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New Employee Orientation

New Employee Orientation:

New employee orientation is the process you use for welcoming a


new employee into your organization. New employee orientation, often
spearheaded by a meeting with the Human Resources department, generally
contains information about safety, the work environment, the new job
description, benefits and eligibility, company culture, company history, the
organization chart and anything else relevant to working in the new
company.

New employee orientation often includes an introduction to each


department in the company and training on-the-job. New employee
orientation frequently includes spending time doing the jobs in each
department to understand the flow of the product or service through the
organization.

The Best New Employee Orientation:

 has targeted goals and meets them,


 makes the first day a celebration,
 involves family as well as co-workers,
 makes new hires productive on the first day,
 is not boring, rushed or ineffective, and
 uses feedback to continuously improve

Remember your first day of school when you were just a


youngster? It was a bit frightening, if you were like most kids. Lots of new
people and a completely different environment. You weren't quite sure how
you would be accepted.

New employees feel much the same way. They are coming into a new
environment, meeting new people, and are not sure how they will be
accepted. Employers can ease the transition and take advantage of the
opportunity to get the relationship off to a good start.

Welcome your new employee. Smile, and tell them you are glad that
they have come to work in your establishment. You can make a big
difference at this point. Show them around the facility, pointing out any
important features along the way like emergency exits and hazardous areas,
for example. Pretend you are showing a guest through your home. You want

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New Employee Orientation

to make them feel comfortable and for them to relax as much as possible.
Introduce them to people you meet along the way. Chances are your new
worker won't be able to remember everyone's name when they are through
with your tour, but you will at least have given other people the chance to
learn who the new person is. As you introduce your new employee, explain
what job they will be assigned and who they will be reporting to. This will
help existing employees mentally fit the new person into what they know of
your organization.

Introduce your new employee to the supervisor they will be reporting


to, if they haven't already met. Show them their work station and where to
get any supplies they might need. Talk briefly about important contacts they
will want to remember, such as the person responsible for ordering supplies,
the payroll person and any others you feel are key to the operation.

Prepare a checklist of subjects which should be reviewed with each


new employee and then set aside the appropriate amount of time so that can
be done. Let everyone else know that you are not to be interrupted while you
are orienting your new worker. You will want to convey to the new person
that they are the most important item on your agenda at the moment.

Consider the following items for your New Employee Orientation


Checklist:

• Personnel file contents:

 Job application or resume


 Interview summary
 Reference check information
 Verification of any licenses or certifications required on this person's
job (driver's license, teaching credential, broker's license, etc.)

• Complete necessary paperwork:

 Employment agreement if you use them


 Receipt for their copy of your employee handbook
 Personal data sheet so you will have the information necessary on
emergency contacts, home address and telephone number, social
security number, etc.
 Security or identification card information form

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New Employee Orientation

 Benefit coverage election and beneficiary designation forms for your


benefit programs which provide immediate eligibility for all
employees.

• Explain the following practices and procedures you use in your organization:

 Hours of work and attendance/tardiness policy


 Payroll periods, when paychecks are delivered and when first check
will arrive
 Rates of pay
 Overtime rules
 Training or introductory employment period
 Employee benefits for which they are or may become eligible:

 Medical insurance
 Sick leave
 Vacation
 Personal leave, jury duty, holidays
 Pension programs, savings programs and/or stock plans
 Life, disability and accident insurance
 Employee activities
 Other benefits you offer and how much the employer will pay
for each

 Advancement or promotion opportunities and procedures


 Employee suggestion plan
 Parking arrangements
 Union-related information if this person will be in a represented group

• Provide copies to the new employee of the following documents:

 Employee handbook
 Safety plan
 Annual report
 Employee newsletter
 Direct payroll deposit request
 Employee benefit booklet explaining each of the organization's
offered benefits

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New Employee Orientation

 Show employee any marketing or informational materials which are


used with your customers or clients. Play any video or audio tapes you
have prepared for employees or customers that explain what your
organization is all about.

• Explain your organization's mission and its philosophy of doing business:

"The way we do things around here..."

"We believe that our customers are..."

"Nothing is more important than..."

During your orientation discussion with the new employee, you want
to take the opportunity to stress "how we do things around here." This is the
best time for you to create the attitude you want your workers to have in
performing their jobs. Remember that you can set the tone for the remainder
of their employment with you. Make it positive and stress the things which
are truly important to your organization. And, give the employee opportunity
to ask questions along the way.

