Introduction to orientation

MOVES FOLIO Course

Introduction- Orientation

• A key role for supervisors is to provide orientation (also known as induction) for new staff members (1)

• Orientation is the process in which new staff members are introduced to their new job role, colleagues and their workplace (1)

• Orientation should take place immediately when a new staff member joins an organisation (2)

Group orientation programmes

• Some larger organisations may provide group induction days for new recruits from a variety of departments (1)

• These events are usually general and provide information about the organisation as a whole (1)

• However, these induction days may be scheduled several weeks after the new recruit has started (1)

• Although it is important for new staff members to attend these programmes, they should also be provided with a department based orientation programme which is specific to their department and their job role (1)

Why is orientation important?

• The orientation process is important to ensure that new staff members are familiarised with their new job role, organisation and colleagues (2)

• Starting work at a new organisation can be a daunting experience and so the orientation process enables the transition to be made more smoothly (2)

• How new recruits are introduced to workplaces can give employees a sense of belonging, enthusiasm for the job and a sense of loyalty to the organisation (3)

• Orientation is also important to ensure that new staff members are productive as quickly as possible (2)

What does orientation involve?

There are three purposes of orientation (2):

1. To introduce new staff members to their new job role

2. To build social networks3. To introduce new staff members to

the way in which their new organisation works

1. Introducing new job roles (a)

Training

• Although new staff members may have previously worked in a similar job role, it is likely that the systems or techniques used in their new job will be slightly different.

• In addition, it is also likely that a new job will involve work tasks that the new staff member has never undertaken before (2).

Therefore, identifying training needs and enabling training to take place is an important orientation process for supervisors.

1. Introducing new job roles (b)

Work shadowing

• New staff members can learn about their new job role by meeting with staff members that undertake similar work tasks.

• The shadowing process involves new staff members sitting with existing staff members who provide demonstrations and explanations of their work tasks.

Therefore, supervisors must identify existing staff members with similar job roles to the new recruit and arrange a time and date for the two to meet.

2. Building social networks (a)

• The social networks process involves new recruits being introduced to and welcomed to the section in which they will be working

• New recruits are introduced to all of their co-workers and are usually allocated times to meet with each of their colleagues to gain an understanding of their job role

• It is common practice for new recruits to be taken out on a social activity (such as lunch) with their co-workers as part of the orientation process. This aims to enable new staff members to get to know their new colleagues on a more personal basis

It is the role of the supervisor to arrange for new recruits to meet with each of their colleagues and to organise the ‘welcoming’ social activity for new staff members

2. Building social networks (b)• In some cases, new recruits are assigned a designated buddy

or mentor within their department (1)• The buddy or mentor is a named contact that the new recruit is

encouraged to contact if they have questions. It is the role of the buddy or mentor to either answer these questions or point new staff members to the appropriate people who can answer the question (1)It is the role of the supervisor to choose a suitable existing staff member to acts as a ‘buddy’ or a ‘mentor’ for the new recruit

• In addition, as part of the orientation process, new staff members should be introduced to relevant people in the wider organisation (1)

• This enables those within the wider organisation to meet new recruits and enables recruits to meet the people that they may potentially interact with in the future.It is the role of the supervisor to identify relevant staff members within the wider organisation and to introduce new staff members to them.

3. Introducing the organisation (a)

• In most cases, organisations and/or individual organisational departments have ready made ‘induction packs’ that provide key information about the organisation and/or the department and which are provided to all new staff members

• However, these packs must be regularly reviewed to ensure that the information contained within them is up to date and relevant

It is the role of the supervisor to ensure that the packs are up to date and to ensure that each new recruit receives an induction pack

3. Introducing the organisation (b)

• Induction packs should include information on organisational policies as well as practical information

• New staff members must have an understanding of the policies of their new organisation (2)

• Examples of organisational policies include health and safety, anti-discrimination and annual leave or sick leave policies (2)

• In addition to policies, new recruits also need an understanding of practicalities such as conducting administrative tasks (e.g. changing a phone number, ordering stationery etc) or how to obtain information (e.g. from networked computer systems or the intranet etc) (2)

• Induction packs should also contain contact details for key personnel or departments (for e.g. the Human Resources dept)

Orientation programmes for supervisors

• As a supervisor, you will be involved in developing and delivering the orientation programme for new staff members (1)

• Supervisors should create and follow an orientation programme to ensure that new staff members are effectively inducted

• The programme should cover the orientation process from the beginning to the end

• The following overview is an orientation checklist loosely based on the John Hopkins University checklist (4) and Barbara Allan’s example induction programme (1).

