A common mistake in induction schemes is to leave it all to one person to organise. This puts a lot of pressure on that individual and may reduce the effectiveness of the programme. It is advisable to involve as many people as you can in the process, by splitting the responsibility and making it more interesting.

Important people to include are:

? Senior managers

? Supervisors

? Person responsible for personnel issues

? Colleagues doing similar roles

? Colleagues from other departments with whom the newcomer may work

In Delivery

Senior Managers

You should always involve the most senior manger in the induction process because:

? It demonstrates that person?s commitment to the process, and therefore?

? Other staff who are contributing to the induction will take it more seriously

? Newcomers will be impressed that even the most senior staff has time to welcome them

The senior manager can assist in a number of ways:

? Provide a budget for the induction

? Speak at a presentation about the company history and future goals

? Meet the newcomer (if a small company)

Line Managers

The line manager is probably the most important person in the induction process. This is the person whom the newcomer will be working for. The impression this person makes in the first few days will be a lasting one. It is essential, therefore, that the line manager allows enough time to spend with the new team member.

In the first few weeks the line manager should:

? Make the newcomer feel welcome and at ease

? Introduce the person to the rest of the team

? Go through the job description

? Go through the objectives of the team and current projects

? Provide lots of opportunity for regular feedback

Set some objectives that are realistic for the newcomer to achieve in the first 2 ? 3 months

Personnel Representative

If your company does not have a personnel function, then whoever is responsible for the following should do this part:

? Check that newcomer?s details are correct

? Obtain a security pass if required

? Go over any housekeeping rules

? Go through terms and conditions

? Make introductions to anyone else in the personnel department who is relevant

? Provide a map of the office/sites

? Indicate how the person can find relevant information

Provide telephone directories or important contact numbers

Trainers

If your company is one where specialist skills are required in order for new comers to be able to do their jobs, inform the trainer of:

? Roles of newcomers

? Previous experience

? Timing

Such training could include

? Use of tailored IT systems

? Company writing style

? Presentation skills

? Telephone skills

? Customer care

? Filing systems

? Use of specialist equipment

Other Staff

It may be useful to involve other staff and this can be done in several ways:

Job Shadowing

Arrange for the newcomer to spend time with someone who is doing the same or similar job. This may help prevent mistakes or misunderstandings.

Buddying

Allocate to another member of staff the responsibility of offering support and guidance to the newcomer during his or her first few weeks.

Work Placements

Let the newcomer spend time at different sites, for example on the shop floor or in the factory, so that the person can understand the work of other departments

Training those involved

Although managers may be experts in their particular fields, don?t assume that they will know how to impart their knowledge. Get everyone involved in the induction to come to a half-day workshop where you can go through:

? The aims and objectives of the induction programme

? The different parts of the induction and how they are linked

? Tips on presentation skills

? Guidelines on visual aids

? Checklists of each person?s role

? Coaching skills for the line manager

It is important that everyone with a role goes through this.

Copyright ? 2006 Jonathan Farrington. All rights res