Be sure you show your new employee where the required employment
posters are located. If it's in a lunch room/break room, take the opportunity
to explain the rules for use of that part of your facility.

How long should this process take? That depends on you and your
organization. It will likely require an hour of your time at a minimum. It will
be an hour which can clarify important information and avoid
misunderstandings that could take you many hours to correct later on. An
hour making people feel welcome, important and giving them the
information they need to succeed in your organization is indeed an hour well
spent.

New employee orientation is a planned welcome to the organization


that usually is shared by the human resources (or training) department and
the new employee's supervisor. There are twelve key factors that can
contribute to the successful orientation of new employees.

The Training Clinic of Seal Beach, California, surveyed over


300 United States companies (during 4 different years) who were conducting
successful orientation programs. Here are the 12 factors.

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New Employee Orientation

1. All effective programs view orientation as an ongoing process, not


just a one-day program. The process usually begins with the hiring decision
and continues well into the first year of employment. New employee
orientation (NEO) becomes the umbrella program for other programs that
include performance reviews and training.

2. Because orientation is an ongoing process, information is given to


the new employee closest to the time it is needed. For example, if the
employee's health benefits vest 30 days from the start date, a benefits
orientation is not needed during the first day or first week of employment.
Many companies separated benefits from other orientation information. A
separate meeting, if held in the evening, allows spouses to attend and
participate in the selection of a specific health plan.

3. The benefits of orientation are clear and visible to both the new
employee and the organization. The organization could identify such factors
as reduced turnover or improved productivity as a few of the benefits of a
systematic orientation. The employee felt valued and was able to "fit in" to
the new job more easily and quickly. Fewer mistakes were made by the new
employee who was more relaxed.

4. Successful orientation programs shared their "corporate culture"


(philosophy, how to get along, how business is done, etc.). New employees
need to be told the organization's norms, customs and traditions. If a new
employee knows informality is expected, then having coffee at your desk or
leaving work out on your desk overnight is acceptable. However, if rules are
strictly enforced, the new employee must know to follow the unwritten dress
code and carefully adhere to accepted break and lunch times.

In some organizations all employees are addressed by their first


names. In other organizations a strong sense of formality would demand
using only surnames. Shared expectations and common definitions of
"what's normal" can contribute greatly to the successful orientation process.

5. The employee's first day is truly welcoming and helps the


employee feel useful and productive. This can be accomplished by being
prepared for a new employee; desk, office, phone, and supplies are ready.
How many times have new employees arrived at your organization and
everyone is too busy to direct their activities or teach them the job? Several
successful organizations set up a welcome, introductions and a tour that ends

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New Employee Orientation

in the new employee's work area. The new employee is then paired with an
experienced "buddy" to teach a specific task. This way a new employee can
perform a simple task that contributes to the department's production on the
first day of employment.

6. The supervisor's role in NEO is clear and well executed with


human resources department's or function's assistance. Supervisors and the
human resources department or function share responsibility for the
successful orientation of the new employee. Supervisors need to identify
what is best done by them and what information is more general and best
given by the human resources department or function. The human resources
department or function is usually best equipped to share organization policy,
history and benefits. Supervisors usually prefer to explain safety rules,
reporting requirements and job tasks. The division of tasks must be
negotiated between supervisors and the human resources department or
function if tasks are to be successfully shared.

7. Orientation objectives in successful organizations are measurable


and focus on specific knowledge, skill acquisition and influencing attitudes.
Too often poor orientation programs are an information overload - like
drinking from a fire hydrant! Those programs that included some skills
training (operating the telephone system or practice in using a fire
extinguisher) found a balance of activity and pacing that made orientation
interesting, not boring.

8. Adult learning concepts are known and used to guide orientation.


If an organization wants its employees to use their initiative and exercise
judgment, then a self-directed NEO is appropriate. Several successful NEO
programs gave the new employee a list of tasks to accomplish, a deadline
and the time and resources to complete the tasks. For example, a
manufacturing organization gives the new hourly employee a checklist to be
completed in 5 days. Items on the checklist include finding bulletin boards,
safety and first aid supplies, and signing completed forms. Another
organization gives its new middle managers and staff people a list of key co-
workers to interview. A self-directed workbook suggests questions for the
interviews. Sample questions are: 1) What do you expect from me when we
work together? 2) What are your job and task goals and how do they affect
me?

