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TRAINING AND HUMAN RESOURCE DEVELOPMENT BASE new emotionally attached to and engaged in the firm

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TRAINING AND HUMAN RESOURCE DEVELOPMENT BASE new emotionally attached to and engaged in the firm. employee orientation A procedure for providing new employees with basic background information about the firm. over DAL A de AT The Purposes of Employee Orientation/Onboarding the basic background information (such as computer passwords and company Employee orientation (often now called onboarding) provides i rules) they need to do their jobs; ideally it should also help them start becoming The manager therefore aims to accomplish four things when orienting i employees: 1. Make the new employee feel welcome and at home and part of the team. 2. Make sure the new employee has the basic information to function effec- tively, such as e-mail access , personnel policies and benefits, and expecta- tions in terms of work behavior. 3. Help the new employee understand the organization in a broad sense (its past, present, culture, and strategies and vision of the future). into the firm's culture and ways of doing things.? yen The Orientation Process The length of the orientation program depends on what you cover. Traditional programs take several hours. The human resource specialist (or, in smaller firms, the office manager) usually performs the first part of the orientation by explaining basic matters like working hours , work rules, benefits, and vacations. That person then introduces the new employee to his or her new supervisor. The supervisor continues the orientation by explaining the organization, introducing the person to his or her new colleagues, familiarizing him or her with the workplace, and helping to reduce first-day jitters. At a minimum, as in Figure 7.1, orientations typically provide information on things like employee benefits, personnel policies, and safety regulations. New employees should receive (and sign for) print or Internet-based employee hand- books covering matters like these. (You'll find a variety of orientation checklists online.)" At the other extreme, L'Oréal's onboarding program takes about two years. It includes special training and roundtable discussions, meetings with key insiders, on-the-job learning, individual mentoring, and special site visits. Ideally, there would be no such thing as a one-day (or less) orientation. The onboarding should begin before the person's first day, with receipt of a welcome note and first-week orientation schedule, as well as instructions about the docu- ments (such as tax documents) needed the first day. On the first day make sure everyone knows the new employee is starting, and preferably arrange for one or more of his or her colleagues to take the new employee to lunch. On subse- quent days, the new employee should meet colleagues in other departments . After about two weeks, have someone speak with the new employee to talk through any concerns.? Supervisors should be vigilant. Follow up on and encourage new employees to engage in activities (such as taking breaks with current employees) that will help them to "learn the ropes” and become productive.8 Onboarding is not just for lower-level employees. For example, in one survey “poor grasp of how the organization works” was the biggest stumbling block for 69% of new senior executives. Executive onboarding should touch on matters histories, key external stakeholders, and briefings on the firm's culture and how it "gets things done."9 vo F F No tars, for instance, to learn how to enroll for benefits. 13 ION Geophysical example, IBM uses virtual environments like Second Life to support orienta- Orientation Technology Employers use technology to support orientation. For tion, particularly for employees abroad. The new employees choose virtual ava- an online onboarding portal solution called Red Carpet. It includes a streaming So OV uses of 199 CHAPTER 7 • TRAINING AND DEVELOPING EMPLOYEES UNIVERSITY OF CALIRORNIA SAN DIEGO MEDICAL CENTER ith ny ng NAME: NEW EMPLOYEE DEPARTMENTAL ORIENTATION CHECKLIST (Return to Human Resources within 10 days of Hire) HIRE DATE: SSN: JOB TITLE: 2w DEPARTMENT: NEO DATE: DEPARTMENTAL ORIENTATION COMPLETED BY: TOPIC N/A DATE REVIEWED 1. HUMAN RESOURCES INFORMATION a. Departmental Attendance Procedures and UCSD Medical Center Work Time & Attendance Policy b. Job Description Review Annual Performance Evaluation and Peer Feedback Process d. Probationary Period Information Appearance/Dress Code Requirements f. Annual TB Screening g. License and/or Certification Renewals C. a. b. C. d. e f. g. ??????? e. 2 C. ?? ?? ? ?? d. e. al e. so 0000000000 is, 2. DEPARTMENT INFORMATION a. Organizational Structure Department Core Values Orientation b. Department/Unit Area Specific Policies & Procedures Customer Service Practices d. CQI Effort and Projects Tour and Floor Plan f. Equipment/Supplies Keys issued Radio Pager issued Other g. Mail and Recharge Codes 3. SAFETY INFORMATION Departmental Safety Plan b. Employee Safety/Injury Reporting Procedures Hazard Communication d. Infection Control/Sharps Disposal Attendance at annual Safety Fair (mandatory) . g. on Or on a. a. b. C. d. nd ????? C. e. e. on w 1- a. b. C. d. C. ts e. o 000000000 e. ?? 