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Human Resource Management
Session 5
LO1: The nature and scope of HRM
| What is Induction ? |
| •The process will cover your rights as the employer, the employee rights and the terms and conditions of employment. •As a priority the induction program must cover any legal and compliance requirements for working in your business and pay attention to any workplace health and safety requirements. •Induction or orientation is an event where you introduce the job and your organisation to the new employee and vice versa. •An induction program is part of your knowledge management process and enable the new starter to become a useful, integrated member of the team, rather than being ‘thrown in at the deep end’ without understanding how to do their job or how their role fits in with the rest of the business. |
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What is on boarding?
• It is the process through which new hires learn the
attitudes, knowledge, skills and behaviors required to
function effectively within your business. The bottom line
is that, to the degree you can make new hires feel
welcomed into the business and prepared for their new
jobs, the faster they will be able to successfully contribute
to business outcomes.
• On-boarding will assist in building relationships, ensuring
expectations on both sides are met, developing the
employee’s knowledge of the culture and strengthening
their commitment through role clarity and self-efficacy.
On-Boarding Framework
• 22% of new employee turnover occurs in the first 45 days of
employment (The Wynhurst Group)
• 4% never return after the first day on the job (Society for
Human Resource Management, SHRM)
• In first 6 months: new employees make their decision whether
or not to stay (Monster.com survey)
• The cost of losing an employee in the first year: 1 ½ to 3
times their annual salary (The Wynhurst Group)
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On-Boarding Framework
• Employees who experience an On-Boarding
program are 58% more likely to be with the
organization after three years.
• Why?
– Facilitates: Strengthening of workplace culture,
Greater job satisfaction,
Better job performance,
Workplace stress reduction.
On-Boarding Assumptions
New Employee
Characteristics with
correlation to
On-Boarding success,
Proactive Personality
Openness
Conscientiousness
Extraversion
Agreeableness
Neuroticism
Curiosity
Greater Experience Levels
Credit Union
Accurate job description
Environment is work ready
Provides support and
resources
Manager
Buddy?
Mentor?
Human Resources
Transparency
Values
Roles
Norms
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On-Boarding Assumptions
On-Boarding is relational:
Relationship building key part of process
Informally through talking at break time
Formally through taking part in pre-arranged events
Benefits
Greater Job Satisfaction
Better Job Performance
Decreased Stress
On-Boarding: How does it work?
• Phases:
• Recruitment
• First Day
• First Weeks
• First Months
• Assimilation
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DURING RECRUITMENT
•Begin telling organization’s story
•Communication
•Some relationship building
•Transparency
•Integrity
FIRST DAY OF EMPLOYMENT
•Work area prepared,
•Desk and equipment in place,
•Introduced and greeted in department,
•Beginning of role clarity,
•Buddy assigned.
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First Weeks:
Initial Adjustment Period
• Employee presented with history, mission,
vision, handbook and norms of
organization.
• Position training in full swing,
• Role Clarity
• Self-efficacy
• ‘Buddy’ in place
First Month
• Move toward full assimilation,
• Structured orientation/compliance
programs;
• Relationship & team building encouraged
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Final Phase
• Social acceptance,
• Knowledge of organizational structure,
• Received performance feedback,
• Mentor – when appropriate
• Employee development;
• early assessments
Issues affecting successful induction
and socialization of employees
• Reward System: The purpose of the reward is based on the assumption
that rewards will foster teamwork, loyalty & improve performance
• Employee Communication: Line manager’s communication has been
recognized as important factor of in influencing employee behaviour
and perception.
• Driving initiatives: Managers can drive initiatives by effectively
collaborating with frontline employees and customers.
• Influence rather than control: Managers need to spend more time to
ensure that employees understand what is expected of them and what
they are trying to achieve as a team and their role in this journey.
• Plan leadership and management: Managers need to plan leadership
and management together
• Addressing Poor Performance
• Personal Development Plan
• Coaching & Mentoring
• Managers training for performance management