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An efficient induction system pays for itself at all levels...
Everyone involved in recruiting and settling in a new employee should
be aware of the principles. People are among your most valuable
resources and deserve to be treated accordingly. When your company
is presenting itself to its staff, induction is a vital part of building
reputation and goodwill. Induction has to be 100% correct or it has failed.
Use this checklist as a base for your own company's induction programme.
Acceptance of offer:
The acceptance is not the end of the recruitment process - it is a step
along the way. You now have to convert the candidates into successful
employees.
A post-acceptance email or letter is designed to tidy up loose ends,
and make the new employee feel wanted. Review your standard
example and ask:
• Is it warm and friendly - does it say you look forward to their arrival?
• Does it say when, where and how they should start work?
• Do the starting dates chosen allow enough time to ensure the employee
is welcomed, briefed housed and utilised effectively?
• Does it encourage them to confirm holiday dates, particularly if you
have earlier promised to honour them?
• Does it invite contact before joining?
• Does it confirm other things they were promised at interview
(e.g. special equipment, organisation changes, car, secretarial
support, etc.)
• Does it enclose organisation charts or list names of key people so
the candidate does not have to memorise them all on the first day?
Before arrival
Have you told everyone who needs to know (including payroll)
when the employee is starting?
• Is a desk clean, empty, ready and equipped with a telephone and PC?
• Is someone briefed as first day escort?
• Is there time in key contacts' diaries for a brief meeting?
• Has essential training been planned (including IT systems)?
First day
Is someone briefed to act as guide and mentor? Does the brief include:
• Rules?
• Prohibitions?
• Safety precautions?
• People to meet?
• How to claim expenses?
• Corporate objectives?
• Personal objectives?
• Location of refreshments?
• Where work comes from?
• Where work goes to?
• Hours of work?
• Appraisal procedures?
Think about confirming the brief in writing - for example in an induction
booklet or handout - people often cannot absorb it all at once and
remember everything.
One week
After one week, take the time to talk about first impressions. This is
valuable because it makes employees feel wanted, and helps to
correct false impressions and misunderstanding.
One month
Check again that you have implemented everything promised before
joining - or explained delays.
Has someone during the month explained how your performance
appraisal system works and the criteria by which the new employee
will be assessed?
End of probationary period
Do not let it pass unnoticed. Take the trouble to reassure, encourage
and redirect employees at this stage otherwise they may assume
incorrectly that their performance is perfect - or that their jobs
are in jeopardy.
Have you fulfilled your promises to them?
Have you discussed past performance - constructively?
Have you discussed future prospects?
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