5 Responses

1. Induction as a process
   I think of induction as a process, rather than a “session”. You need to ask what you want an induction programme to do – and consult with managers about what they want.
   In my experience, it’s usually about getting people up to speed and performong well a.s.ap. This means helping them break the ice with their team and key contacts, helping them understanding the organisation, its values and its ways of doing things – as well as their manager assessing performance and agreeing any development needed.
   This is better carried out by the new person’s manager and colleagues, with the help of your guides, checklists etc. than by a session.
   If you have enough people joining then it could be useful to let them meet in a group and share experiences after a month or so. You could add a quiz about the company to see how they’re getting on – with a fun prize or something.

2. Induction and Devolution
   Alison
   If you would like to get in touch I have a 17 point induction checkilist I developed whilst employed in the NHS and would be happy to share with you

3. Keep it informal
   I’ve found that the best induction sessions are the one’s where you’re realistic – depending on what you have to include in your induction, there are somethings that you can mention, and then give them the responsibility to find out about things in their own time. Company inductions can be complex – but here’s the best formula:

   Make it as interactive as possible – this depends on your company culture/people attending, but if you put in some short exercises, particularly on health & safety topics, it breaks up the session a bit.

   If you’re talking about company objectives etc – at least sound enthusiastic and interested yourself – like with any topic, the staff instantly become more interested. and make it clear to them why they need to know about the company mission – link their roles to the achievement of company profits/investment aims.

   I keep it informal and invite discussion – new employees like to talk once they’ve warmed up!

   Hope that helps
   – goodluck

4. A few more points
   All the points to date are very valid – a few more to consider:-

   1) Get current staff invloved in what they would have wanted at their induction.

   2) Basics have a very big impact such as having access to appropriate systems, tools to do the job and how to complete any basic admin processes. New joiners get very frustrated if they do not, it makes the company look inefficient and a lot of time is wasted. Staff reaction then maybe that they do not need to worry about being professional themselves.

   3) Police and follow up the process – painful but necessary. We had the situation that managers new the process was working but many still needed chasing to ensure the full process was completed. We were lucky that our department head was a big supporter (he personally met all new joiners 1 to 1 including contractors) and would personally chase managers if it came to it. This becomes very rare as managers soon get the message.

   4) If you can get suportive members of the senior management to present at any induction sessions this is a good win – shows commitment to new staff and is a good opportunity to get the company culture across.

   Rick Payne

5. Induction
   I think that I would like to work at any of your companies because your induction processes are quite comprehensive.

   The only ‘feel good’ point that I would add, is that an overall induction programme, should make the new employee feel welcome to the company.

   I.e.
   . Informal drinks
   . Invite them to join the company football team etc.
   . Introduce them to all of the senior managers informally
   . Invite them to join the Social club

   Quite often when an employee tries to sue a company down the track, they often quote “I was never made to feel welcome from day one… No-one told me anything.”.

   I realise that this can be an easy excuse, but when you have documentation to prove the efforts you made, you are actually trying to prevent employee dissatisfaction from the first day they start with you.

   In most cases you would want them to stay a long time with your company.