Learning Outcome 4

Induction

Contents

Introduction 3 Learning outcome 4

The induction process 5 Definitions and concepts 6 Organisational and personal needs 8 The HR role in the induction process 10

Induction procedure 12 Buddy systems 13 Designing an induction checklist 15

Induction 2 Induction Introduction

We will consider what is involved in creating and maintaining an effective induction or orientation program. After investing so much time and effort into recruiting and selecting the right person for the job, your priority is to quickly settle the new employee into the organisation. The new employee will have formed perceptions about the workplace from the recruitment and selection experiences. Generally, he or she will arrive on the first day full of enthusiasm, excitement and in many instances a wealth of experience. A well-designed and professionally managed induction will reinforce a positive first impression that taking this job was a good decision. You should therefore give the same priority to this HR function as you would any other.

While there are many benefits to the individual and to the organisation, the success of any induction program depends not only on its design but on its implementation by the HR specialist, relevant managers and the existing staff. Having a consistent and well-documented approach will not only ensure accuracy of the induction process but will also publicly acknowledge the importance of the function to new and current staff. In many respects, it is the first formal training experience for the new employee and is the forerunner to other development programs such as career planning.

Induction involves much more than just familiarising the new employee with the technical aspects of the job – socialisation is also very important. The first few days on the job can be anxious and uncertain. New employee initiation practices by peers can intensify anxiety. It has been suggested that starting a new job is like travelling to another country – it can be a culture shock. If this shock is too great, the new employee may decide to leave, feeling that taking the job initially was a mistake as the positive impression conveyed at the interview was not present on the job. This turnover can be directly costly in replacing the person but also indirectly in the message it sends to existing staff who may start to question why new employees want to leave so soon.

Large organisations such as Corning and Toyota consider induction or orientation as an ongoing process rather than a finite program such as skills training. In Corning’s case, the emphasis is also on long-term (15 to 18 months), guided, self-motivated learning, supported by a variety of staff and information-based support. In each case there is a planned approach linked to systematic follow-up.

Induction Learning outcome On completion of this section you should be able to:  design and develop an effective induction program.

Reflect on your current knowledge

In order to achieve this outcome you will need to have the following skills and knowledge as listed in the table below.  Please use the checklist to reflect on how much you know already.  Tick the relevant boxes.  The areas that you have checked I need to learn this or I have some knowledge of are the pages in this section that may require your special attention.

We hope you have developed the habit of reflecting on your skills. It is a skill and attitude that you will find invaluable in your job and in your daily life.

Knowledge/skill I can do this I have some I need to now knowledge of this learn this  Explain the objectives and problems of induction  Describe the roles of the line manager and the Human Resource specialist in the induction process  Develop an induction procedure which is designed to be time effective and to minimise induction problems  Design an induction checklist

4 Induction The induction process

Activity 1

Think back to your first day in a range of new jobs. Do you recall your feelings at that time about your:

1 decision to take the job?

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2 impressions about the company?

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3 reaction to your new manager and other staff on the team?

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4 overall welcome and the degree of readiness for your arrival on the part of all concerned?

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Induction 5 What was missing?

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6 What could be improved?

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Definitions and concepts Induction programs will be different for each level, position and type of organisation, but have two things in common. They should all be designed to make the new employee feel as comfortable as possible and to have their productivity level maximised as soon as possible. Some organisations also use their induction programs as a way of ensuring that their employees meet standards from the day they start. Think about McDonalds. Due to their quality management processes, you will not only get that pickle in every hamburger in their 23,000 establishments, you will be asked, ‘Would you like fries with that?’

Whether or not you have a formal induction program that requires signatures and follow-ups, the informal program always exists. The grapevine, and advice such as ‘It’s the way we do things’, can strongly affect your formal program. A formal program allows for a greater degree of control, but for some organisations, the informal can actually override the formal and result in disillusionment.

While there is no direct formal legal requirement for organisations to have an induction program, such a policy will certainly better position an employer to meet their responsibility for the health, welfare and safety needs of their employees. This extends to workplace practices, performance expectations and standards, and to providing a workplace free from sexual harassment and discriminatory actions.

Now let’s have a closer look at the induction process and the people who have the potential to make it a vital part of the organisation’s operations.

6 Induction Aim of induction  To capitalise on the new person’s enthusiasm by providing all the information and knowledge they require in order to become an efficient and effective asset to your business and its other workers.  To promote a retention of the new recruit’s enthusiasm for their new job and your business by providing from the start, proper direction, a clear assignment, and accurate information.

