Judith M.O. Brown, Ph.D.,  has over fourteen years experience as a researcher, analyst, and compliance specialist, identifying the major challenges facing human resources professionals, management, and employees in both the public and private sectors, and developing products and resources to enhance their individual and organizational performance.  Dr. Brown has authored several articles and reports addressing organizational and human resources management issues in industry journals, magazines and HR Web sites.  A graduate of the Virginia Polytechnic Institute and State University, she holds a Doctorate Degree in Human Development and a Masters Degree from the University of Maryland, University College.

Given the interest by our readers in her report, Employee Orientation, I interviewed Judith to help give companies further insight into how to improve their induction or orientation process.

1. In your experience, what are some common mistakes companies make in the induction process?

Judith: I have observed some key things companies tend to do incorrectly in acclimating new employees or mishandling the employee’s transition into the company. Companies tend to misunderstand what the “on boarding” or induction processes is all about and vastly underutilize the opportunity to effectively welcome and retain valuable employees. Why? Because it is easy to underestimate just how difficult it is for new employees to adapt to a new job and a new culture and it takes a long time for them to contribute.

When companies take a “Let ‘em sink or swim” attitude, the failure rate is extremely high, particularly for higher-level employees – and the monetary price tag – one to four times the person’s salary – is only part of the cost they pay. Failed hires hurt employee morale. They increase workload. They create stress, and most importantly, repeated miscues will make the management team and human resources appear incompetent.

Some common mistakes that will be guaranteed to turn off the new employee:

1.      Using the orientation time primarily for employees to complete mounds of administrative paperwork.

2.      Not preparing a work space or work area prior to the employee’s arrival.

3.      Escorting the new employee to their work area and neglect to introduce them to co-workers or assign them a mentor.

4.      Leaving the new employee at their work station, to manage on their own, while co-workers pair up and go off to lunch.

5.      Assigning the new employee to a person who is too busy or does not have the communication skills to train the new hire.

6.      Assigning the new employee the most unhappy, negative, company-bashing, team member.

7.       Assigning the employee “busy work” that has nothing to do with their core job description, because you are having a busy week.

8.       Starting the new employee without taking the time to properly orient them to the customs, policies and procedures or the company.

9.      Scheduling the new employee to start work while their supervisor or manager is out on vacation.

2. With a good induction program, what benefits will the company receive?

Judith: A well thought out induction program, whether it lasts only one day or six months, will help not only with retention, but also achievement of early productivity. Companies with well executed induction programs, get their new employees up to speed sooner, and have an improved alignment with the quality of work the employee produces and the work objectives and goals of the company.

Some additional benefits of an effective program include:

-         Lower employee turnover and therefore lower recruitment and on-the-job training costs (both time and money);

-         Improved staff morale and greater loyalty and commitment to the organization;

-         Reduction of new employees’ anxiety; and

-         Early achievement of job proficiency.

The quality of a good induction program says a lot more about the managerial style and company culture than one would think.  It sets the tone of the relationship between the employee and the employer. The saying, “You never get a second chance to make a first impression” is so applicable to the induction process.  With some thought and a small amount of prior organization, the relationship can get off to a great start by implementing an effective induction plan.  This will in turn create an engaged, enthusiastic and productive employee.

3. How would you describe a good induction process?  What elements does it need to include?

Judith: If every company considers their new employees as human beings, with all the associated wants and needs, they will do well. No matter how senior that employee is, any new person has concerns about fitting in, or their ability to perform well on the job, worry about getting lost or even looking stupid.

Some important elements to consider, no matter what the company size:

• Ensure the program is well planned.  New employees come onboard with different, and very often unique, induction needs.  It is therefore important that the program is planned and implemented to ensure they cater to the variety of people employed.
• Before the first day, be sure to stay in touch with the employee after they have accepted the position, whether through a welcome letter or even a phone call. You are then able to respond to any questions or answer any queries they may have.
• Send an outline of the induction program with a letter so the employee knows what to expect, especially during that first week.
• Provide the new employee with an induction folder with pertinent information.  This is a great way to ensure they have all the information they require to settle into the company.   Depending on your organization you can tailor the induction packet accordingly, but some basic documents you can include:

-         The employee’s job description.

