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1. Session Induction

3. Induction – Why? New staff will require answers to: Where am I now? What are my rights? What are my limits? What are my duties? What is my potential career path?

4. Role of Induction Induction may be regarded as the final phase of recruitment and selection but also the first phase of training and development. Induction is defined as the formal process of familiarising new staff to the organisation, their role and the roles of their work unit. It is sometimes called orientation.

6. Socialisation New staff are socialised through a properly conducted induction program. Socialisation is the process by which new staff acquire the competencies that make them productive and successful organisational members. Induction programs are an effective start to the socialisation process as most new staff have a desire to succeed and fit into the organisation.

7. Importance First impressions are lasting impressions! This is often overlooked or disregarded by managers unwilling to take the time to follow through on the recruitment process. A sound induction program can avoid a less than ideal outcome due to a potentially excellent recruit adopting bad attitudes, ie. through associating with the wrong people in the workplace. A sound and well-thought-out induction program will help a new recruit to settle into a job and become an effective contributor.

8. Objectives Induction or orientation basically has two objectives: Firstly, to inform staff of organisation policies, norms and values and benefits Secondly, to make staff aware of important locations, procedures and services which are available to them.

9. Program Objectives 1. introduction to organisation; 2. defining specific terms of employment; 3. acquainting staff in detail about job requirements (ie tasks, competencies and training) reducing learning curve; 4. promoting staff confidence; 5. establishing an early favourable staff attitude towards the organisation; and 6. establishing staff commitment to goals, job requirements and performance expectations.

10. Individual Focus Keep the needs of individuals in focus so that the program is not just a generic group exercise. Two-way communication is allowed/encouraged Ensure the induction program allows for questions, discussion and interaction as this can help build open and trusting relationships between management and staff.

11. Benefits The benefits of an effective induction are significant: reduced turnover and absenteeism; positive attitudes and morale developed; reduced level of anxiety; builds good communication and provides a sound foundation for a positive workplace relationships; instills safe working practices; informs staff of important aspects of an organisation's history, culture, values and goals; reduces learning time and therefore may lead to higher levels of productivity sooner.

12. Organisational Needs To develop staff loyalty and commitment. To confirm the level of competence of the new recruit and to facilitate the enhancement of skills. To foster and maintain high levels of motivation. To make the change in staff as least disruptive to the workflow as possible.

13. New Recruit Needs The need to eliminate or reduce the level of anxiety being experienced. The need to feel competent and productive in the new job situation as soon as possible The need to relate to other people and establish a network of contacts in the new organisation The need to know how the job fits into the immediate work area and how its output affects the organisation The need for the reality of the new job to match expectations The need for insight into what really makes the organisation tick and the way that things are done.

14. Systematic Approach The use of a systematic approach (such as a checklist of points or items) supplemented by an induction booklet to avoid information overload is suggested. Many organisations indicate that 50-60% or more of their resignations occur in the first six months with the organisation. A supportive and properly planned induction process will result in optimum use of organisation resources as well as an increased probability that new recruits will remain with the organisation.

15. Induction Levels Induction takes place at three levels: 1. the strategic level, which provides information about the employing organisation and what the organisation as a whole will be providing for the employee; 2. the workplace, where information is given about the situation and context of the work; 3. the job, providing the new recruit with detailed knowledge about how the actual job is performed. This often involves on-the-job training.

16. Strategic Induction Process The corporate organisational level induction may be integrated over a longer time frame, perhaps a fortnight to a month after starting. The objectives at this level are: familiarisation with the organisation mission or vision statement; familiarisation with the corporate/business goals and objectives; familiarisation with the organisational philosophy or culture; an introduction to organisation-wide structure, operations and activities; an overview of the 'corporate plan' or strategic direction; the employee's impression of the overall effectiveness of the induction program.

17. Workplace Induction Process The following elements should be included: introduction to colleagues, subordinates and supervisors; the 'chain of command'; physical layout of the workplace and location of amenities; location of, and relationship with, other sections/departments; elements of the job (job description); hours of duty; routines and normal procedures/systems/practices; specific responsibilities; social activities/groups; career paths/expectations.

18. Induction Process The induction process, therefore, should be paced to provide adequate information for the new employee to commence work safely, with additional information being introduced as it is needed or can be absorbed. Initially, information relative to the workplace and job would be provided over two to three days.

19. Induction Strategies Strategies have been developed which aid the induction process and enhance the prospects of a new recruit becoming socialised into a new organisation. They also promote the development of positive attitudes and high levels of job performance. The buddy system This is a strategy designed to offset the negative influences threatening a new employee. A 'buddy' is allocated to a new recruit to provide a ready reference and source of information, helps new recruits to become socialised and acculturalised to the organisation.

20. Program Delivery Who should be involved in conducting orientation and induction programs? Senior Management Their presence signals to participants that the process they are goring through is important. They can talk with authority on the organization’s present status and what is planned for the future. Human Resource Management Specialists and Training and Development Staff These staff usually play a major role in the design of induction programs and in the preparation of orientation kits. They are usually responsible for the co-ordination as well as evaluation of these programs.

