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Induction - Orientation

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Dynamic Induction
by Susan El-Shamy
  This is a practical guide to upgrading your employee induction process. It is designed to make it easy for you to take action and repair, revitalize, or even rebuild your entire new-hire orientation and assimilation procedure. In a compact series of assessments, quizzes, charts and checklists, this book presents more than 200 ideas and suggestions for enhancing and energizing your complete induction process, beginning the moment a new employee accepts a job. It also provides the reader with 50 games and structured activities that can be used to impart work-related information to people embarking on a new job. These games and activities can be used in all the instruction-related aspects of your induction process, including planned actions taken to welcome and help the new person, as well as specific learning events designed to accelerate the integration of the new employee into the workforce.
 
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Human Resource Development: Strategy and Tactics

Human Resource Development: Strategy and Tactics

by Juani Swart, Clare Mann, Steve Brown and Alan Price
  This book examines the factors influencing the effectiveness of an individual's learning, how people learn and the assessment of training and learning needs, showing the significance of aligning departmental, group and individual HRD objectives with business goals.

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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:

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

Recruiting, Interviewing, Selecting & Orienting New Employees (Recruiting, Interviewing, Selecting and Orienting New Employees, 3rd Ed)

by Diane Arthur
  Now available in an updated and expanded edition, this classic how-to guide equips human resources professionals with the skills and tools to get the best people on board.
Filled with sample forms, interview questions, and handy checklists, the book goes step by step through the entire hiring process, from effective use of recruitment sources to proper orientation of new hires.
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