Benefits of induction

A well prepared and implemented induction program can produce substantial short- and long-term benefits.

Short-term  Enthusiasm and commitment can be generated.  The new recruit forms a favourable impression and their confidence and commitment are built up.  The transition between one workplace and another is made easier.  The transition between school/TAFE/university is made easier for a recruit with limited employment history.  The loss of disenchanted staff within the first few months is reduced.  The new recruit adapts to your work environment more quickly, thus reducing disruption and restoring productivity.

Long term  Levels of absenteeism and turnover are reduced.  There are improvements in employee morale.  There are lower recruitment/selection costs due to lower turnover.

Problems with induction programs

However, induction programs can:  be too formal and focused on one-way communication  have too much focus on paperwork  provide information of questionable relevance  lead to information overload.  have lack of follow-up.

Induction Without a well-planned induction program, people are forced to learn on their own. This is time consuming, frustrating and can also be dangerous. Remember, your new recruit may not have all of the essential information pertinent to their job. They may even have been received incorrect information or misleading information from other workers. Such practices can lead to bad work habits (like corner-cutting) that can be even more difficult to overcome.

Organisational and personal needs Both new employees and organisations have needs which are satisfied by induction. For example:  the new employee wants an interesting job, to become part of the work group and to fit into your business in the shortest possible time  the organisation needs the employee to become a productive member of a cohesive group as soon as possible.

Needs of the new recruit

Remember that people work for a variety of reasons. Although money is a motivator, it is only one of many. We also work to fulfil our social needs, and if we enjoy and are achieving in our work, we gain fulfilment.

Others may include:  the need for the reality of the job to match expectations  the need to be designated a responsibility level commensurate with ability  the need for job and personal security  the need to reduce the initial anxiety brought about by joining your business  the need for insight into the way things are done (your business’s culture).

The completion of a structured induction program should help new recruits to meet these personal needs more quickly because:  when integrated effectively into the business and their work group, they fulfil their social needs (people are social animals and perform their work better when members of a cohesive group)  they are more likely to gain fulfilment when happy, productive and rewarded accordingly.

8 Induction Needs of the business

Your business will also have needs which must be met. Some examples are:  productivity of the worker  confirmation of competencies and facilitation of training  loyalty and commitment to the goals, objectives of the business  adherence to legislative requirements and a cooperative working environment  to minimise the disruption to the work flow caused by the change in staff  retention of the services of the new recruit.

As you can see, there are legitimate needs to be fulfilled on both sides, however there are commonalities between them. Jones (1998) reminds us that a program which successfully integrates the needs of both the new recruit and the business will not happen by accident. These needs will only be addressed through a properly designed and executed induction process.

Now that you have reflected upon your own experiences, focus on your new recruit and complete the following activity.

Activity 2

1 Write a list of the needs that your new recruit (from Assignment 1) will want met by the induction process.

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2 Write a list of the needs your business will want met by the induction process.

Induction ______

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The HR role in the induction process Induction is normally be overseen by the human resources section, although in smaller businesses it will generally be overseen by a workplace manager. The importance placed on induction by management, and its effective implementation, can have a great effect on the meeting of both the organisation’s and the recruit’s needs. While they may be involved in the design of the induction, they may not implement it. This will depend on the size and structure of the business. Because induction concentrates on the job itself, the immediate work environment and co-workers, it is only logical that the recruit’s immediate supervisor be responsible. In this case you will need to determine whether the supervisor actually has the skills necessary to implement an induction. If the supervisor does not, you may find that the prior completion of a basic workplace training course is a sound investment.

Workgroup or team members are another party to the induction process, whether deliberate or not. You may select mature and/or trusted existing staff who are respected for their judgement and abilities to act as a mentor or buddy to the new recruit. The mentor not only acts as a guide, but also provides immediate acceptance and social companionship. The mentor can take the recruit through various aspects of induction, thereby relieving the line manager of these responsibilities.

10 Induction Activity 3

Given your knowledge of your real/potential business, and its size and structure, decide on the appropriate person to conduct the induction for the person to be recruited. Justify why you have chosen this person as the most appropriate.

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Induction Induction procedure

In the first part of this section, we investigated some of the common problems in the design and delivery of the induction programs as well as the needs to be met. In this section, we will take these into account when designing an induction program so as to minimise problems and maximise effectiveness.

Activity 4

You may want to review the needs that were identified earlier. Re-examine the list looking for overlap or where the needs complement each other. For example, organisations need loyal and responsible employees, while most people prefer jobs that give them a level of responsibility commensurate with their abilities. How could you design an induction program that integrated both these types of needs?

