dear all, i want to have induction training program for new joining employees.can anyone help me to start & implementing this induction training program.
From India, Mangalore
From India, Mangalore
How to Develop a Successful Induction/Onboarding Program
Step One: Create a New Employee Project Team
Ideally, the organization’s New Employee Onboarding Program is created (or enhanced) by a team consisting of both Human Resources participants and business leaders.
Considering the following ideas to create a Steering Committee or a Project Team, which might consist of participants such as:
• A group of High Potential employees from various departments in the company, which provides the additional benefit of developing the High
Potential employees as they are working on the cross-functional project
• A group of employees who have been in the company for one year, enabling them to think back through the past year to identify what worked well for them as they joined the company, and what could be improved to better assimilate new employees into the organization
• Mid- to senior-level leaders who will serve as the strategic and financial sponsors of the new employee onboarding project team
Step Two: Gather Information
First, you will need to review the current processes in your organization used to onboard new employees:
• The Employment Offer Process (review the company’s Offer Letter, documenting the employee’s acceptance of the position, notifying other applicants that the position has been filled, etc.)
• The New Employee Set-up Process (such as setting up the employee on the company’s HR system, the company’s Security system, etc.)
• The New Employee Welcome Process (review the Welcome Letter or Package sent to the new employee to make sure they know where to go on their first day, where to park, etc., and any materials and benefits information that is sent to employees prior to their first day)
• First day/week/month orientation programs and processes
• Onboarding training programs and resources currently available for new employees to help them develop job competencies
• Resources, checklists, and tools available to managers to onboard their new employees
• Tools, checklists, and online resources available for new employees
If you are updating your new employee notification process, check the list shown below to determine the part that each department plays in the onboarding process. Schedule a meeting with a representative of each department as needed to identify what is working well and what can be improved in each area.
• Benefits personnel (insurance enrollment etc)
• Payroll personnel (payroll setup, direct deposit)
• HR/compliance personnel (identification verification)
• Information systems personnel (computers, ID codes, and passwords)
• The company’s intranet Webmaster (if the company keeps an employee phone and e-mail directory online)
• Receptionists (to update their phone listings)
• Administrative assistants (to order office supplies, prepare the workspace, order business cards, and update organizational charts)
• Facilities personnel (to determine where the new employee will sit, to order office furniture if needed, and to obtain such items as furniture keys)
• Accounting personnel (to keep head count and payroll accounts)
• Stock options personnel (to handle the administrative work associated with setting up stock options for new employees)
Step Three: Define The Goals of Your New Employee Onboarding Process
Step Four: Plan an Onboarding Outline
• Prior to the employee's first day
• On the Employee's first Day
• In the first week or first month on the job.....
• In the first 90 days on the job....
• In the first year on the job
For a Successful Onboarding/Induction program also look at the outcomes for the Strategic Induction/Onboarding.
This will ensure that you have already approximated the success factors
Important Objective :
• Knowledge Transfer
• Engagement Levels
• Employment Brand
• Automation
• Consistency of (Positive) Experience
• Organizational Transformation (business and /or cultural)
• Accountability—Roles and Responsibilities
• Other: unique to your organization and circumstances (as determined by your diagnostic)
Business Impact
• Attrition
• Time to Productivity
• Level of Productivity
• Ability to Meet Emerging Talent Needs
• Competitive Position
• Recruiting Cost
• Labor/Employee Cost
• Onboarding Administration Cost
• Other: unique to your organization and circumstances (as determined by your
diagnostic)
• Knowledge transfer Today a lot of enterprise value is derived from the knowledge of existing employees. Firms widely recognize employee know-how as a company asset, even if it doesn’t appear on the balance sheet. Many companies have invested a lot in trying to distill employee know-how into a formal knowledge management system. When an employee transfers out of a position or leaves the company altogether, knowledge loss always occurs. New hires represent a great and unique opportunity to transfer the most important knowledge of the enterprise to the future workforce and future leaders. This issue is even more pronounced given that a large number of experienced Baby Boomer employees will soon retire. Strategic onboarding helps by offering mentor and apprentice programs, and developing and engineering the significant relationships that new hires require to learn from veteran employees, thus creating an effective
knowledge transfer program.
Engagement levels Employee engagement is critical for any labor-dependent business. In fact, engagement affects several of
the business impacts — most notably time to productivity, level of productivity, level of attrition, and attrition mix. High performers and “high prospects” who are not sufficiently engaged operate at mediocre levels and soon begin a job search. Ironically, low performers (or low prospects) also maintain mediocre output levels, but unfortunately they are more likely to stay on the job. Both of these are terrible outcomes for the organization. A study of professional services firms found that offices with engaged workers were over 40% more productive. Other studies have found that engaged workers are more customer-focused and profitable, and less likely to leave their employer. strategic onboarding fosters engagement by helping new hires get excited about their work, their career prospects, and the enterprise’s mission.
