your partner about an induction you have participated in, with either an employer or voluntary organisation and explain what made it an effective induction and what you enjoyed about it. • Alternatively, talk to your partner about an induction you participated in, that you did not enjoy. Expl.ain why you didn’t enjoy it • Explain an occasion when you started an organisation and they did not have any induction process and you were ‘thrown in at the deep end’. How did this make you feel? Induction/Socialisation/Onboarding? • Socialisation is the process by which organisation or group seeks to influence individual to adopt its values, norms and behaviour patterns. • “Induction teaches newcomers how to get the job done and produce the desired result, while socialisation helps them learn how to behave & to recognise what really matters to organisation & its members • Induction is an event; socialisation is a process • Socialisation refers to the process where employees adjust or acclimatise to their jobs and working environment. • Onboarding’ to cover 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. What is the purpose of Induction? – One chance to make the right impression!
• The aim is to ensure
that new employees, or existing employees appointed to new positions become familiar with their new roles and workplace and accepted as part of the team. Discussion Question • When does induction start? – The employees’ first day? – When the employee became aware of the companies products and services? – When first direct contact is made about employment? Induction Aims to: • Communicate essential information (mission, values, culture, objectives, policies, procedures, rules) • Increase motivation – feel welcome and important • Develop realistic expectations and reduce uncertainty – job should be clearly defined and explained • Reduce turnover – Clear link between employees’ early experiences in an organisation and their satisfaction and labour turnover • Save time and money – reducing costly mistakes • Relieve anxiety – A friendly welcome reduces it! What happens without an effective induction programme? • 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. More seriously…..
• In extreme cases, the new employee leaves, either through
resignation or dismissal. This can result 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. Who needs an induction? • All staff, both full- and part-time need an induction programme. • Some groups have specific needs, for example graduate trainees, people returning from career breaks, long- term absence or maternity/paternity leave, senior appointments, technical specialists, directors. • Contractors and consultants or entering into strategic partnering arrangements. Who’s responsible for induction? • Manager’s should ensure that new employees receive appropriate induction. • They should be made accountable for induction, as poor induction can adversely affect employee turnover and productivity rates. • It can be carried out by another team member – a good idea is to assign a buddy from the immediate work group. HR’s Role in Induction
• HR is responsible for the company’s
induction policy and for developing and evaluating the full range of induction programmes and courses. • HR specialists will also implement some aspects of induction. A good induction programme contains the following elements: • A clear outline of the job/role requirements explanation of terms and conditions including key policies • Practical information such as office opening hours, telephone and IT systems • Orientation (physical) - describing where the facilities are • Orientation (organisational) - showing how the employee fits into the team and how their role fits with the organisation’s strategy and goals • An awareness of other functions within the organisation, and how the employee fits within that • Meeting with key senior employees (either face to face or through the use of technology) • Health and safety information - this is a legal requirement • Details of the organisation's history, its culture and values, and its products and services • Practical information such as office opening hours, how to contact IT, and when the fire alarm tests take place • Remote/flexible working tools and access to work systems, if applicable. Planning Induction Preparation • This should start as soon as the job offer is accepted. – Put new employees on the mailing list for general news and information – Set up regular communication – Prepare an induction schedule and send it out with the new start paperwork – Ensure they have details for their arrival on the first day – e.g. parking/rules/arrival at reception, map of the site if necessary First Day • Each induction programme should start with a welcome form the manager/team leader, with a brief explanation of what the new employees can expect over the first few days • Introduce the new employee to the rest of the team. • Show them their desk/workplace • Shown the layout of the site etc • Emergency procedures • Logins/IT/Phones etc • If more than one person starts on the same day, keep them together • Don’t forget the non-standard employees – part-time/casual employees • Shouldn’t be a boring communication of administrative details Plan an induction programme – the 9P approach • Profile - (mission/activities/structure) • Policies and Procedures - (early, so they don’t breach employment conditions • People – start with immediate work group, then further • Places – provide a sketch plan with photos • Plant – familiar with Emergency procedures/ Health and Safety • Processes – provide training in • Pay – ensure all payroll paperwork is completed • Power – Report to/organisational structure • Problems – ensure they know were to go Induction • checklist Prepare each individual’s induction programme as a checklist • Both managers and the employee should then share responsibility for checking that the list is covered • HR should then follow up to ensure that the induction checklist has been actioned • Allow access to online information and any booklets or pamphlets with key information Activity: Example Induction booklets
• Analyse the induction booklets on Moodle.
– Mitre 10 – Sealord – NMIT • Questions: • What do you think works well about each of them? (Advantages) • What do you think does not work so well about each of them? (Disadvantages) Activity
• As a class, you are to design an induction booklet, for a factory producing
chips (cold chips) • You will each be allocated into a group and each group is required to prepare the induction checklist for that part of the induction: • Group 1: Pre-employment welcome and information • Group 2: Planning for the new start • Group 3: Day 1 • Group 4: Initial information and administration • Group 5: Health and Safety • Group 6: Employment Matters • Group 7: End of week 1 to end of month 1 Monitoring • Employee’s progress should be monitored closely by managers during the early stages. • New employees need regular feedback • Remember a key objective is induction is to help employees become effective performers and members of the organisation, the process is not achieved until this is done. Trial Periods • A trial period us a provision written into an employment agreement, that states that for a specified period (not exceeding 90 days), the employee is to serve a trial period and during that period the employee may dismiss the employee and the employee is not entitled to bring a personal grievance or other legal proceedings in respect of that dismissal. • Trial periods must be agreed. • They can make a claim however for unjustified disadvantage, sexual harassment, discrimination etc • Still required to act in good faith, need to be constructive, responsive, communicative and active during that relationship Termination under trial periods • Need to communicate if the trial period is not going well. • Termination should not come as a surprise and performance needs to be discussed throughout the trail period. • It is essential that regular feedback is provided • Do not need to implement the full disciplinary process • Need to comply with company policies regarding a performance issue. • Notice must be given before the end of the employment agreement. Probation Periods • Must be specified in writing • A probation period should be a positive and constructive experience for both the employer and the employee • It provides a framework for future performance management • The employee should be provided with training and regular feedback about their performance against the employers expectations • An employee can still raise a PG for unjustified dismissal • It is possible to apply a condensed disciplinary process for probationary periods • Need to specify at the outset, how the probationary period will work, what the expectations are and how they will be reviewed Termination with a Probation Period • A probation period does not give an employer the right to dismiss an employee at the conclusion • The employee must be given fair warning before the end of a probationary period, that the employment is coming to an end, if the performance is not satisfactory • It is possible to apply condensed disciplinary processes to probationary periods, instead of three warnings, this process can be reduced • Encouragement and further assistance needs to be provided, to support them to reach the required standard • At the end of the probation or trial periods, you should meet with the employee to discuss their performance overall and set objectives for the future. Onboarding – socialisation • Describes the process of joining psychologically, as the employee adapts to the organisations style, culture, norms and standards. • Some people do not adapt and eventually reject the organisation, by resigning, or by emotionally disconnecting and treating it as a place to work and be paid • Socialisation helps people manage the challenges that arise out of the gap between individual expectations and organisational realities Socialisation methods • Schooling – Formal instruction • Apprenticeship – Learn from exposure to peers • Co-option – Progressive admittance to in-groups • Mortification – Forced into conformity Bibliography:
• Rudman, R. (2012) Human Resources Management in New