The normally accepted definition of induction – is a formal introduction of a new starter to a new job. However, much time effort and money has been spent even before a new employee starts. A smooth professional introduction to the organisation and his/her role within it will ensure that money is not wasted and we have to start all over again because the newcomer promptly leaves because of an appalling reception into the organisation.
There are a whole host of subjects which need to be covered to effect the smooth induction of an individual into any organisation. Some will have to be carried out immediately on commencement, especially if there is a high security or health and safety risk; others are more suitably dealt with at a later stage.
A properly planned and executed induction programme will ensure a more relaxed and confident employee, comfortable with their new colleagues and their own role within the organisation. It also ensures that the employer complies with relevant statutory obligations in respect of health and safety regulations and safe systems of working. Someone in the organisation should be nominated as the person responsible for ensuring induction is properly carried out.
That person may carry it out themselves or delegate all or some of it to others. Some induction subjects are common to all starters whilst some will only apply to that job in that department. Inevitably, induction will have to be carried out over a period of time and will almost certainly involve more than one person. It is therefore vital that it is properly planned in a sensible order and recorded as completed, including the signature and date of the newcomer confirming the induction or elements of it have been completed.
Although planning an induction programme can be time consuming on the first occasion, the same routine can be used repeatedly in the future when little time will be required to update it. Try to add variety into the programme so that people do not spend long periods being talked at or are not easily bored. Clearly, any activity involving risk should be preceded by appropriate health and safety training.
Where the newcomer is acquiring knowledge through their induction and training, organise it in appropriate bite sizes. You must also ensure that the individual has retained what you have taught them. Simply asking someone if they have understood what they have been taught may not be enough to ensure they have learnt what they need to know. They should be given the opportunity to ask if they do not understand but it is the trainer’s responsibility to ensure the individual has learned therefore always “test” that you have been understood. Quizzes, “tell me what you’ve got to do”, “how many copies are required and to whom are they distributed?” and tests “show me at the end of each subject” are all ways of checking the information has been absorbed.
Trainees should be provided with their training programme, an understanding of why they are being taught those subjects and the value to them as an individual to learn them.
Clearly someone new to the organisation has to undergo intensive induction and training regarding every aspect of the business, its layout, rules, people, policies etc. As stated previously some of the subjects have to be dealt with immediately on commencement (for example, toilet facilities and critical Health and Safety issues) others are dealt with at later stages during the programme. Of particular importance and relevance these days is your Equal Opportunities Policy. Ensure it is properly taught and that you have a signature for having done so. (You also need to ensure that you enforce the policy if it is infringed)
The initial induction has to be signed off at its completion and the (Induction Checklist) record of it having been done is filed in the individuals personnel file. However, working practices and equipment rarely remains static for long. Where there are changes to be introduced forethought and planning, including consultation, with the workforce affected, will pay dividends.
Changes to an individual’s role, especially where it is to be expanded to include extra responsibilities, or where promotion to a more senior grade is involved poses its own particular problems. Again proper planning for the induction and training to be able to carry out the new duties, duly prioritised and recorded as appropriate, is essential.
It is, however, also essential to consider the selection of the individual who is to have his/her role expanded or who is to be promoted. The fact that someone is a good (or even your best) does not mean that he/she would make a good supervisor or manager. Care really must be taken in the selection of an individual for promotion to ensure the best chance of success. What do you do with the individual? Sack them? Not only have you then lost your supervisor but you have lost a good employee who was so highly valued you promoted him/her into the role of supervisor!
There are also the costs of having to go through the process again, the morale damage to the rest of the work force and knock-on costs because the team is currently leaderless until the appointment and “bedding-in” of the new supervisor.
Properly planned and executed training for new starts and ongoing changes/promotions, will lead to shorter time to a higher quality and quantity performance, hence lower costs; less “waste”, reduced rates of labour turnover; improved recruiting, greater willingness to retrain, and a higher morale amongst the workforce. On average statistics show that 50% of all leavers leave within the first three months and a further 25% leave within the second three months. This is mainly due to poor induction and training. Look at your own figures – every leaver costs you. Reduce your costs – improve your bottom line.
To contact Peninsula’s specialist consultant please call:
Peter Hipkiss,
M: 07966 112 075
Or
Simon Dodd
Tel: 0161 827 9918 (Xtn 8019)
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