Induction
1. Introduction
The purpose of Induction is to help new employees settle in to their new roles quickly, happily and effectively. Additionally, if we want new members of staff to grow and develop and to take responsibility and act on initiative we have to show them at an early stage that the organisation will help them do these things. Induction is the ideal place to inform them of this organisational commitment.
2. Benefits of Induction
Effective Induction has been seen to deliver a number of benefits:
- Increasing Commitment. Where the employee identifies with the organisation and wants to stay with it they are more prepared to work on its behalf. The first step to achieving this is to present the organisation as one worth working for. The ideal time to do this is during the initial Induction period.
- Clarifying the Psychological Contract. It makes sure that the new member of staff is aware of the implicit, unwritten beliefs and assumptions about how employees are expected to behave. By being aware of the “way things are done around here” new members of staff are quicker to make an effective contribution to the Department because they know what is expected of them.
- Accelerates Progress up the Learning Curve. An early and systematic approach to identifying development needs will ensure that the new member of staff learns more quickly what they need to know to increase their contribution to the department. Induction readily provides the firm foundation from which they can further develop.
- Socialisation. If the new member of staff quickly makes effective relationships with colleagues they will settle in much more readily, therefore, contributing earlier and more fully to the Department.
3. Consequences of Poor Induction
It is often the case that other work pressures will mean that time cannot be found to tell the new employee what he/she needs to know, unless specifically set aside for such purposes. This can have serious consequences;
- Poor performance
- Low job satisfaction
- Absenteeism
- High staff turnover
- Resignations or dismissals
- Tribunal cases - if employees complain of unfair dismissal because of inadequate training and high demands on managers
- Accidents leading to injuries and or prosecution (mistakes which are costly to the company)
These are all strong reasons for getting Induction right.
4. Process
When implementing an Induction programme there are a number of areas that need to be considered.
4.1 When does Induction Start?
The Induction period should begin prior to commencing employment. It is suggested that the new start receive a personal letter of welcome from their line manager and some information on what to expect on their first day, lunch arrangements etc. The letter should also request that the new member of staff report for work at 10am; this allows everyone in the Department to be prepared. A copy of the Induction Programme planned for them should also be provided.
4.2 Content
4.2.1 Primary Induction
The next stage of the Induction Programme is referred to as Primary Induction. This part of the Induction process would normally be expected to have been completed by the end of the first or second week. This primary Induction should consist of introduction to:-
- the people – colleagues, relevant managers and directors and other associated personnel
- the workplace – guided tour of location, including key areas such as fire exits, toilets, tea and coffee
- the organisation – issue of company information including background, mission statement, business objectives
- the role – identification of job description, key objectives and responsibilities, key working relationships, confidentiality, conduct, expected standards of performance
- health and safety – explanation of accident and safety procedures
- terms and conditions – contract, working hours, absence notification, holiday entitlement, probation period, discipline, competence and grievance procedures
- the office – Explanation of telephones, filing systems, computer systems
It is best to avoid swamping the new employee with too much information, as it is unlikely to be retained. Include information that will allow the employee to settle in sooner rather than later and leave less urgent information for later e.g. disciplinary policy.
4.2.2 Secondary Induction
The next stage of the Induction Programme is referred to as Secondary Induction. This part of the Induction process would normally be expected to have been completed by the end of the first three months. The focus here should be on the introduction to more specific Training and Development.
4.3 Delivery
The ideal Induction programme should be presented utilising a number of different formats, not just the traditional “chalk” and “talk” format. It should make more use of active learning. By utilising a number of formats we have a better chance of the learning being effective, because people learn in different ways; by observing others, by constant repetition/practice, by making decisions based on facts and by learning through experience.
4.4 People involved in Induction
Whoever is responsible for Induction should encourage different colleagues in the department to be responsible for different parts of the Programme, according to their different areas of expertise. This has the dual benefit of allowing the new member of staff to get the information they need, from the most appropriate person, and of allowing them an opportunity to meet and get to know their colleagues.
There is also merit in allocating the new member of staff a “buddy”, to help them through the initial stages of their new role, with particular reference to job specific training. Ideally this should be someone who is experienced in the “ways” of the organisation and the job role to which the new member of staff has been appointed. After the initial Induction period a Mentor may then be assigned to the new member of staff.
4.5 Paperwork
The paperwork that supports and records Induction does not need to be lengthy, it could just be a checklist of what an employee needs to know, who will tell them and when. If an Induction Programme is very complicated it can become difficult to manage and organise; as a result there may be the temptation to “miss bits out”. It is also essential that the paperwork is user-friendly to ensure that there is consistency in delivery of the programme.
When the Induction programme is completed the completed paperwork should be stored in the new member of staff's file.
5. Evaluation of Induction
What staff need to know will change regularly, therefore an Induction programme needs to be reflective of these changing needs. A systematic evaluation should be carried out between the line manger and the new member of staff at the end of the Primary Induction period. This review meeting should be structured around a more formal questionnaire. The results of the questionnaire should then be forwarded to the person in the Department who has overall responsibility for Induction. It should be that person who ensures the programme continues to meet the needs of staff.
6. Successful Implementation of an Induction Programme
To successfully implement an Induction programme there are a number of factors that must exist.
- There must be a documented structured programme (see appendix one)
- There must be senior management commitment to the process
- Middle managers must find time to deliver and support the process
- There must be someone who takes overall responsibility for Induction within the department
- Those responsible for Induction should be clear that all new members of staff require to be Inducted; including those who move role within departments, those who transfer from different departments and temporary staff covering for things like long-term sickness or maternity leave.
- Induction must be seen as the starting point for continual development of individuals
- General Induction, as discussed here, should be fully supported by a similar programme of structured job specific training for the new member of staff.
Induction Files
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