Effective Employee Induction Program Guide
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ScribdTranslationsEffective Employee Induction Program Guide
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INDUCTION:The induction seeks the adaptation and initial acclimatization of the new employee to the
company and the social and physical environment where it will work. This process must be scheduled in
systematic form, carried out by the immediate supervisor, by a specialized instructor or by a
colleague. An induction program includes the following aspects:
- The company: organizational culture, history, structure, development, and policies.
- Products and/or services.
- Rights and duties of the staff.
- Contractual aspects and trial period.
- Benefits and services.
- Rules, internal regulations, procedures.
- Notions on protection and safety at work.
- Cargo a ocupar: naturaleza del trabajo, horarios, salarios, oportunidades de ascenso.
- Relations with other positions.
- Detailed job description.
- Introduction of the new employee to the immediate supervisor, coworkers,
subordinates.
Induction is important because:
- The new employee receives the necessary general information about the company: rules,
regulations and procedures, to make their adaptation more effective.
- Reduce the anxiety level of the new employee.
- Reduce the chances of early resignation.
- Reduce the number of layoffs or corrective actions.
- The new worker is trained according to the requirements defined in the
description of the position you will occupy.
- It allows the integration of the new worker with their colleagues, and the rest of
components of your area and in general of the organization.
- The supervisor or immediate boss can directly provide aspects
fundamentales sobre sus labores, requisitos de seguridad, ubicación en el puesto, etc.
Objectives: The main objective of the induction is to provide the worker with an effective
general orientation on thefunctionswhat will be performed, the purposes or corporate reason of the
company and organization and thestructureof this. The orientation must aim to stimulate the
new employee so that they can integrate seamlessly intogroupof work of the
organization. It requires the favorable reception of the work colleagues that it may
achieve onecoordinationharmonica of theforceof work.
It is worth noting that induction is generally an activity aimed at new staff.
that enters the organization. However, the new workers are not the only ones
recipients of these programs, should also be given to all staff that are present
in a totally or partially unknown situation for them, such as the staff
who has been transferred to different positions within the organization and for whom
they are promoted to other positions. The responsibility of carrying out the induction process and
orientation can correspond to both the supervisor and the personnel manager.
Specific objectives
Establish the relationships that the new employee will maintain with the company.
To make the personnel aware of the company's philosophy and policies.
Identify the staff with the labor community.
To inform the new employee about the rules of discipline and industrial safety.
Increase group integration.
Improve communication processes.
Maximize the quality of individual contributions.
Create a favorable attitude towards the company.
Encourage personal intensification with the company's vision and goals.
Save time and effort for the new employee and the company.
Location of the induction program
Recruitment
Selection
Hiring
Induction
Start of work
It is very important not to confuse the induction program with a simple welcome manual, as
that this is part of the program.
Contents of the induction program.
Welcome
2. The Company
Company history.
Philosophy, mission, and values.
General organizational chart.
Departmental organizational chart.
General company policies.
Main shareholders.
3. Company products
Raw material
Finished product
4. Process
General process.
Quality
Work systems
5. Work relationships
-Classes of work relations
Quality and intensity of work
Workdays and working hours
Salaries and incentives
Days off and vacation
Training and instruction
Promotions and vacancies
Permissions and absences
Social Security and medical services
Sanctions
Benefits
Collective Labor Agreement
-Reglamento interior de trabajo
Unwritten rules
6. Industrial Safety and Hygiene
7. Daily routine of the employee
8. Tour of the facilities
9. Presentation before the supervisor
[Link] before your coworkers
11. Job description, duties, and rules
It is vital that there is consistency between what is communicated to the new employee and the reality that is experienced.
in the company.
Induction programs are usually the responsibility of the Human Talent department and
these can be:
FORMAL: They are of general interest, relevant to all or almost all employees and those of
specific interest directed especially at workers in certain positions or
departments.
INFORMAL: It can be an initiation group or a person from the department itself.
assigned to this task. He is the one who makes the presentations of the people directly
related to the position and presentation of colleagues. When a supervisor participates
of area and a representative from the Human Talent department, effectiveness is achieved in the
induction program.
BENEFITS OF INDUCTION PROGRAMS
One of the main benefits is that it reduces the anxiety level of the new employee. When
reducing anxiety, it is more likely that new responsibilities will be performed well, when
feeling better located, the employee will require less attention from the supervisor. Thus
the same, an early resignation is less likely.