21. Induction Phase The induction phase should involve: Line managers as this phase concentrates on the job itself, the immediate work environment and co-workers, this responsibility rests with the recruit’s manager. Line managers should be trained in conducting inductions and for this and other reasons it sis useful for line managers to have completed basic courses in workplace training. Team members - in larger organisations. In these circumstances respected mature team members who are respected for their judgement and abilities can be asked to act as mentor or buddy to the new staff member.

22. Common Problems Emphasis on paperwork - too much paperwork creates a bureaucratic and impersonal impression of the organisation. Information overload - with too much information it is difficult for new staff members to absorb all the information provided to them. This could also feel intimidating. Information irrelevance - much of the information given to new staff does not have immediate relevance to their jobs. Any information of minimal interest or value should not be included. Scare tactics - organisations sometimes see orientation as an opportunity to 'put the wind up' new recruits. New staff can be told that their prospects for success are slim unless they are very productive and that might mean working exceptional hours. This approach will only increase their anxiety levels further.

23. Common Problems Too much selling - using orientation as an opportunity to instill corporate loyalty and warm feelings about the organisation can backfire if the approach is heavy-handed. Formal, one way communication – a series of presentations from senior managers and HR officers may be perceived by recruits that managers are not readily accessible. This could lead new staff will not seek help when or as often as they should. There needs to be an opportunity for questions and for informal discussion with speaker. "One-shot" mentality - organisations fail to give new staff information as and when they need it. It is unrealistic to believe that all a recruit needs to know can be given on one day. Orientation needs to be seen as a process extending over a period of months.

24. Common Problems Lack of diagnosis and evaluation of orientation programs - where programs just run on their own. Organisations should evaluate and change the format or content of orientation programs in order to better meet the changing needs of new staff. Lack of follow up with new recruits - despite invitations or undertakings given during orientation there is often little follow up or checking on the progress of new staff. Recruits might see this lack of follow up as a lack of real interest in them. Over reliance on professional and occupational training assumptions that experienced and well-qualified recruits can step immediately into their new jobs and be productive are often misplaced. New staff needs to see how their job is undertaken in a different organisational setting. Lack of contact with immediate managers and colleagues - not linking those people who can be of most assistance to newcomers can be a major failing of orientation programs.

25. Manager Responsibility Recruits need time to adjust to their new workplace environment Recruits are gradually introduced to people who they interact with Recruits are allowed time to "get their feet on the ground“ Is relaxing/anxiety reducing for recruits? A well-designed programme should reduce rather than increase anxiety. This can be achieved through the demonstration of helpful and supportive behaviours, which create positive attitudes toward management and the organisation generally.

26. Manager Responsibility Recruits' needs are systematically diagnosed and the effectiveness of Programs evaluated Orientation and induction programs need to be adjusted with new topics and issues being added as needed. Elements of limited value need to be eliminated or improved upon.

27. Induction Evaluation At least once a year a program should be reviewed to see if it is meeting its objectives and to suggest further refinements. Issues that need to be considered include: Is the program appropriate? Does the manner in which the program is conducted convey an accurate impression of the organisation? Is the program easy to follow? Is the content and style of the program appropriate for all who participate in it? Is the information that is presented easily understandable and is it delivered in an organised way? Is the program interesting?

28. Induction Evaluation Does the program gain and hold the attention of participants? Does the program use a sufficient variety of channels and methods of communication? Is the program flexible? Can the program be easily modified if the organisation expands and diversifies or contracts? Can existing staff access various parts of the programme so as to bring them up to date with important plans the organisation might have?

29. Induction Evaluation Is the programme personally involving? Does the programme emphasise the importance of human resources to the organisation? Does it leave recruits feeling that they are valued? Is the programme economical? Is the overall cost of delivering orientation and induction programmes acceptable to the organisation?

30. Planned Program A planned induction program has the following advantages: Uses management and staff time more effectively and efficiently Will cover essential, perhaps legal issues, which could be more easily overlooked if a less formal, unplanned approach was adopted Offers better prospects of retaining the recruit The choice of the 'inductor' must be made with care - this person must be a respected staff member or manager, a good role model and an effective communicator. The inductor will be a person who knows the organisation, its policies and what it represents.

31. Probation Period A probationary period allows both new employees and their employers to "size each other up" during a designated period in which the employee can assess the attractiveness of the job, the working conditions, likely rewards against their aspirations and preferences, and the employer can obtain a "slice" of the new employee's competencies and work output against desirable standards. It is analogous to a "trial marriage" wherein both parties evaluate their compatibility.

32. Induction Summary Reasons for induction Continuous process Cooperative endeavour Careful planning Checklist Focus on what’s important Develop an induction packet Sample orientation program Follow up and evaluation

33. Sample Induction Kit

34. Study Session Activity Task: Undertake Case Study – The Replacement. Answer the five questions at the end of the case study. Explain the reasoning for your responses. Activity Time: 20 – 30 minutes.

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