Orientation programme overview (1)

1. Before the new recruit starts:• Make sure that there is suitable desk space and

equipment (e.g. computer and telephone) for the new staff member

• Ensure that the appropriate people know when the new staff member will start work

• Plan a schedule for the new recruit’s first day at work (e.g. tour of the department, introduction to colleagues, location of resources, supplies, equipment etc)

• Arrange meetings for the new recruit to meet with each of his or her future colleagues

• Meet with relevant staff members and schedule times in which they can meet the new recruit in order to be ‘shadowed’.

• Create an orientation checklist for the new recruit that is based on the orientation programme and which outlines his or her activities for the first few weeks in the new job

Orientation programme overview (2)2. On the new recruit’s first day:

• Be available to greet the new staff member• Provide a tour of the department and introduce the new staff member

to their new colleagues and senior manager(s)• Discuss the new staff member’s job duties and responsibilities• Provide the recruit with an induction pack and explain the key points

within the pack (for e.g. annual leave procedures or security procedures)

• Provide the new recruit with their orientation schedule which outlines their activities for the first few weeks in their new job

• The new staff member may need to go to the Human Resources department to show identification documents (such as passports or driver licences) and hand in completed forms (such as a new staff members form or pension forms). Ensure that the new recruit has the necessary documentation and either take or direct the recruit to the Human Resources department

• If a mentor or a buddy has been allocated, the recruit should be introduced to this person

Orientation programme overview (3)

3. During the recruit’s first week

• Make sure that the new staff member has received their staff card

• Ensure that the recruit has obtained relevant security codes and computer log-ins and passwords

• The recruit should be welcomed to the department by taking part in a social activity with his/her new colleagues

• The new recruit should meet with each of his/her co-workers• An introduction to administrative procedures such as using

the photocopier, telephone systems, ordering stationery etc should be provided

• The recruit should be introduced to general organisational policies including policies on equal opportunities, disability, health and safety, disciplinary procedures etc.

Orientation programme overview (4)

4. First 6 months • The induction process usually ends after 6 months. Depending on your

organisation, the end of the orientation process may coincide with the end of the new recruit’s probation period.

• During this time, the supervisor should continue to meet regularly (e.g. once a month) with the new staff member to see how he or she is progressing and to discuss any concerns or questions that the recruit may have

• Training needs of the new staff member should be identified and planned training activities should be arranged for the needs to be met

• The new staff member should ‘shadow’ the work of relevant colleagues• The recruit should be introduced to relevant members and departments of

the wider organisation• At the end of the induction period, the new staff member should be

informed that he or she has completed the orientation process• The staff member’s performance during the orientation period should be

discussed and supervisors should ensure that he or she understands the performance levels that is expected from them in the future

• At this point, any weaknesses or issues with the new recruit’s performance should be addressed and solutions should be proposed

Evaluating the orientation process

• It is important to evaluate the orientation process that is provided to new recruits in your workplace

• This can be carried out by interviewing or surveying new staff members after their induction process has finished

• Where possible, the orientation processes should be amended as necessary in light of the views of the new staff members

• In addition, it is essential to check the orientation processes regularly in order to ensure that they are up to date and that they remain relevant and valid.

Useful information

Examples of orientation checklists/guides for supervisors:

• The University of Western Australia. 2008. Supervisor’s checklist [Online] [Accessed May 2009]

• The University of Melbourne. 2009. School of Behavioural Science Checklist [Online] [Accessed May 2009]

References

1. Allan, B. (2006) Supervising and Leading Teams in ILS. London: Facet Publishing ISBN: 1856045870.

2. James Robertson. 2003. The importance of staff induction. Step Two Designs [Online] [Accessed May 2009]

3. Business Bureau UK. 2002. Staff induction: The correct way to introduce staff into your organisation. [Online] [Accessed May 2009]

4. John Hopkins University. 2006. Supervisor’s guide for orientation of new staff. [Online] [Accessed May 2009]