Use this new employee orientation checklist to build effectiveness into your new hire program.
We invest a lot of energy to hire talented people for our business; we need to put as much effort into training them and into aligning job descriptions with employee performance evaluations, and providing orientations for new employees.
Employee orientation is an important aspect to welcoming, integrating and retaining newly hired employees.
By developing and using an effective orientation program, new employees develop a positive impression of your business; and also more quickly learn the policies and practices of your business.
Developing an orientation plan and program increases the opportunity for your new employee to succeed and get a good start in your business.
Additionally, your new employees adapt more easily to the culture and the working environment if you provide the guidelines by orienting them effectively and early in their employment experience.
Once you and your new employee have determined a start day, communicate that information to the rest of your organization:
Ensure that your new employee understands who to report to and who to ask if they need to know something. At the end of the first week, set up a brief meeting or coffee session and ensure that your new employee is comfortable in the environment, knows what is expected, and is 'fitting in'. If yes, good. If no, work on solving the fit issues and update your new employee orientation program.
For most business owners or managers, this orientation process sounds like a lot of work and time. It is. But the benefit is that you will enable your new hires to be more successful and stay longer. Consider this time spent as an investment in your business' most important resource - your people!
Visit Define Orientation to read part 1 of 2.
Return to the Role of Human Resources.
New employees have a better opportunity for success when you provide a strong orientation for them on day one.
But follow up on that orientation, make sure that they understand what's expected of them and that they have the training and the support to do well.
During the first week, set aside some time each day to check in with them and debrief; listen closely to what they have to say and see if they highlight areas of business or process improvement: sometimes new employees see things that existing staff just don't see anymore.
Be sure to communicate progress and expected results regularly. Provide a written summary performance review after the first month - not at the end of the probationary period - by then it may be too late. Make sure the summary provides both the good results and the areas for improvement - with feedback on how that improvement can be achieved.
Communicate the organization's plan for the future and how the employees contribute to those plans and mission.
Make sure that the culture of your organization is one that attracts the type of people you want working for you. Assess your environment objectively - or hire someone to come in and do an employee survey or assessment for you.
Provide feedback regularly and consistently (and frequently for new employees or those that appear to be struggling).
Recognize good work openly and in front of other.
Consider poor performance as an area for improvement: focus on only one or two improvement areas at a time.
Provide employees with the opportunity for input into their evaluations - this should not be a one-way communication effort, rather it needs to be a two-way effort.
If there are action items that come out of the performance evaluation, and typically there need to be some goals or actions in each evaluation, then follow up - do not wait for a year to go by to check in.