Induction
Recruitment and Employment Index
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ACAS recruitment and selection guidance
This is simply the process of helping a new employee to settle into the organisation.
The selection process is only the beginning of the employment relationship, a systematic process to assist a new employee to settle in will save money - they quickly become more productive. It can also lay the foundations for the long term relationship between the employee and organisation.
Its not rocket science, a systematic induction programme seeks to answer the questions a new employee has about their work and the way things are done in the new organisation. Without such a programme it may take weeks to find the answers. A systematic programme seeks to give the answers in the first few days.
People are understandably anxious when they take a new job. All new employees want to get on with their co-workers. They want to understand the standards and rules (written and unwritten) of the organisation and make a good impression on their new manager.
A good reception, with the line or personnel manager spending time with the new employee, is important on the first day. There may be further documentation to complete, perhaps a preliminary discussion about training either immediately or in the future, an explanation of the development opportunities that are available, and of course enough information to give the new starter a good grasp of the working practices of the organisation.
One major help can be a relevant employee handbook - see link left. Any particular health and safety requirements should be made known, together with details of whom to go to for help and advice during the course of their employment. All employees must know what to do in the event of a fire or other emergency. Many companies use a 'buddy' system, where an experienced worker is nominated to assist the new recruit in all the day-to-day questions that may arise.
Certain employees may need special attention. School or college leavers, here health and safety is particularly important. Similarly staff returning from a work break, illness, child caring etc may all have special needs. Whether they have or not they will all welcome a quiet word from someone pointing out that help is available if they need it. Disabled staff may need some adjustment of the workplace, establishing a constructive dialogue at an early stage really helps.
Employers may need to be aware and take account of any particular cultural or religious customs of new employees who are part of an ethnic or religious minority so that misunderstandings do not occur.
Finally all new employees should be monitored in their work. There should
be review meetings between the line manager and the employee after one week and
one month. A formal written review should be completed after three months
(see performance assessment link left).