Summary
The 300-employee insurance company’s new orientation program aims to encourage new workers’ induction, familiarizing them with their job responsibilities. It will eliminate or diminish the rate of turnover in the organization. Employees’ motivation will be aimed at results, a mindset for better performance of their work duties. The orientation program ensures an increase in labor productivity and staff morale. Taking into account all the listed factors can provide the most beneficial results. The purpose of this program is to facilitate the onboarding of new employees, whereas the responsibility of a worker is to remember and be responsible for following the plan.
Organizational and Departmental Orientation
Initial Stage
At the initial stage, which includes pre-orientation and introduction, organizational orientation is provided. The focus should be on presenting all general information about the company’s history, organizational structure, corporate culture, principal values and ethics. The purpose of organizational adaptation is to develop attitudes and principles that an employee must adhere to in the work process (Arthur, 2012). The activities that can be performed by a human resource manager are to meet with a new worker and their colleagues followed by the insurance company’s tour.
It is required to conduct the staff onboarding properly; the activities include an introductory conversation of the recruit with the HR senior managers and supervisor to answer employees’ questions. These might be questions about wages and bonuses. It is also crucial to give information about the system of penalties and career progression. At this step, onboarding can be performed using a training system in the form of web-based courses and presentations. For recruits without experience, lectures and distance learning tools are offered. The entire program’s purpose is to qualify personnel to increase work productivity. A new employee receives reading material; the principal means for the onboarding period used to assess the performance is an adaptation sheet. It is an individual program with outlined processes that should be mastered.
Job-Specific Stage
Concerning the next steps and processes, departmental orientation is performed. The program’s purpose is to introduce the employee to the range of professional duties and develop certain personal qualities to build a positive attitude toward a position (Arthur, 2012). HR should choose a supervisor being the crucial figure in the orientational process. This person control and evaluates and helps a new employee. For instance, morning briefings and accessing regular performance are conducted by a supervisor. A new worker can discuss all arising questions with the colleague; based on results, the latter should set an action strategy.
Follow-Up Stage
The final stage includes overseeing the onboarding effectiveness. It is vital to organize a meeting with the supervisor, employee, and manager. The purpose is to obtain data about how much the recruit has accomplished their company’s role (Arthur, 2012). The last examination is launched towards the end of the probationary employment. The senior manager should check the evaluation results listed in the specification sheet. The immediate supervisor is obliged to inform the employee about the end of the probationary period and set a date for discussing their performance. Further discussion is aimed at the expected feedback from the worker to determine the opinion about the company and suggestions for improvements.
A proper plan for the personnel member’s development is designed considering the assessments noted throughout the entire trial work period (Caldwell & Peters, 2018). As long as the new worker effectively fulfills duties, orientation may be considered complete.
Length, Employees, and Formats
Organizational orientation is a process included in the first stage of onboarding; it takes from one to two weeks. The job-specific stage is conducted within two months; the first check of employee onboarding effectiveness is held afterward. The conversation with senior managers should be performed in two months depending on whether the new worker’s skills and performance are structured.
The HR manager conducts these activities with the acquaintance of the managers and supervisor. The next step involves the joint work of recruit and mentor, selected from experienced employees. The last stage requires the supervisor, senior managers, and HR managers. The plan consists of such formats as a tour of the organization, conversation, presentation, training, and testing. A feedback request is used; upon finishing the trial period, the employee is offered to fill out a feedback form.
Web-Based Component
In the first days at work, a new employee should accomplish several training blocks, consisting of video calls and online courses. A general presentation about the company is sent to a new worker; the information should be structured and honest. It is useful for the employee to learn about how the key processes are arranged, and gain knowledge about company policies, business plans and strategies, and stakeholders (Lee & Lee, 2018).
The recruit receives a welcome kit with more detailed information about the work process, schedule, information about his or her supervisor, and an invitation to the HR introduction. The description should collect information about the main activities, including the meeting. The manager reveals the history, values and ethics, of the company tour, and conducts the introduction of the person to new colleagues.
To sum up, if the orientation is performed successfully, the new employee will feel confident and comfortable in the company. Adaptation is a two-way process, depending on a new employee’s desire to work in this firm, while managers should assist in onboarding processes and support the company’s new workers. The most striking indicator that the adaptation program is created correctly is the fact that the employee remains in the company from a long-term perspective.
References
Arthur, D. (2012). Recruiting, interviewing, selecting & orienting new employees (5th ed.). AMACOM.
Caldwell, C., & Peters, R. (2018). New employee onboarding–psychological contracts and ethical perspectives. Journal of Management Development. 37(1), 27-39. Web.
Lee, H., & Lee, M. (2018). Social learning constructs and employee learning performance in informal Web-based learning environments. Journal of Workplace Learning, 30(6), 394-414. Web.