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New Employee Orientation

Many unsuccessful NEOs "spoon feed" all information to the new


employee. This process often gives the impression to the employee that the
organization will tell you everything you need to know . . . just wait for it to
come to you. If you want new employees to work independently, at least
part of their orientation should be his or her responsibility.

9. Many NEO programs use guest speakers (live or on videotape).


Successful speakers are well prepared, present only essential information
with specific objectives, and use good presentation techniques. The human
resources department or function had frequently coached all speakers and
even outlined or scripted their talks and provided professional looking visual
aids. Guest speakers fail to meet their goals when they are ill prepared,
ramble off their subject, or do not arrive on time (or not show up at all).

10. Audiovisual components of successful NEO programs provide


emphasis to the program and provide a positive message. Frequently
successful videos or slide tape presentations were used to describe the
organization's culture, history and philosophy. Although the temptation is to
put as much as you can on video, the content needs to be lasting. For
example, benefits are best presented "live" if they are likely to change each
year. The organization's history is not likely to change, but give the current
executive group in written form on an organization chart. Guest speakers
who deliver a consistent message and find attending every session of NEO
are also good candidates for video.

11. The NEO process is evaluated by participants, supervisors and


the human resources department or function from bottom-line results.
Participants can give their reaction to NEO and offer suggestions to improve
the process and validate the timing of content delivery. Supervisors can tell
you if NEO information is used on the job and to what degree NEO needs
revision. NEO should also be evaluated for results. A manufacturing
organization was able to reduce turnover by 69% in the first three years by
conducting a systematic NEO; a bank was able to reduce orientation and
skills training of new tellers from six weeks to two weeks. Cost-benefit
analysis is not easy to conduct, but worth doing to prove your results.

12. Successful NEO programs provide information to the employee's


family. This included welcoming gestures and letters or organization
newsletters to the family or a more inclusive program for spouses and
families. Many companies welcomed families at work one day during the

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New Employee Orientation

year. Others scheduled a benefits orientation during the evening. One


unique approach involved a home visit by the corporate "welcome wagon."

These 12 elements suggest that NEO is a process that needs to


be refined and customized for each organization. These 12 elements also
need to be modified based on when orientation is first conducted and how
many new employees are hired at one time.

Tips for Better New Employee Orientation:

When we orient new hourly (non-exempt) employees, we provide a


standard HR couple of hours on policies, procedures, company history,
goals, culture, punching in and work rules. We give a company tour and
hourly employees then train and cross-train on the job.

Managerial and salaried (exempt) employees participate in an


orientation that is custom-designed for them. It includes the above
information that is received by all employees. Additionally, their orientation
may last one to two weeks and it enables them to meet the whole
organization, their direct reports and more. They should leave this
orientation with a clear picture of the organization, its challenges, its goals
and their opportunity to assist with progress.

It is challenging to make sure salaried employees have the chance to


do the orientation while also beginning their new job. Neither can be put on
hold. My current new director spent the morning helping to write an RFP for
a potential customer rather than attending his scheduled meetings. This is
okay, but I don't want his orientation to get off track. It provides
fundamental information he needs to succeed in this organization.

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New Employee Orientation

From an HR perspective, this may not be ideal for making sure he gets
the organization overview, but it is ideal for helping him integrate quickly
into the working business of the company - and that's the point. Right?

The best orientation I have ever known was instituted at Edgewood


Tool and Manufacturing. Every manager who hired a new employee was
required to write a 120 day orientation for the new employee. It involved
one action a day. Actions included meeting the Director of Quality, calling
on a customer and having lunch with the CEO. You can bet that new
employee was thoroughly welcomed and integrated into the organization
after 120 different orientation events.

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New Employee Orientation

IDEAS FOR A SUCCESSFUL NEW EMPLOYEE ORIENTATION:

Many companies today are going the extra mile to help make their
employees feel comfortable in their work place surroundings. Offering flex-
time to tele-commuting, firms are accommodating, some encouraging,
alternative "work-styles". However, orienting new employees to their new
workplace is too often neglected, resulting in a weak welcoming event - or
none at all.

Imagine for a moment that it's your first day at a new firm. You arrive
in the office at 8:00 or 8:30 a.m. and call your new supervisor from the
reception area - and no one answers. You sit down in the lobby and wait and
wait some more. People are trickling in, but you don't recognize any of
them. 9:00, 9:15 leads to 9:30. Finally, your new boss shows up, greets you,
and tells you they're not sure where you'll be sitting, but they've arranged to
have a desk set up in the hallway for you until they find out where your new
space will be. Then you spend a long monotonous day reading a mountain of
human resources documents and job files.

