We are a major housebuilding company and have an induction that consists of a tick sheet covering everything that a new starter should be told about and a really good Induction day with the Chief Executive and site visit. At the end of 6 months there is a Personal development review.
However, there is far too large a turnover in people leaving before the end of their probation. Some of it is to do with how the job was 'sold' to them initially and we are dealing with this within our Recruitment Training. However, a large proportion feel that they had no clear path to follow within the first 6 months.
Does anyone have a process that they use to ensure that people are set goals, mentored or 'buddyed' and given direction within that time? If so, could they please share it with me.
Tony Willson
Tony Willson
3 Responses
Rhetorical Question?!
Tony – I think you’ve about answered your own question!!
You’ve listed some of the key elements in a successful induction/probation process, and pointed out that you have other issues in recruitment, and are tackling that too.
I’d add regular (twice per month min) reviews and meetings between the new starter and their boss, plus a regular series of meetings with the line manager’s manager, e.g. in week 1, then at end of month 3 and just before finishing probation.
I assume buddies and mentors meet with their charges every week, if only for 5 mins.
I also assume that new starters have access to each other – mutual supprot network, with time made available every month to spend an hour together.
And of course the develpment review occurs right at the start of employment so that during probation training takes place and that what is expected in terms of performance and behaviours are made clear on day 1 or so in very measurable terms, and these are reviewed at each meeting?
Something similar is being implemented within a major county council I’m familiar with – the aim is to cut turnover from nearly 40% of new starters leaving in first year to about 10% or less.
Value Their Ideas
new starters in any company are a most valuable source of information, particularly on the culture within the organisation (which becomes part of their environment after about 3-6 months).
This is a great time to show that you value their perspective on the way things are done – by specifically asking them this question over the course of their probation. If they start to see things change from the ideas they have, then they will increase in confidence and also see their own contribution to your company. They are a hugely valuable perspective on your company that is so often untapped.
happy to share!
Hi Tony,
In response to your question, there is a lot of info I can share with you on this subject. We have developed 3-6 month induction programmes for a wide range of multi-site organisations along exactly the lines as you mention – one particular client has managed to reduce turnover to 6% as a result of the programme!
We have actually met before but it was a few months ago now. Drop me line at [email protected] and we can see how we can help.
Anne