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The induction process should allow the integration of most personal and organisational needs, especially those considered to be the most important, such as stability and productivity.

12 Induction Buddy systems The buddy system is another system to help integrate the socialisation needs of the recruit with the business needs of the organisation.

Buddy systems are a low-cost and highly effective method of introducing and socialising new staff. The crucial step is picking the correct buddy. When selecting a buddy for the new recruit, you select an existing employee who is friendly, patient and has a good record of one-to-one training. Training skills seem to improve the induction process, and the buddy can take on training in job skills as well as the social role.

A buddy is simply a peer of the new recruit, someone of approximately the same job classification and hierarchical level. This is important, for the recruit should view the buddy as an equal. The perfect buddy had been with the organisation one to two years, in a similar job to the new starter. This timespan is stated as being long enough to have grasped a good understanding of the system and politics of the business, yet not so long that they have forgotten what it was like to be new. Other characteristics include a friendly and welcoming attitude and good communication skills.

The buddy must be involved in induction programs for the system to work. They need to be briefed about the new recruit, their previous experience and personal attributes. The buddy should work with either yourself, or the immediate supervisor, on tailoring an induction program to the specific needs of the new starter. Once again, success depends upon adequate preparation.

We have done a good job of induction if our new recruit:  is relaxed and demonstrating satisfaction with the job  has been placed on work suitable to their current capacity  realises their importance to the work group/team  is showing signs of integration  knows where to get help, and is asking for it  realises the importance of quality work and is demonstrating it  appears motivated and/or keen to learn in preparation for the more advanced work.

Induction Activity 5

1 Using your text and at least one other source of information, examine the features of an effective induction procedure.

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2 Develop an induction program that integrates the needs of the recruit and your business. It should be designed to minimise known problems and maximise effectiveness in terms of time.

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14 Induction Designing an induction checklist The use of induction checklists focuses the new recruit’s supervisor and HR officer on the specific information that requires transfer, discussion and acknowledgement between the organisation and the new employee. This process aids in meeting both parties’ needs. Information packages may have to be put together or designed to cover the areas required. This, too, may have to involve management as well as the HR department.

Let’s look at the types of information that could be found in an induction checklist. While they are not in any particular order here, the design of the checklist should be such that related information is grouped and discussed together and that the information flow is as logical as possible.

Typical induction checklist contents  introductions: supervisor and co-workers  explanation of function: procedures, duties, responsibilities  explanation of the organisation’s aims and purpose  conditions of employment  location of toilets, locker room, amenities etc  rest and lunch break times  security arrangements  chain of command for reporting  explanation of organisational structure and where the recruit fits in  physical layout and work flow  organisational policies  rules and regulations  safety procedures  performance standards and measurements (for appraisal)  introduction to buddy, and explanation of their role  expectations: punctuality, dress, code of conduct  follow-up process.

Once you have designed your checklist, evaluate it. Criteria you may use (but may not be limited to) include:  Does it allow both parties to meet their needs?  Does it allow you to meet any legislative requirements? (ie OHS)  Does it provide for a logical flow of information?  Is related information grouped?

Induction  Does it allow for feedback/questioning/acknowledgement by the recruit?  Is information (in the form of brochures/flyers or procedural checklists such as below) available to give to new recruits covering the topics you will talk about (remember that ‘nerves’ usually mean that information goes in one ear and out the other!)?

16 Induction Activity 6

Using your text and at least one other source of information develop an induction checklist to be used for the position you have chosen. Use the space here to draft a copy then mock one up on your computer in table form.

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We hope you now have a better understanding of the induction process and that if you have an opportunity to be directly involved in the design and

Induction operation of such a strategy, you will be able to apply some of the approaches discussed above. Effective induction or orientation does not end after the first few days, even though these are among the most important for a new employee.

In designing such a process, the focus should be on the long term, especially for members of a senior management team, who could take up to six months to become fully inducted into the organisation. The ultimate benefits for all concerned far outweigh the costs involved.

Check your progress

To assist you in reviewing your understanding of this section, go through the following checklist. Those competencies that you ticked No to or I need to review should be studied again. You can contact your teacher if you need clarification.

I can Yes No I need to review  Explain the objectives and problems of induction  Describe the roles of the line manager and the Human Resource specialist in the induction process  Develop an induction procedure which is designed to be time effective and to minimise induction problems  Design an induction checklist

18 Induction