Education and Lifelong Learning Department

Induction Training: A Guide For Managers

Introduction
How an organisation treats its employees (develops, informs, communicates
with or instructs) is critical to the ongoing relationship between them.
Research has shown that the highest level of staff turnover in a single group
was among new employees
1
.
It is important therefore that the first few weeks spent by a new employee in
an organisation is effective in persuading him or her to remain with the
business.
he aim of this guide is to provide you with a structure on which to build an
induction e!perience for new starters that will ensure that the process is
consistently applied throughout the department. However, it is fle!ible enough
for you to use it to supplement the induction activities that you may already
have in place or provide you with a framework on which to develop the whole
learning process.
his guide focuses on the information you will need to induct a new employee
successfully into your team and the department. "ou may also find it a helpful
aide#memoire when inducting newly promoted staff or colleagues on their
return to work after long#term absence such as a career break, e.g. maternity,
adoption or paternity leave.
What is meant by induction?
Induction is the process an employee undergoes when beginning a new $ob
to%
&elcome them into the organisation
Help familiarise them with their new place of work,
'nderstand the main policies, processes and rules of conduct they have
to observe
(eet the colleagues with whom they will work and
)egin to know and become effective in the $ob they are about to start.
* basic induction can also be organised for colleagues who are changing $obs
or when returning to work after a prolonged period of absence to bring them
up to speed with any recent developments.
What should be included in an induction programme?
1
In its +,,+ -abour turnover survey the .hartered Institute of /ersonnel and 0evelopment
found that +12 of leavers had less than si! month3s service 4.I/0 5 -abour urnover +,,+.
-ondon, .I/0, +,,+ (6urvey report)7.
1
he key to successful induction is not to provide too much information at the
beginning otherwise the employee may feel overwhelmed. It is important that
you structure the induction process so that all the relevant topic areas are
covered in the right order and in sufficient detail, appropriate to the
employee3s position in the department. he length and nature of the induction
process depends, therefore, on the comple!ity of the $ob and the background
of the new employee.
Remember that, although the elements of induction programmes may cover
the same topics, one si8e does not fit all and a rigidly standardised induction
course is unlikely to satisfy anyone.
* typical induction programme for a new employee should consist of%
* general description of the overall organisation of the .ity .ouncil
*n overview of the department3s structure, its divisions and the work of
the new employee3s team or section
he key strategies and policies of the .ouncil and the department
* general introduction to the main terms and conditions of employment
Information and communications strategies used in the .ouncil including
use of I. e9uipment and software
Health and 6afety information
* clear outline of the $ob:role re9uirements
he following table sets out in more detail the range of topics to be included in
the induction programme%
.ategory 0escription
Health and safety ;mergency e!its
evacuation procedures
first aid facilities
health and safety policy
accident reporting
specific ha8ards
policy on smoking
<rganisation -ayout of the building, toilets, etc.
telephone system
computer systems
organisation chart # global
organisation chart # departmental
car parking arrangements
security procedures
erms and conditions *bsence:sickness reporting procedures
working hours:fle!i#time system
holidays:special leave
probationary period
the .ouncil3s *ppraisal 6cheme
discipline procedure
+
.ategory 0escription
grievance procedure
=inancial /ay # payment date and method
ta! and >I
benefits
pension:stakeholder pensions
e!penses and e!pense claims
raining *greed training plans
learning and development opportunities
./0 and /ersonal 0evelopment /lan
career management
.ulture and values )ackground
vision and mission statements
key strategies and ob$ectives
customer care policy
Who should be involved in a successful induction
programme?
*s the person3s line manager you will be responsible for the design and
implementation of her:his induction, but you are not e!pected to cover all the
elements personally. >o one person alone should or would be able to deliver
the complete induction process for a new employee. he range of information
to be provided to or gathered from the new starter would indicate the breadth
of the task in hand.
"our task is to organise the process in a logical order and to ensure you have
the assistance of the relevant colleagues who can provide their input at the
most appropriate moment. &hen we surveyed a selection of recently
appointed staff from all divisions of the department, the ma$ority (?@2)
commented on the support and help given by colleagues working in the same
team:section. 0o not underestimate the value and usefulness of this form of
informal socialisation to the integration and learning process of new starters.
(ake sure there is time set aside in their induction programme for this activity
to take place.
hose people who you could normally involve in the process and the areas
they would cover include some or all of the following, according to their
knowledge, position or relationship with the new employee%
<fficer(s) involved *reas .overed
0epartmental and
divisional managers
Aive an overview of the organisation, its
history, strategies, ob$ectives and services,
structures and culture.
he section manager
and:or direct line
manager:supervisor
;!plain the departmental organisation, the
re9uirements of the $ob, the purpose and
operation of any probationary period and
1
<fficer(s) involved *reas .overed
the appraisal system.
