Orientation and Onboarding | The Onboarding process for new employees

Orientation and Onboarding | The Onboarding process for new employees

Orientation, also called Onboarding, is designed to provide new hires with the information they need to function comfortably and efficiently in the organization. 

Typically, Induction is a planned introduction of fresher’s to their jobs, their peers and the company which conveys three types of information:

1.    General information about the daily work routine

2. A review of the firm’s history, founders, objectives, vision, mission, operations, products/services details. Also, how the new employee’s job contributes to the organization’s needs.

3. A detailed presentation in a brochure or classroom session. The focus of such Job orientation sessions will be more into the organization’s policies, work rules and employees benefits.

Typically, topics covered in new hire orientation are specified in the diagram1.1

Diagram1.1

Purpose of new employee orientation| the first Impression

The first step in facilitating a smooth transition to an employee’s workplace is an effective employee onboarding process. It also sets the stage for his/her long-term impression of the organization. The first impression creates a lasting impression.

“Research suggests that new employees decide within the first 30 days whether or not they feel welcome in the workplace.”

The whole idea behind this exercise is to make the new employee feel ‘at home’ in the new environment. If expectations are realistic, adjustments will be relatively simple.

Finally, a good orientation programme can be instrumental in setting realistic employee expectations, creating a favourable first impression, and a lasting effect on curbing absenteeism and turnover.

Typical new employee Orientation Schedule (sample diagram1.2 below)

While designing an effective company employee program, there are four strategic choices:

1.    Formal or informal

2.    Individual or Collective

3.    Serial or Disjunctive

4.    Investiture or Divestiture

Among all these four variants, most common is Formal orientation,

This consists of three stages:

1.    A general Introduction to the company, mostly taken care of by HR or L&D.

2.    Department Specific orientation, mostly by the supervisor or immediate boss.

3.    Orientation follow-up meeting, basically a Q&A session for clarifying doubts of either side.

Diagram 1.2

Respective orientation schedule should contain few requisites to be effective e.g,

1.    Determine information which new employees want to know

2.    Determine how to present information, and

3.    Completion of paperwork.

Evaluation: An effective employee onboarding process should avoid following errors

-  Supervisor who is entrusted with the job is not trained or is too busy

- Employee is overwhelmed with too much information in a short span of time

-       Employee is overloaded with forms to complete

- Employee is given an only menial task that discourages job interest and company loyalty

-     Employee is asked to perform a task where there are high chances of failure that could needlessly discourage the employee

-  Employee is pushed into the job with a sketchy orientation under the mistake believe that ‘trial by fire’ is the best orientation Employee is forced to feel in the gaps between a board orientation by the HR department and a narrow orientation at the departmental level

-         Employee is thrown into action too soon

-  Employee’s mistakes can damage the company image

-      Employee may develop wrong perceptions because of short periods spent on each job.

Orientation checklist to be followed – HR Department & Supervisors

HR department Orientation Checklist

-         Name of employee

-         Starting date

-         Department 

Prior to orientation

-         Complete form A and give or mail to new employee

-         Complete form B

-         Attached Form B to orientation

-         Checklist- supervisor and give to the supervisor

Employee’s first day: Organization and personnel policies and procedures

-         History of the Company

-         Organization chart

-         Service to community-purpose of the company

-         Employee classification

Insurance benefits

-         Group health

-         Disability

-         Life

-         Workmen’s compensation

Other benefits

-         Holidays

-         Vacation

-         Death in the family

-         Health services

-         Professional discounts

-          Appointments.

End of orientation – Day one

-         Make appointments for orientation day - two

-         Introduce employee to supervisor

Other items

-         Job posting

-         Bulletin board - location and use

-         Safety

-         No drinking

-         Where to get supplies

-         Employee’s records- updating.

-         HRIS/HRMS – employee portal training

 Supervisor’s Orientation Checklist

-         Name of employee

-         Starting date

-         Department

Employees first day

-         Introduction to co-workers

-         Tour off department

-         Tour of company

Location of

-         coat closet

-         Restroom

-         Telephone for personal use and rules concerning it

Working hours

-         Starting and leaving

-         Lunch breaks

-         Overtime

-         Early departures

-         Time clock

Pay policy

-         Pay period

-         Deposit system

Other items

-         Parking

-         Dress

During Employees first two weeks emergencies

-         Medical

-         Power failure

-         Fire

Employee’s second day

-         Pension Retirement Plan

-         Sick leave

-         Personal leave

-         Confidentiality

-         Complaints and concerns

-         Termination

-         Equal Employment opportunity.

Conclusion message |Company orientation - onboarding new employees

Whatever is the approach, the feedback from the employees enables a firm to adopt its orientation program to the specific suggestions of the new employees.

Developing a strategic, formal approach to onboarding will lead to Greater employee retention and engagement. if an organization suffers from a one- size- fits- all orientation approach, and if you believe that talent is walking out your door, it makes business sense to review and strengthen your new hire processes.

Building onboarding procedures that span the employees’ career are adaptable and flexible to meet changing needs, and include company-wide leadership will keep your word for strong.

The main message for managers is it needs to involve the entire staff an improved specific measure to determine its effectiveness. It is important to acclimate new employees to the organization and operational culture. Make sure it is more than a rundown of Administrative details.

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