INDUCTION:
Induction - the process of familiarisation with the
organisation and settling into the job. It is easy to forget that the selection
process is only the beginning of the employment relationship, and the future of
that relationship depends to a considerable extent on how the new employee is
settled into the job. Most labour turnover is among new employees, and work
efficiency is reached only after a period of learning and adjusting to the new
environment.
By
planning an induction programme, in consultation with trade union or other
employee representatives if available, the organisation can quickly build on
the positive attitude of the successful candidate. However keen new recruits
may be, they may have anxieties about how well they will:
•
get on with their co-workers
•
understand the standards and rules (written and
unwritten) of the organisation
•
make a good impression on their new manager or
supervisor
•
be able to do the job.
A good
induction programme makes business sense, whatever the size of the
organisation, and whatever the job. It introduces the newcomer not only to
their immediate colleagues, but to other workers with whom they may have less
day-to-day contact, including trade union representatives (if they are
recognised in the organisation) or employee representatives on any staff
committee or council.
1 The induction timetable
Induction
often begins before the person has actually started, in that the organization
will
supply
material as part of an initial 'information pack', or with the invitation to
interview, or with the letter of job offer. This may be particularly important
in jobs of a technical nature, where it
is
helpful for the new starter to be as well informed as possible about that side
of the work.
Clearly,
learning the particular projects and initiatives will have to be done in the
workplace but much 'mental preparedness' can be undertaken in advance. The
Company Handbook, and the Written Statement of Employment Particulars, can also
provide essential information about the organisation and the job.
A good
reception, with the line or personnel manager spending time with the new
employee, is important on the first day. There may be further documentation to
complete, perhaps a preliminary discussion about training either immediately or
in the future, an explanation of the development opportunities that are
available, and of course enough information to give the new starter a good
grasp of the working practices of the organisation. Any particular health and
safety requirements should be made known, together with details of whom to go
to for help and advice during the course of their employment. Many companies
use a 'buddy' system, where an experienced worker is nominated to assist the
new recruit in all the day-to-day questions that may arise.
It is
useful to have a written checklist of the items that need to be covered in the
induction programme; and an example of such a list is at Appendix 1, 2 & 3. Not only does this
give some structure to the induction but it also ensures that both the new
starter and the manager know what has or has not been covered at any given
time. Such a checklist is normally drawn up by the personnel section in
consultation with other involved staff, such as safety officers, line
manager/supervisors, employee representatives (if appropriate), and training
officers.
The
induction programme may be spread over several days or weeks, and may
incorporate specific job training, but the following points should be borne in
mind:
•
all employees need to be able to work in a safe and
healthy manner. Recruitment and placement procedures should ensure that
employees (including managers) have the necessary physical and mental abilities
to do their jobs, or can acquire them through training and experience.
Employers should have systems in place to identify health and safety training
needs arising from recruitment
•
people can take in only so much information at any
given time, and should not be overloaded. It is important that health and
safety is introduced in a structured way
•
if there are special health and safety
requirements, make sure the new starter fully understands their importance -
otherwise there is the risk of being exposed to unnecessary danger or
endangering their co-workers. All employees must know what to do in the event
of a fire or other emergency
•
setting out the plan of induction at the beginning
avoids the problems that can arise in trying to arrange time in the future,
when the employee is established in the job
•
don't forget induction needs for shift workers or
night workers. They may need some time on days, or modified shifts, to cover
the induction period
•
even if the induction period covers job training,
try to let new starters do some practical work, as this will assist their
learning and enable them to relate what they are being taught to what they will
be doing.
The
outcome of all this is that the new starter should have a good feel for the
organisation, and should continue to feel that they made the right decision in
joining the firm.
2 The induction process
Induction
need not be a very formal process but it needs to be properly managed. In many
organisations it will be carried out informally by the new starter's manager or
supervisor on a day-to-day basis. Nevertheless, having a structured checklist
to follow is useful for both parties. Most induction will consist of meeting
and talking with new colleagues, watching activities and asking questions. It
may be appropriate to provide certain information in written form; and if
the
organisation has a company handbook, this can often act as an aide memoire
covering important aspects of the company organisation and how it functions.
If a group
of new employees is recruited at the same time, it may make sense to hold group
induction sessions on the common topics to be covered - discussion, videos,
slide presentations can all add to the effectiveness of the programme.
Even
people transferring from one part of the organisation to another need induction
into their new area. Don't assume that they will know the relevant people or
the skills they will need in
the new
job. However, they may need a more individually tailored induction programme to
meet
their
particular needs.
Employees who may need special
attention
The new
starter who has considerable recent work experience and is a confident,
out-going individual may have a different induction need from the person with
little or no experience, and who may be shy or reserved in this new work
setting.