;!plain the induction programme.
/rovide an escorted tour of the
department and introduce fellow workersB
then give day#to#day guidance in local
procedures for the first couple of weeks.
0escribe available training opportunities
and then help to develop a personalised
training plan.
/rovide details of other sources of
information during induction such as the
I. infrastructure, including e#mail and
intranet or interactive learning facilities
Health and 6afety officer ;!plain the health and safety issues.
Human Resources
/ersonnel
.over the housekeeping aspects for a
new starter (possibly on arrival, certainly
on 0ay 1) such as completing employee
forms, taking bank details.
0escribe the learning and development
policy for the department, Investors in
/eople.
;!plain the annual appraisal scheme and
its links to skills, knowledge, professional
and career development
Representatives from trade
unions and other in#house
groups:associations
Aive details of membership and its
benefits.
* work colleague, mentor
or CbuddyD
6ometimes inductees allocated a
colleague, not their immediate line
manager can be supported to help speed
up the settling#in period
Employees who need special attention
In the same way that the induction programme should be tailored to the
re9uirements in the $ob, the needs of the individual employee need to be
taken into account as these may affect the style and pace of the process. he
following points are e!amples of the differing emphases that you may need to
consider to make sure that the induction process is successful%
School and college leavers: they may be nervous or e!cited about starting
work, but will need reassurance about their position in the department as well
as encouraged to develop a positive attitude to work and the opportunities for
future development of their skills and careers.
Health and safety is an important area to consider. "oung workers are seen
as particularly at risk of in$ury and you should assess any risks inherent in
E
their $obs, taking into account their ine!perience, apparent lack of awareness
and immaturity addressing specific factors in the risk assessment.
Returners after a break in employment or changing their work situation:
they may be nervous about returning to work after a period caring for their
children or other relatives, even if they previously worked for the .ouncil.
hey may feel that they are out of touch with developments and in need of re#
establishing themselves. "ou will need to take these feelings into account
even offering training and e!tra help to settle in and become valuable
members of the organisation.
Employees with disabilities: careful pre#planning can reduce problems of
access, e9uipment or relationships with colleagues. 6pecialist advice, via the
Human Resources team, is available from the 0isability ;mployment *dvisor
and the 0isability 6ervice eams, including the *ccess to &ork scheme,
whereby assistance may be available in meeting the cost of any aids and
adaptations re9uired.
Employees from Black and inority Ethnic communities: it is important
to remember that the .ouncil3s ;9ual <pportunities policy also applies to all
learning opportunities and should be embedded into the induction practice
and process and where necessary positive action taken to provide special
training for particular employee groups.
!art"time# $ob"share and temporary staff: have particular needs, not least
because of their working patterns and ability, or otherwise, to attend all
induction events and opportunities that you may wish to organise for them.
"ou may need to consider rearranging the employee3s working days at the
start of their employment or pay for her:his attendance outside of normal
working days on occasion.
%he induction timetable
* good Induction begins even before the person has actually started work.
.onsider how the following list features in induction%
Information about the $ob, the division and the department sent with the
recruitment pack
he written statement of employment particulars and the employee
handbook, F.ode of .onduct and )ehaviour at &ork3, sent with the $ob
offer letter
Information where and who to report to on the first day of employment
*rrangements for accessing computer networks, e#mail systems and,
where appropriate, the internet
hese are all important and, properly organised and presented pro$ect a
positive image of the department.
It is e9ually important to take account of the following points%
G
/lanning an induction course should start as soon possible, maybe as
early as when planning the recruitment process itself.
6etting out your induction plan at the beginning avoids the problems that
could arise in trying to arrange time in the future, when the new employee
is established in the $ob.
he induction programme may be spread over several days, weeks or
months, depending on the comple!ity of the $ob, the role of the new
starter or e!tent of person3s contact with others within and beyond the
department
(onitoring the effectiveness of the process is also e9ually important.
)uilding in reviews during and at the end of the induction programme,
either formally or informally, will enable you to learn from the e!perience
and make the process more effective for the employee and in the future.
It is a good idea, wherever possible, to get the person to complete some
kind of practical work on their first day. his will assist their learning and
enable them to relate what they are being taught to their role and make
them feel part of the team.
Remember, information should be provided at a rate that allows the employee
to take it in and understand it properly. =or e!ample, delivering information in
short concentrated bursts interspersed with other work will make assimilation
easier.