Interesting!!

They couldn't wait for you to start, but now that you're there it's as
though they weren't even expecting you.

Few things in life are as exciting - or as harrowing - as starting a new


job. As a hiring authority or human resources representative, it's important
that you make the new employee on the block feel welcome and valued.
Remember, first impressions last a long time and this is your opportunity to
make it a good one.

How Important Is Your Firm’s First Impression??

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New Employee Orientation

Many HR managers agree that a favorable experience in the initial


few days on the job is critical to an employee's continuing success and
motivation. A well organized new employee orientation, whether it’s a
large-scale presentation or a one-on-one meeting, can help to create a
positive perception of the firm. In fact, studies have shown that a well-
planned orientation can effectively contribute to:

 Length of employment
 Fewer mistakes
 Improved client relations
 Healthier work attitude
 Self-Motivation
 More effective communication among the partners, managers, and
the new employees

It's not enough for the "loud" partner to be a bit more reserved, the
"reserved" partner a bit more garrulous, for the new hire's acclimation. The
orientation must provide concrete information as well as create a
comfortable - but not false - environment. So, how can your firm develop
and present a rewarding orientation program?

Here are some ideas that will help:

Welcome Call:

Ask a new hire's supervisor or co-worker, even a partner, to call the


new hire a few days before his or her start date and set expectations. They
should enlighten the new hire that the firm is looking forward to having
them aboard, what they’ll be doing the

First few days, and ask if they can answer any preliminary questions.
A simple phone call will reduce first day anxieties by presenting a friendly,
helpful face of the company.

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New Employee Orientation

Welcome Note:

Send a welcome note, if appropriate, to the new hire's family, offering


to answer any of their pre-start questions. You might consider assembling
and sending commonly asked questions and answers.

Business Hours:

Let new hires know what time they are expected to arrive on their first day. They'll feel
more comfortable having an initial "goal" and knowing that someone will be expecting them.

Unwritten Rules:

You or a manager should fill new hires in on the "unwritten rules" and
corporate ethics. Despite its importance, moral code is frequently unspoken.
Don't be shy about filling them in on the acceptable vs. the unacceptable.

Dress Code:

They will not want to show up in a three-piece suit on casual Friday.

Organizational Chart:

This chart may change continuously, so keep them up to date on the


latest organization structure.

Departmental Goals:

How does the department measure success? How does it measure


performance? What are the "official" and "unofficial" goals?

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Telephone Procedures:

These days, mastering the phone system is a bit like neurosurgery.


Make sure they know the system and any "phone etiquette" i.e. do
employees forward their phones to voicemail at night? Are they expected to
pick up the main line when the receptionist is away from his/her desk?

Mission Statement:

Mission statements can be helpful in fostering a team environment. If


your firm has one, make sure they know what it is and the importance of it.

Customer Service Philosophy:

How are they expected to treat visitors, clients and vendors?

Office Supplies:

Where should they go for extra glue sticks, pads, staples and paper
clips? Which items need to be requisitioned or special-ordered and proper
procedures for doing so?

Parking - Is there special parking for their office or department? If


they work in the city, maybe there's less expensive parking known only to
company insiders.

Extra Curricular:

Do you have a firm softball team? Are there any parties or field days
coming up? They may want to put important dates on their calendar.

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New Employee Orientation

New Employee Classes:

Organize a combined orientation class with other new employees - it


helps to know there are other people in the same orientation schedule.

Employee Manual or Handbook:

Take this opportunity to review the employee manual, discuss the


"rules and regulations" and even take care of some administrative tasks
during this time.

Corporate Phone Directory:

Give them a list of "important numbers and people to know". This list
should include the mailroom, fax center (if you have one), receptionist,
maintenance, security, and any main contacts in the departments with which
they'll be most closely associated. Also, be sure to explain the functions of
each person along with their job titles and responsibilities.

Corporate Video:

Show your new employees a firm video (it you have one) starring the
partners, managing partners, and other executives whom they may not know
or see on a regular basis. It'll familiarize them with your firm's leaders and
better acquaint them with the firm goals, beliefs, mission and culture.

Mentoring:

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New Employee Orientation

Assign a mentor to take them out to lunch and answer their questions
or consider allotting them a little cash for a night on the town or to spend on
whatever they wish: dinner, drinks, playing golf at a nearby club, or getting
a massage during their lunch break.