School and college leavers
For
school or college leavers, who may be nervous but excited at their first job,
it is particularly important for the employer to encourage a positive attitude
to work, and to allay any fears the new recruit may have. They need to be sure
of their position in the company, and of the opportunities they will have to
train and develop their skills.
Health
and safety is a particularly important area to stress. Young people often have
no feel for workplace hazards, and may be vulnerable to accidents. A group of
young people together may get high spirited and, without proper guidance on
safety, be unaware of the potential dangers. Young workers are seen as being
particularly at risk, and employers are required to:
•
assess risks to young people under 18, before they
start work.
•
take into account their inexperience, lack of
awareness of existing or potential risks, and immaturity
•
address specific factors in the risk assessmen.
Employers are required to make a suitable and
sufficient assessment of the risks to the health and safety of employees and
identify groups of workers who might
be
particularly at risk.
People returning to work after a
break in employment, or changing their work situation
Men or
women returning to work after some years caring for children or other relatives
may feel apprehensive about the new job - even when they may have worked for
the company in the past. They may feel out of touch with developments, and in
need of re-establishing themselves. Their induction programme needs to take
this into account, offering training and extra help to settle in and become
valuable members of the organisation.
This is
also true of those who might have been living/working abroad, or who are
changing their career focus.
Employees with disabilities
Careful
pre-planning can reduce the problems which may arise for employees with
disabilities, whether in terms of access, equipment or dealing with colleagues.
Specialist advice is available from the Disability Employment Adviser and the
Disability Service Teams of the Department for Work and Pensions. The
Department for Work and Pensions also operates the Access to Work Scheme,
whereby assistance may be available in meeting the cost of any aids and
adaptations required. These services can be contacted via the JobCentre
network.
Management/professional trainees
Commonly,
management and professional trainees are not recruited for specific jobs but
undergo further education and training after their employment commences. This
may mean they are less able to be involved with practical work, and without
care this can lead to a loss of interest and motivation. Their induction period
should attempt to include them in appropriate work in the organisation if at
all possible.
Minorities
They
should have the same induction programme as any other new starter, but
attention should be paid to any sensitivities. Employers may need to be aware
and take account of any particular cultural or religious customs of new
employees who are part of an ethnic or religious minority so that
misunderstandings do not occur.
Acas'
Equality Service can assist employers with free advice on the development and
implementation of policies and practices for greater equality among the
workforce.
Who is responsible for the
induction process?
There may
well be several people involved in the planning and delivery of the induction
programme. In a small company it may be the personnel officer, the manager or
supervisor, and perhaps a 'buddy'. A larger organisation may call on the
abilities and skills of many people. These could include:
•
the personnel or human resource manager. Their
likely involvement would be to
Go over
the terms and conditions, complete any necessary paperwork, and perhaps give an
overview of the company organisation
a
competent health and safety adviser, particularly if there is a need for
specific safety procedures or protective clothing, etc. This person assists an
employer in applying the provisions of health and safety law.
•
the training officer
•
the line or department manager. This person will
normally provide the more local welcome to the organisation, explaining where
that particular department or section fits with the whole, and providing the first
round of introductions to the department
•
the supervisor, who will have the greatest
responsibility and interest in getting the new starter settled in and effective
as soon as possible. This is generally where the use of a checklist can best be
made, with the supervisor able to check easily what has been covered, what
needs to be done, and any particular points that may need further explanation
•
the trade union or employee representative, and
safety representative, to explain their role.
It is
often useful to have a co-worker to act as a guide and adviser to the new
recruit, even if the organisation does not have a formal 'buddy' system. This
person can help in those everyday questions such as canteen facilities,
introducing other co-workers, explaining the layout of the building, etc in an
informal way as they occur. This process can also be a good way of providing a
development opportunity to the person who acts as guide and mentor.
Try to
follow up the new employee after a suitable period, perhaps six months, to
check that the induction went well. This could be part of a general review for
the individual.
Monitoring effectiveness
As with
any work activity it is recommended that the recruitment and induction process
be reviewed for its effectiveness. If any stage of the recruitment process
failed to produce the expected result, eg if the advertising method has
produced too many candidates, you may want to examine what happened and why in
order to make it more efficient in the future. Future recruitment exercises may
require modifications to the methods used - a successful recruitment for one
job does not automatically mean the same method will be as successful again.
This is particularly true if the labour market changes, with, for instance,
fewer school leavers but more mature workers being available.
Recruitment
and induction may be a continuous process in your organisation, necessitating
more or less constant monitoring.
Monitoring
regularly will also ensure equal opportunity policies are being actively
pursued, and that internal candidates are receiving the same consideration as
external candidates.
It is the
process of inducting or orienting a new employee into the social setting of his
work.
Steps:
i) Familiarising
the new employee with his new surroundings and company rules
&
regulations.
ii)
Integrating his personal goals with the
organization goals.
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