Hope this will help you create the Induction/Onboarding training program
Thanks & regards
Dharmandar Attal
Management & Performance Consultant
Mobile: +91 9810643099 eMail :dharmandar@gmail.com
From India, New Delhi
18Step One: Create a New Employee Project Team
Ideally, the organization’s New Employee Onboarding Program is created (or enhanced) by a team consisting of both Human Resources participants and business leaders.
Considering the following ideas to create a Steering Committee or a Project Team, which might consist of participants such as:
• A group of High Potential employees from various departments in the company, which provides the additional benefit of developing the High
Potential employees as they are working on the cross-functional project
• A group of employees who have been in the company for one year, enabling them to think back through the past year to identify what worked well for them as they joined the company, and what could be improved to better assimilate new employees into the organization
• Mid- to senior-level leaders who will serve as the strategic and financial sponsors of the new employee onboarding project team
Step Two: Gather Information
First, you will need to review the current processes in your organization used to onboard new employees:
• The Employment Offer Process (review the company’s Offer Letter, documenting the employee’s acceptance of the position, notifying other applicants that the position has been filled, etc.)
• The New Employee Set-up Process (such as setting up the employee on the company’s HR system, the company’s Security system, etc.)
• The New Employee Welcome Process (review the Welcome Letter or Package sent to the new employee to make sure they know where to go on their first day, where to park, etc., and any materials and benefits information that is sent to employees prior to their first day)
• First day/week/month orientation programs and processes
• Onboarding training programs and resources currently available for new employees to help them develop job competencies
• Resources, checklists, and tools available to managers to onboard their new employees
• Tools, checklists, and online resources available for new employees
If you are updating your new employee notification process, check the list shown below to determine the part that each department plays in the onboarding process. Schedule a meeting with a representative of each department as needed to identify what is working well and what can be improved in each area.
• Benefits personnel (insurance enrollment etc)
• Payroll personnel (payroll setup, direct deposit)
• HR/compliance personnel (identification verification)
• Information systems personnel (computers, ID codes, and passwords)
• The company’s intranet Webmaster (if the company keeps an employee phone and e-mail directory online)
• Receptionists (to update their phone listings)
• Administrative assistants (to order office supplies, prepare the workspace, order business cards, and update organizational charts)
• Facilities personnel (to determine where the new employee will sit, to order office furniture if needed, and to obtain such items as furniture keys)
• Accounting personnel (to keep head count and payroll accounts)
• Stock options personnel (to handle the administrative work associated with setting up stock options for new employees)
Step Three: Define The Goals of Your New Employee Onboarding Process
Step Four: Plan an Onboarding Outline
• Prior to the employee's first day
• On the Employee's first Day
• In the first week or first month on the job.....
• In the first 90 days on the job....
• In the first year on the job
For a Successful Onboarding/Induction program also look at the outcomes for the Strategic Induction/Onboarding.
This will ensure that you have already approximated the success factors
Important Objective :
• Knowledge Transfer
• Engagement Levels
• Employment Brand
• Automation
• Consistency of (Positive) Experience
• Organizational Transformation (business and /or cultural)
• Accountability—Roles and Responsibilities
• Other: unique to your organization and circumstances (as determined by your diagnostic)
Business Impact
• Attrition
• Time to Productivity
• Level of Productivity
• Ability to Meet Emerging Talent Needs
• Competitive Position
• Recruiting Cost
• Labor/Employee Cost
• Onboarding Administration Cost
• Other: unique to your organization and circumstances (as determined by your
diagnostic)
• Knowledge transfer Today a lot of enterprise value is derived from the knowledge of existing employees. Firms widely recognize employee know-how as a company asset, even if it doesn’t appear on the balance sheet. Many companies have invested a lot in trying to distill employee know-how into a formal knowledge management system. When an employee transfers out of a position or leaves the company altogether, knowledge loss always occurs. New hires represent a great and unique opportunity to transfer the most important knowledge of the enterprise to the future workforce and future leaders. This issue is even more pronounced given that a large number of experienced Baby Boomer employees will soon retire. Strategic onboarding helps by offering mentor and apprentice programs, and developing and engineering the significant relationships that new hires require to learn from veteran employees, thus creating an effective
knowledge transfer program.
Engagement levels Employee engagement is critical for any labor-dependent business. In fact, engagement affects several of
the business impacts — most notably time to productivity, level of productivity, level of attrition, and attrition mix. High performers and “high prospects” who are not sufficiently engaged operate at mediocre levels and soon begin a job search. Ironically, low performers (or low prospects) also maintain mediocre output levels, but unfortunately they are more likely to stay on the job. Both of these are terrible outcomes for the organization. A study of professional services firms found that offices with engaged workers were over 40% more productive. Other studies have found that engaged workers are more customer-focused and profitable, and less likely to leave their employer. strategic onboarding fosters engagement by helping new hires get excited about their work, their career prospects, and the enterprise’s mission.
Hope this will help you create the Induction/Onboarding training program
Thanks & regards
Dharmandar Attal
Management & Performance Consultant
Mobile: +91 9810643099 eMail :dharmandar@gmail.com
From India, New Delhi
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INDUCTION & TRAINING FEEDBACK FORM1.xls
INDUCTION TRAINING FOR NEW EMPLOYEES1.doc