Breaks & Lunch:

Speaking of lunch, what about it? Does your firm have a cafeteria or
restaurant? Are there any good places to eat outside of your office space?
Clue them in to the best places so they won't waste their lunch hour
wandering aimlessly in search of sustenance.

Office Tours:

Take them on a tour of the office. You may know your way around,
but they don't, and most offices can be confusing to the newcomer.

Welcome Basket:

Wrap up their new office supplies like a gift basket. It makes their
first day a bit more "celebratory" and is a fun, inexpensive way to liven up
an empty office or cubicle.

Security Codes & Keys:

Make sure they have security codes, a pass, keys, or whatever else
they need to be self-sufficient and able to come and go, whether its early or
late.

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Greetings:

Say "hi, hello or good morning". It's the fastest and easiest way to
make a new person feel welcome, wanted and at home.

How New Employees are Oriented at “Microsoft”

Revamped Onboarding Program:

The learning and development team provides internal consulting


regarding performance issues. One metric identified for improvement over
the past 12 months was employee retention. To accomplish this goal, the
learning staff revamped the new employee orientation program to provide
better acclimatization to Microsoft and its corporate culture.

The program includes core classroom offerings by the human


resources team, classroom and online offerings from the core learning
organizations, and peer mentoring to assist in the onboarding process.

Each new employee receives information about the company's


mission, culture, and commitment to corporate citizenship. He is introduced
to the resources available to understand corporate processes and tools, as
well as employee benefits. The HR team also conducts a series of check-ins
with new employees and managers. As a result, low-tenure attrition has
dropped by 40 percent within one year.

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Orientation also plays a critical role in improving an employee's


readiness to contribute, especially for staff members who join Microsoft as a
result of acquisitions. A detailed road map was developed for the process.

Learning teams design a customized learning program that introduces


new employees to the company's systems and competencies. Through this
approach, which partners the learning organization with the vendor
integration team, time to employee readiness has been reduced from between
10 and 12 months to between four and six months.

Performance Development:

Classroom training and e-learning courseware help managers and


employees maximize effective use of the tools. Subsequently, employees
take advantage of courseware and embedded learning solutions that are
mapped to individual behavioral statements within each competency.

A mid-year review ensures that career development and coaching


conversations take place. The manager and employee discuss immediate
career goals and how they correlate to the employee's long-term career
aspirations.

To identify strategic performance development needs, Coco's group


relies on the pipeline support plan developed for each engineering discipline,
which takes a threeyear perspective in defining how Microsoft will develop
its engineering workforce.

"This is the strategic plan for our people," he explains. "We tried to
answer the question: How does our business have to evolve over the next
three years?"

Workplace learning and development professionals also served as


consultants during the establishment of new business centers outside the
United States. They were involved in the planning process, location
selections, and all of the startup activities.

After the initial plans were delivered and the locations identified, the
learning organization created business leadership teams to serve as the
advisory committee for local learning resources. Learning content, facilities,
and resources were established and deployed in time to train the new
workforce.

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Employee Effectiveness:

Microsoft outsources a portion of the design and delivery of selected


learning solutions, notably instructional design and classroom delivery. Its
objective is to develop and maintain resident expertise in performance
improvement without building costly bench strength in instructional design,
e-learning production, and facilitation.

A dedicated purchasing department has been established, which


specializes in procuring learning solutions exclusively. A list of preferred
vendors has been identified.

The Seattle software organization strives to create embedded solutions


that minimize the time an employee must spend away from his job in
dedicated learning and development activities. Delivery methods run the
gamut, and take audience characteristics into account.

"We must really consider different generations," Sadykhova explains.


"Innovative training methods-such as simulations, games, podcasting, wikis,
blogging and other on-demand learning methods-are being used to reach the
younger generations of the workforce."

No matter what direction Microsoft's employees take along their


career path, the choices they make regarding personal improvement are
consistent with the company's corporate strategy.

"Everything we do is integrated with business processes at the


learning organization level," says Coco. "Our role as learning and
development professionals is to facilitate the process of aligning all of the
dynamics of our workforce to make an employee effective."

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Conclusion:

No matter what your time and expense budget, you can always make
your new employees feel like they are vital members of your firm. After all,
an employee's first few days are the most important one's he/she will
remember the best, and those experiences will affect the rest of their tenure
as a valued employee. Some of these ideas will assist and make sure that
everyone starts off on a positive note.

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