=or e!ample, at the time of offering the $ob, you may have identified some
specific area(s) for development in the person3s knowledge or skills during the
recruitment and selection process. hese and other available learning
opportunities can be addressed in early discussions with the new employee.
he learning ob$ectives agreed can then form part of the initial review and
development (annual appraisal) process.
!lanning and implementing a good induction training
programme
/reparation is the key to good induction. &ell in advance of the new
employee starting work draw up a programme, or course, and a timescale for
its implementation. Include in the programme the formal and informal contact
meetings with those officers who will regularly work along#side the new starter
or with whom he or she will come into contact. In addition, ensure that the
new employee has an opportunity to begin work as soon as possible and that
he:she has opportunity in the programme to become familiar with work
colleagues and some of the informal aspects of the office routine.
*t the end of this guide is an e!ample of an induction programme for an
administrative assistant, which you may find helpful when drawing up your
own programmes.
Here are some other hints and tips you may wish to consider in your induction
plans%
@
Remember to inform other employees about the new starter, prepare their
working area, organise any e9uipment necessary for the $ob, include
access to computer systems and networks, and any documentation for
them to read and:or complete.
/repare an induction checklist to help ensure that all areas are covered.
*n e!ample of a checklist is included at the end of this guide.
0on3t forget to include the more informal aspects of the induction, for
e!ample whether any social occasions are planned for the near future,
whether the tea, coffee and other refreshments are free or whether they
are part of a kitty.
(ake sure that you include the formal aspects of induction that all new
starters are e!pected to attend, including ;9ual <pportunities, /egasus
;#mail, departmental presentation, etc.
*sk 9uestions throughout the induction to ensure that the employee has
understood everything and to get their mind working. "ou should also
encourage them to ask 9uestions.
*rrange regular review meetings during the induction period. his can
help you keep track of the progress being made and give the new
employee the chance to ask 9uestions of you or raise any concerns.
It is a good idea to get feedback from the employee a few weeks into their
employment to find out what they thought of the induction process and
any changes they would recommend.
(ake sure the induction programme is fit for purpose. .reating a
programme that is not appropriate to the $ob or generates unreasonable
e!pectations by being more interesting or more e!citing than the $ob itself
might lead to a lack of enthusiasm, demotivation and early resignation.
<verall, be prepared to make changes in the programme. If the new
employee becomes competent and effective sooner than e!pected cut out any
unnecessary elements, or if he:she would be better employed on some
interesting and useful work than to go to a presentation, rearrange attendance
to a later date. Remain fle!ible and adapt the programme to the pace of the
new employee.
Where to get more help
o complement the individual induction programme that you will be preparing,
there are a series of structured learning and development events being
organised and run regularly throughout the year. hese include
* half#day departmental induction presentation in which the overall aims,
strategic direction and structure of the department together with the work
of the ma$or divisions will be shared.
* half#day introduction to e9ual opportunities training event organised by
the 0epartment3s /olicy and .ommunications team
I. training in all ma$or software applications, including /egasus e#mailB
(icrosoft &ord, ;!cel, *ccess and /ower/ointB Intranet and (icrosoft
Internet ;!plorerB ;.0- (mostly half#day, some full day or specially
designed to meet individual needs)
Health and 6afety
H
'se of elephones, via the intranet (attached to the main office
switchboard)
"ou can also obtain further guidance on designing and implementing an
induction programme from a number of internal and e!ternal sources.
If you have a 9uestion or need some advice on a specific aspect of induction,
what should be included in a particular programme or what other resources
are available to you, you can contact your nominated Human Resources
.onsultant who supported you through the process of recruiting the new
employee, career break or long term absence.
"ou can also obtain further information about any of the basic, intermediate
and advanced I. software training courses offered by the I. training team
in Resources, *ccess and 0iversity department. .ontact a member of the
training team in >ew &alk .entre on (+G+) H@,E
* number of organisations such as the .hartered Institute of /ersonnel and
0evelopment (www.cipd.co.uk), )usiness -ink (www.businesslink.org) and
*cas (www.acas.gov.uk) have produced general guidance on induction and
there are many practical guides (articles, books and training manuals) written
on the topic.
&onclusions
Induction need not be an elaborate e!ercise, but it must be thought out in
advance, carried out in a timely and careful manner and evaluated to ensure
that it meets the needs of the organisation and the employee.
he benefits of a good induction programme are a more settled employee, a
more effective response to training, lower staff turnover and improved
communications and relationships generally.
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