POSSIBLE DIFFICULTIES
o The newcomer should not be overwhelmed with excessive information.
o It should be avoided that it appears overloaded with forms and questionnaires to fill out.
o It is negative to start with the unpleasant part of your work.
o He should never be asked to perform tasks he is not prepared for.
o Y en las que existe posibilidades de fracasar.
WELCOME MANUAL
These aspects are often complemented by a welcome manual. In this manual, the
they describe the company's policies, rules, benefits, and other related topics.
The following are the topics commonly covered in induction programs
new employees.
GLOBAL ORGANIZATION THEMES
Company history.
o Estructura de la compañía.
o Name and functions of the main executives.
o Structure of buildings and facilities.
o Trial period.
o Safety regulations.
o Description of the production process.
o Policies and rules.
BENEFITS AND SERVICES FOR STAFF
· Salary and understanding policy.
· Holidays and public holidays.
· Training and development.
· Professional advice.
· Individual and group insurance.
· Retirement programs.
· Special medical services.
· Cafeteria and restaurant services.
PRESENTATIONS
· To the supervisor.
· To the trainers.
· To the coworkers.
· To the subordinates.
SPECIFIC FUNCTIONS AND DUTIES
· Location of the workplace.
· Tasks assigned to the employee.
· Specific safety regulations.
· Job description.
· Job Objective.
· Relationship with other positions.
The induction crisis
Often, the weakest aspects of the orientation program are recorded in the
performance of the future supervisor. Even in cases where the personnel department has
designed a guidance program that addresses more urgent issues, or that from its point
from sight, everything looks so familiar that it doesn't require explanations. Frequently, supervisors
they are more focused on the immediate problems of the work and tend to consider that the
The orientation problems of your new collaborator are much less important than the others.
In addition to the very real danger that the supervisor's guidance may be very weak, there are other
possible difficulties:
The newcomer should not be overwhelmed with excessive information.
It should be avoided that it appears overloaded with forms and questionnaires to fill out.
It's negative to start with the unpleasant part of your work.
You should never ask him to perform tasks for which he is not prepared and in the
that there are possibilities of failure.
It is likely that a human resources integration program will not operate properly in the
practice, due to one or several of the following problems:
Indolence or ignorance of the executives and/or the head of human resources about the
benefits of a program of this nature.
Lack of collaboration from other colleagues in supporting newcomers in their
adaptation.
Lack of collaboration from the immediate supervisor to achieve effective integration.
Sometimes a poor integration program is implemented, which creates an image
false from the organization, causing resentment and frustration of the worker.
It is a mistake to consider human resource integration as a quick process, the
The person in charge of this function must be aware that they must carry out a series
of gradual activities, directly linked to the organizational culture of the
company and require constant monitoring to ensure optimal results.
An obstacle that arises to develop a productive and well-developed workforce
consists of employees having a greater tendency to leave the organization during the course of
the first months of his work than during any other phase of his professional career. This
The phenomenon is common. To some extent, it can be positive, because among the people who
They retire after two or three months of work; many can be counted that warn that they do not.
they fit into the organization.
The difference between what a person expects to find and the reality is called dissonance.
cognitive. If the level of cognitive dissonance rises excessively, people undertake
various actions. For new employees, the action they take may be to
withdraw.
Another potential cause for cognitive dissonance can be found in the job itself. It is
It is possible that the new employee does not accept the labor rules, their coworkers,
supervision that is received or several more aspects. Only until the new person presents themselves to
working is when both the organization and the new employee can detect the possible
areas of conflict.
When the human resources department helps employees achieve their goals
personal satisfaction, both individual and collective tends to increase, which benefits
organization, among other things, because it reduces employee turnover. The cost of turnover
personnel costs are high, including not only recruitment and selection expenses but also
what triggers the opening of records in the personnel department, the establishment of a
new account in the payroll, training and -in some other cases- the supply of equipment
specialized items, such as uniforms or specially calibrated tools. These costs are not usually
to be included as a specific line item in the company's financial statement at the end of the year; the
the circumstance of appearing divided into other concepts contributes, probably, to the fact that they are not
give it the attention it deserves.