ON BOARDING - WHY INDUCTING NEW HIRES' IS IMPORTANT

An alternative definition of induction is ,

"The process of receiving and welcoming employees when they join a company and giving them the basic information they need to settle down quickly and happily and start work" (Armstrong, 2003)

Strong induction procedures are important because the solid integration of new members into an organization leads to mutual benefits such as developing of employee commitment, clarification of the psychological contract, faster progression along the learning curve and a sound socialization process.

Induction training is concerned with introducing recently recruited staff to their work-place and their new job. Key objective of induction is to provide new employees with formal opportunity for meeting existing staff in the organization, including their manager and peers and subordinates. The induction enable staff to acquaint themselves with the detail of their conditions of employment and become familiar with the physical surrounding at work.

Common problems at Induction Programmes include: 

-  Administrative overload

-  Induction activities set aside in favor of day-to-day business by managers

-  ‘HR induction’ disconnected from ‘business induction’

-  Irrelevant or uninteresting induction activities.

How can employers supplement a new hire’s enthusiasm and energy to make Induction a memorable and valuable experience?

Managing admin overload

What many new hires experience in the first few days is chasing certificates and filling in forms.  Admin requirements may be burdensome and may delay their settling in or even the start date.

Technology can go a long way to preventing administrative overload. IT applications can help employers ‘on-board’ new hires in advance of the first day; compiling data and documentation that enable preparation of the employee’s access card, email address and other IT, work equipment and signing up to benefits.

Mobility service providers can also assist with ensuring that an employee prepares all the necessary documentation before making their move. Providing a simple briefing and administrative checklist in advance goes a long way to making an employee’s first days enjoyable and productive.

Nurturing a sense of belonging

The most important relationships of the new hire are those with their manager and their team. Some managers conduct a thorough introduction for their team, provide opportunities for socialization and spend time coaching the new hire.

However, often HR ‘hands over’ the new hire, while busy managers make little time for coaching, offering few guidelines and resources to create a positive experience.

For an example, I could personally relate to similar situation as a fresher, followed by Induction programme when I was placed at a very busy branch, my managers and subordinates had little time to offer during start. Thus, it took time to settle in.

Leaders are key to nurturing a new employee’s sense of belonging. It’s common for induction to be spent going through rules and procedures. But it would be much more engaging if leaders spent time with new employees, explaining the choices they make and the values that guide them.

Summary of the positive results of best practice induction might be:

1. Reduced recruitment costs

2. Motivated new starters

3. Promotion of positive attitudes to training, learning and development

4. Organizations learning from new employees

5. Constructive 'knock on' effect with established employees

6. Recognition of good HR practices through FAS Excellence Through People Award

(Meighan, 2000)

The Induction period soon gives way to everyday working life, and this is where the ideals presented at Induction need to fit with the reality. No vision and values training will sustain new hires’ energy and performance if there is no match between what’s said and what’s done.

REFERENCE

ARMSTRONG, M. (2006) Handbook of human resource management practice. 10th edition. London: Kogan Page Limited. [Online] Available at:
http://www.academia.edu/9026115/Michael_Armstrong_th_edition_10_HUMAN_RESOURCE_MANAGEMENT_PRACT_ICE [Accessed 14 December 2017]


Bradt,G. Vonnegut,M. (2009) Onboarding: How to Get Your New Employees Up to Speed in Half the Time. [Online] USA : John Wiley & Sons. Available at: https://books.google.lk/books?isbn=047052491X (Accessed on 14 December 2017)


Crookall,D. Saunders,D (eds) (1989) Communication and Simulation: From Two Fields to One Theme. Clevedon, Avon, England ; Philadelphia : Multilingual Matters Ltd. [Online] Available at: https://books.google.lk/books?isbn=0905028848 (Accessed on 14 December 2017)


Hewitt,A. (2015) Induction programmes must amount to something. Gulf News. November 6. Available from: http://gulfnews.com/business/sectors/careers/induction-programmes-must-amount-to-so mething-1.1614336 (Accessed on 14 December 2017)

Meighan,M. (2000) Induction Training: Effective Steps for Investing in People. (1st ed) [Online]Kogan Page. Available at: https://www.amazon.co.uk/Induction-Training-Effective-Investing.../0749433035 (Accessed on 14 December 2017)