I am interested in finding out about practices for both internal, but particularly external new hires.
If anyone has devised a programme themselves, I would also be interested in finding out about the process from start to finish, what research was carried out, who you involved in the process etc.
Thanks
Sam
Sam Charles
3 Responses
Advice for Sam
Sam,
You don’t say what type of company you are, but I used to do induction for new senior management, and everyone else, in my old job.
I would advise that senior managers get the same induction as everyone else, and then go off into the front line for a month to see where they need to make a difference. You may find yourself under pressure to ‘release’ them from some of the induction, as they’re ‘more important’ than anyone else. Resist that if you possibly can, and good luck!
what everyone else gets PLUS…
Hi Sam, The programme I devised for senior managers has two strands 1. the same orientation programme all staff undertake (my view is managers need to go through this programme so that they know what their staff learn and also to get the same business overview). This programme blends online content with monthly informal speaker sessions for 6 months. A good chance for managers to mingle with staff and 2. a key “briefing” programme that is individually tailored – a timetable is set up with their pre-reading then a session with the key person e.g. Performance Management session would involve reading the policy and related documentation (I’d build in time for this) followed by a session with the HR Manager concerned. This helps with understanding but also in forming relationships. It is time consuming, you have to allow plenty of time in the first month but you can do it in groups where appropriate. And it gets good results! Happy to talk more if you like. Karen
induction
Yes, I’d agree with the other comments here. When I designed induction courses i had to replace very ineffective ones – you might learn from why i thought they were ineffective. We were a major chemical company and only did departmental inductions (finance for fiancial people, engineering for engineers). This meant nobody at senior levels was able to understand or empathises with other divisions/functions. I designed a ‘whole company’ approach which meant that new starters, at any level, spent time in production, finance, sales etc etc it was very successful at changing the culture in the company and i recommend it to you as a strategy. I used lots of experiential training to support the programme.
mike@marketvalues.co.uk