Understanding the Induction Process and Expectations.

The term ‘induction’ is generally used in a workplace context to describe the whole process whereby employees adjust or acclimatise to their jobs and working environment. As part of this process, ‘orientation’ can be used to refer to a specific course or training event that new starters attend, and ‘socialisation’ can be used to describe the way in which new employees build up working relationships and find roles for themselves within their new teams. Some people use the term ‘on-boarding’ to describe the whole process from an individual’s contact with the organisation before they formally join, through to understanding the business’ ways of working and getting up to speed in their job. 

Every organisation, large or small, should have a well-considered induction programme as part of their fundamental statutes. Employees who have a well thought-out induction are more likely to stay with the organisation. However, designing an appropriate and cost-effective induction package is a complex task. The induction programme has to provide all the information that new employees need, and are able to assimilate, without overwhelming or diverting them from the essential process of integration into a team.

The length and nature of the induction process depends on the complexity of the job and the background of the new employee. One size does not fit all - a standardised induction course is unlikely to satisfy anyone.

As your business grows, it’s likely that you’ll have to take on new members of staff. Even if you have started out on your own and it’s going well, at some stage you’ll probably have to hire additional employees if you want your customer base, and revenues, to increase.

When you come to take on new starters, you’ll have to induct them into your business. The staff induction process is designed to welcome a new hire into your company, and familiarise them with your rules and culture. The induction can last any length of time, from hours to weeks, and the new hire can be asked to all kinds of things – from shadowing their new line manager to going out for drinks and dinner with the rest of the team.

There’s no legal requirement to run an induction – but it makes solid business sense. We realised that many firms which don’t bother to do inductions and run the risk of people not fitting in hence ultimately leave - so you either waste money on agency fees, or waste your own time.

Start the induction early

When you’re interviewing prospective recruits, use the interview as a ‘mini-induction’ to give them an idea of the standards you expect – so they can hit the ground running if you hire them.

Highlight that when somebody gets offered a job they are aware of our standards. We impress it upon them so much that, by the time of the induction, they usually know what we expect from them, particularly in regards to personal appearance. But bear in mind that this approach does not always work – however pointing it out is always an integral part of the screening process. 

Go into detail

Appearance should be in sync with the rest of the other employees and should be part of the handbook and explained to the inductees before their start date.

Explaining your company’s ambitions and culture is undoubtedly the most important part of the induction.  During induction, talk to all new starters/inductees in groups about the values of the business and make it an exciting experience.  Emphasising the need to reach the goals of the organisation but making it a memorable time for them in a great sense.

If your company does anything quirky, make sure this is explained, or else the new starter might get the wrong end of the stick – so everything must be explained in detail and get feedback that the new employee has understood otherwise there might be some unwanted/unwarranted incidents. Involve the inductees in after work events and or social groups so that they can easily fit in and mingle with the rest of their work colleagues.

Make the induction challenging

Running a staff induction is not all about giving speeches – you also have to provide active challenges which engage the inductee. You should get people doing things as early as possible, even if it’s something like proofreading. Doing some actual work on your first day is important, work that’s relevant to your job description. Our view is, in the first three months, a new starter should have done everything on their job description.  (Probation Period)

Active training can also be a great way of showing a new starter what you expect – a great ways of coaching or mentoring at ease, hence increasing quick integration.

Make it fun   

If you don’t provide some light relief, the induction process can drag – and the inductee can lose focus. So it’s important to think of ways you can make the induction fun.

Some companies initiate a sort of presentation of a new team member by formerly introducing them to their new colleagues at the team brief, where they are asked to share an interesting fact. All new starters are required to write a brief greeting on their staff profile on the intranet too, although it’s not mandated it’s an easy way to engage everyone formally as part of the recruitment process.

It is important not to take the fun aspect too far. Prepare for the unexpected even the most meticulous induction programmes can go amiss – so it’s important to be flexible.