Induction:
Getting Orientation Right

Susan El-Shamy (2003: 21) suggests using a variety of channels for the induction process, including:

• printed materials
• an induction website
• an Employee Handbook
• an induction companion programme
• an induction training event

Some more general principles:

1. Treat each individual new employee as an individual, i.e. induction must be tailored to orient individual recruits according to their needs. A school-leaver or fresh graduate will require a diifferent approach to a seasoned professional or experienced worker who can 'hit the ground running'. Don't insult the latter - and waste valuable working time - by putting them through the official HR Department Induction Program! It is not advisable to have an orientation procedure that is applied to everyone ... regardless.

2. The immediate line manager should be closely involved, even if arrangements are made by the HR department.

3. It is often useful to allocate a 'buddy' or sponsor on the same working level as the new hire. This allows informal learning to take place about unwritten rules of behaviour, location of important services, and all kinds of 'how to's' that are obvious to an experienced employee, but not to a newcomer. Pick a positive person for this role.

4. Pace the induction process. It is not necessary to do everything on the first morning. The newcomer will still be learning in six months time.

5. Give the new recruit a real job to do as soon as possible. There is nothing more demoralising than feeling oneself to be a 'spare part' or a nuisance in a busy department.

Susan El-Sharmy (2003:22) advocates the use of accelerated - or brain-friendly - learning, a method of teaching and learning based on the latest research. She provides the criteria for using accelerated learning on pages 22-23 in a book packed with detailed techniques for the induction professional. They include:

- How to create an effective learning environment in which rapport is established and positive expectations are instilled
- Stimulating all the senses
- Using active instead of passive learning techniques

She advocates setting a theme for induction and includes no fewer than 50 'games' in the second part of her book.

Previous page: Induction and Orientation of New Employees

This article is adapted from the 2nd edition of Human Resource Management in a Business Context, Alan Price (2004), published by Thomson Learning.

More learning articles:

• The miracle of learning
• Orienting new employees
• More about the role of the trainer
• Learning Organizations
• Knowledge Management
• The value of lectures

Excerpts from Chapter 5, The Trainer's Handbook

1. Evaluating Effectiveness
2. Short-term Evaluation
3. Project Sessions
4. Case Histories and Practice Sessions
5. Examinations
6. Types of Exam Questions
7. Assessment Sessions
8. Self-evaluation
9. On-the-Job Evaluation
10. Long-term Evaluations
11. Bottom-line Evaluation