Make New Employee Orientation A Success

New employee orientation is a planned welcome to an organisation that is usually shared by the human resources (or training) department and the new employee's supervisor. A recent survey of over 200 UK companies, who were conducting successful orientation programmes, suggests that there are twelve key factors that can contribute to the successful orientation of new employees...

1. All effective programmes view orientation as an ongoing process, not just a one-day programme
The process usually begins with the hiring decision and continues well into the first year of employment. New employee orientation (NEO) becomes the umbrella programme for other programmes that include performance reviews and training.

2. Because orientation is an ongoing process, information is given to the new employee closest to the time it is needed. 
For example, if the employee's health benefits are due to commence 30 days from the start date, a benefits orientation is not needed during the first day or first week of employment. Many companies separated benefits from other orientation information. A separate meeting, if held in the evening, allows spouses to attend and participate in the selection of a specific health plan.

3. The benefits of orientation are clear and visible to both the new employee and the organisation.
The organisation could identify factors such as reduced turnover or improved productivity as a few of the benefits of a systematic orientation. The employee felt valued and was able to "fit in" to the new job more easily and quickly.

4. Successful orientation programmes shared their "corporate culture" (philosophy, how to get along, how business is done, etc.). 
New employees need to be told the organisation's norms, customs and traditions. If a new employee knows informality is expected, then having coffee at your desk or leaving work out on your desk overnight is acceptable. However, if rules are strictly enforced, the new employee must know to follow the unwritten dress code and carefully adhere to accepted break and lunch times. In some organisations all employees are addressed by their first names. In other organisations a strong sense of formality would demand using only surnames. Shared expectations and common definitions of ‘what is normal’ can contribute greatly to the successful orientation process.

5. The employee's first day is truly welcoming and helps the employee feel useful and productive.
This can be accomplished by being prepared for a new employee; desk, office, phone, and supplies are ready. How many times have new employees arrived at your organisation and everyone is too busy to direct their activities or teach them the job? Several successful organisations set up welcome and introductions protocols and a tour that ends in the new employee's work area. The new employee is then paired with an experienced "buddy" to teach a specific task. This way a new employee can perform a simple task that contributes to the department's production on the first day of employment.

6. The supervisor's role in NEO is clear and well executed with the human resources department's or function's assistance.
Supervisors and the HR department share responsibility for the successful orientation of the new employee. Supervisors need to identify what they best communicate and what information is more general and best given by the human resources department. The HR department is usually best equipped to share organisation policy, history and benefits. Supervisors usually prefer to explain safety rules, reporting requirements and job tasks. The division of tasks must be negotiated between supervisors and the human resources department if tasks are to be successfully shared.

7. Orientation objectives in successful organisations are measurable and focus on specific knowledge, skill acquisition and influencing attitudes.
 Too often poor orientation programmes are an information overload - like drinking from a fire hydrant! Those programmes that included some skills training (operating the telephone system or practice in using a fire extinguisher) found a balance of activity and pacing that made orientation interesting, not boring.

8. Adult learning concepts are known and used to guide orientation.
If an organisation wants its employees to use their initiative and exercise judgment, then a self-directed NEO is appropriate. Several successful NEO programmes gave the new employee a list of tasks to accomplish, a deadline and the time and resources to complete the tasks. For example, a manufacturing organisation gives the new hourly employee a checklist to be completed in 5 days. Items on the checklist include finding bulletin boards, safety and first aid supplies, and signing completed forms. Another organisation gives its new middle managers a list of key co-workers to interview. A self-directed workbook suggests questions for the interviews. Sample questions are: 1) What do you expect from me when we work together? 2) What are your job and task goals and how do they affect me?

Many unsuccessful NEOs "spoon feed" all information to the new employee. This process often gives the impression to the employee that the organisation will tell you everything you need to know . . . just wait for it to come to you. If you want new employees to work independently, at least part of their orientation should be his or her responsibility.

9. Many NEO programmes use guest speakers (live or on videotape).
Successful speakers are well-prepared, present only essential information with specific objectives, and use good presentation techniques. The human resources department or function had frequently coached all speakers and even outlined or scripted their talks and provided professional looking visual aids. Guest speakers fail to meet their goals when they are ill prepared, ramble off their subject, or do not arrive on time (or not show up at all).

10. Audiovisual components of successful NEO programmes provide emphasis to the programme and provide a positive message.
Frequently successful videos or slide tape presentations were used to describe the organisation's culture, history and philosophy. Although the temptation is to put as much as you can on video, the content needs to be lasting. For example, benefits are best presented "live" if they are likely to change each year. The organisation's history is not likely to change, but give the current executive group in written form on an organisation chart. Guest speakers who deliver a consistent message and find attending every session of NEO are also good candidates for video.

11. The NEO process is evaluated by participants, supervisors and the human resources department or function from bottom-line results.
Participants can give their reaction to NEO and offer suggestions to improve the process and validate the timing of content delivery. Supervisors can tell you if NEO information is used on the job and to what degree NEO needs revision. NEO should also be evaluated for results. A manufacturing organisation was able to reduce staff turnover by 69% in the first three years by conducting a systematic NEO; a bank was able to reduce orientation and skills training of new clerical staff from six weeks to two weeks. Cost-benefit analysis is not easy to conduct, but worth doing to prove your results.

12. Successful NEO programmes provide information to the employee's family.
This included welcoming gestures and letters or organisation newsletters to the family or a more inclusive programme for spouses and families. Many companies welcomed families at work one day during the year. Others scheduled a benefits orientation during the evening. One unique approach involved a home visit by the corporate "welcome wagon."