-         Examples of how to complete company forms and descriptions of when these are necessary.

-         A list of frequently asked questions and answers.

-         A contact person/department list including all phone numbers and extensions.

-         An organizational chart so the new employee knows where they fit in the big picture.

• Ensure the supervisor or key staff members are at work before the new employee arrives.
• Have the new employee’s work area ready for their first day at work.
• Every program should ensure new employees are well informed of the values, history and expectations of the company, and aware of who is who within the company.
• Make a special effort to ensure the employee feels welcomed and valued on the first day. Let existing team members know when the new employee is starting and encourage them to be a part of the welcoming process.  If the new employee is left alone at lunch time, it would be a good time to take the employee out to lunch with the rest of their team members. This would be a great way to develop team spirit.
• Assign another team member, mentor or ‘buddy’ to show the employee around, make the introductions, and begin any initial training. Provide the mentor with sufficient notice so they can make preparations.

4. What does a company need to do to improve their induction program?

Judith: The first step in turning around your induction program is to realize that it is not just a formality, or something you do as a goodwill gesture. Poorly executed induction programs not only impact on the present but future recruitment opportunities.  It is critical, especially within the first 24 hours of employment that new employees feel welcome, confident, and engaged in their induction process.

Improving your induction program should be an on-going process. To prevent overload, inductions should be staged and different mediums should be used to provide information including face-to-face exchanges, on-line tools, videos, self-directed work exercises and formal and informal meetings and seminars. Key staff and the supervisor/manager should provide regular check-ins for the new employee to clarify issues and raise matters of concern in a supportive and non-judgmental environment.

The induction period should depend on the job role and organization. Induction should not be considered complete until the new employee has been successfully integrated into the workplace.

The induction processes should be regularly evaluated to enhance the program’s effectiveness.  Evaluation will assist with continuous improvement and ensure the program is relevant to the current work environment.  Asking for feedback is very important.  It allows you to make positive changes and adjustments to the induction program, based on recommendations from those who experienced it.  You can send out an evaluation around two to four weeks after the employee has started with the company. After an employee has been with a company for a few weeks, they are in a better position to identify what they should have known at the time of induction, and can provide recommendations for any improvements.  The evaluation could say something like: “Now that you have been with the company a while did the induction program meet your needs?”

Another important way to improve the program is to not treat it as a blanket process for all your employees.  The process should be tailored to address the particular needs of different groups of employees.  You may add as you deem appropriate, but some examples:

Recent graduates – are likely to be eager to apply the theoretical knowledge gained at university to the work environment. Harness this enthusiasm by including interesting, but achievable projects. Assigning a more senior staff member as a mentor will provide the additional support required during their integration into the new role.

Senior managers – may require general induction information and specific information to address their previous experience and current knowledge gaps. An emphasis on establishing productive relationships with existing managerial staff would be a useful focus.

Internal candidates and existing employees to new roles - run the risk of being overlooked when it comes to inductions. It can be assumed that they are already familiar with the company culture and knowledge; however, any person starting in a new role should be provided with information and support to prepare them for changing duties or more senior responsibilities.

Fixed term employees or independent contractors - should also undergo an induction and orientation process as they may, for example, eventually apply for permanent appointment. Timeframes will vary depending on the length and nature of the appointment or contract.

Regional, interstate and overseas employees - may benefit from information that integrates them not only into their new role, but the community and local services as well. Employers may like to ‘go the distance’ and consider information sources that assist these new employees to seek accommodation, furniture or transport.

Well that certainly is an exhaustive, but thorough account of how to improve the induction process.  As someone who has started several jobs in companies with a truly atrocious induction program, it is enlightening to know just how important orientation is to not only keeping a new staff member, but making them feel welcome.

If you like what Judith has to say, download her Employee Orientation report.