4. FACILITES INFORMATION a. Emergency Power b. Mechanical Systems Water d. Medical Gases Patient Room Bed Headwall Bathroom . Nurse Call System 5. SECURITY INFORMATION a. Code Triage Assignment b. Code Blue Assignment Code Red - Evacuation Procedure d. Code 10 - Bomb Threat Procedure e Departmental Security Measures f. UCSD Emergency Number 6111 or 211 . ne e 1- ?? e ?? ?? ? ?? d. ?????? r h de la *This generic checklist may not constitute a complete departmental orientation or assessment. Please attach any additional unit specific orientation material for placement in the employee's HR file I have been oriented on the items listed above WHITE - HR Records (8912) Yellow - Department Retains D1999(R7-01) y 5 r Figure 7.1 New Employee Departmental Orientation Checklist Source: “New Employee Departmental Orientation Checklist” from http://www.opm.gov/policy-data- oversight/human-capital-management/hiring-reform/sample-employee-checklist.pdf . Used with permission of UC San Diego Medical Center. United States Office of Personnel Management. video welcome message and photos and profiles of new colleagues. 14 With Work- day's iPhone app, employers provide their employees with easy mobile access to their employee directories. Users can search their company's worker directory for names, images, and contact information and call or e-mail coworkers directly.is 200 PART 3 TRAINING AND HUMAN RESOURCE DEVELOPMENT LEARNING OBJECTIVE training unau- they need to perform A KNOW YOUR EMPLOYMENT LAW The Employee Handbook view as containing legally binding commitments. Even apparently sensible hand- The employer should carefully review its employee handbook, which courts often be illegal (because, for instance, if an employee clocked in 10 minutes early each book policies (such as “only authorized overtime is compensated” would probably List and briefly ex day you might still have to pay her overtime); it would be better to prohibiti thorized overtime. 10 The handbook should include a disclaimer stating "nothing each of the five sto in this handbook should be taken as creating a binding contract between employer the training proces conditions of an employment contract, either expressed or implied. Do not insert of company policies, benefits, and regulations do not constitute the terms and statements such as “No employee will be fired without just cause” or statements The process of teachin Say that statements current employees the 12 It's wise to have a lawyer review and employees, and all employment is on an at will basis. that imply or state that employees have tenure. your handbook, or at least to use a verified source. LEARNING OBJECTIVE 2 Give an example of how to design onboarding to improve employee engagement. Employee Engagement Guide for Managers: Onboarding at Toyota In many firms today, orientation goes well beyond providing basic information about things like hours of work. 16 Onboarding at Toyota Motor Manufacturing USA illustrates this. Although it does cover routine topics such as company ben efits, its main aim is to engage Toyota's new employees in the firm's ideology of quality, teamwork, personal development, open communication, and mutual respect." It takes about four days:1 Day 1: The first day includes an overview of the program, a welcome to the company, and a discussion of the firm's organizational structure and human resource department by the firm's vice president for human resources. He or she devotes about an hour and a half to discussing Toyota history and culture, and about 2 hours to employee benefits. Managers then spend several hours discussing Toyota's commitment to quality and teamwork. Day 2: A typical second day focuses first on communications, and on the importance of mutual respect, teamwork, and open communication at Toyota. The rest of the day covers topics such as safety, environ- mental affairs, and the Toyota production system. Day 3: Given the importance of working in teams at Toyota, this day also begins with 2.5 to 3 hours devoted to communication training, such as “making requests and giving feedback.” The rest of the day covers Toyota's problem-solving methods, quality assurance, hazard com- munications, and safety. Day 4: Topics today include teamwork training and the Toyota suggestion system. It also covers what work teams are responsible for and how to work together as a team. The afternoon session covers fire prevention and fire extinguishers training. By the end of day 4, new employees -sb-pilogivos non should be well on their way toward being steeped in and engaged colors die bou ibada in-Toyota's ideology, in particular its mission of quality and its values Gems ?? 19 Showing too your 0126 olidoa yote mwen of 2005 ochowa obehova lima tolon of teamwork, continuous improvement, and problem solving. The bottom line is that there's more to orienting employees than introducing them to coworkers. Even without a Toyota's, use the onboarding opportunity to start instilling in the new employee the company values and traditions in which you expect the person to become engaged.