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New Employee Orientations
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New Employee Orientations
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Hello,
We are implementing a new employee orientation, and was wondering some of the processes others use? We are a fairly small company with about 50 employees..
As part of this, we are looking t
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Forums » Topic Forums » Recruiting & Staffing » New Employee Orientations
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New Employee Orientations
posted at 9/22/2008 9:33 AM EDT
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Posts: 7
First: 9/17/2008 Last: 12/6/2010 |
Hello,
We are implementing a new employee orientation, and was wondering some of the processes others use? We are a fairly small company with about 50 employees.. As part of this, we are looking to do a 3 month follow-up with new employees, does anyone do this? what kind of questions do you ask? Thanks! |
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New Employee Orientations
posted at 9/25/2008 5:27 AM EDT
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Posts: 1
First: 9/25/2008 Last: 9/25/2008 |
Hi - I am from a larger organization than yours. We have a process which focuses on multiple activities to support new employee integration.
a) On the 1st day, employees are given a checklist with critical activities they should/need to complete. In addition, we have a checklist for managers of new hires to help them guide the integration of new hires. We also assign a 'buddy' for the new hire - someone the new hire can connect with in addition to their manager. b) We use 1:1 meetings as a method of a person learning about their job and company. These are sometimes sit down discussions and other times hands on work. Managers prepare a list and schedule of discussions before the new hire starts c) We have an on-line webpage with information for the new hire: everything from info about the company's business, competitors, products to policies to performance management processes to worksite information, etc. d) Within the 1st month, we have a more in-depth introduction to the company and work location for all employees. All new hires in the past month spend 2 hours with an HR facilitator - we introduce the employee more fully to the company and invite speakers from various depts to speak with the new employees. e) After 30 days with the company, each new hire meets with the HR manager. We answer questions, gather feedback and best practices the new hires bring from other companies. This also ensures that the learning and integration are on track. Since we relocate a number of employees, we also discuss the new community they have moved to. |
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New Employee Orientations
posted at 9/25/2008 5:34 AM EDT
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Posts: 11
First: 3/27/2008 Last: 3/1/2011 |
I'm also from a small company and we do a 90 day follow-up (linking in to when they're eligible to start with the 401k). The main questions asked are to assess their learning curve, see if they have the resources and tools to do their job, and if the job ended up being as described in the interview. Because we're small, I might have this meeting sooner than 90 days if I get the sense that there are problems (on either side). |
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New Employee Orientations
posted at 9/25/2008 5:56 AM EDT
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Posts: 2
First: 7/9/2008 Last: 9/25/2008 |
Our division is small, as well; between 60 and 70. Although we are part of a larger organization, our HR department doesn't take an active role in new hires, leaving that to the individual divisions/departments.
We routinely do what others have suggested; 1:1 orientation sessions, follow-up, etc. One positive addition has been our "Welcome" booklet. This gives a new hire immediate access to pertinent phone numbers, an internal org. chart as well as the company org. chart, maps of the hospital complex, restaurants in the area, etc. We personalize the booklet and as we hire from abroad, we also include information international hires would need to know. The booklet has been well-received. Besides giving a new hire their own personal booklet, the information contained within it, is also available on the division's drive. LS |
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New Employee Orientations
posted at 9/25/2008 6:01 AM EDT
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Posts: 1
First: 9/25/2008 Last: 9/25/2008 |
My background with this is from a larger company (500+) however, the technique would be the same. We implemented 30, 60, and 90 day checks to help cut down on turnover within the first 6 months. This helped incredibly and I'm working to implement the same program at my current company. The 30 day check was done with the manager, 60 day check was done with HR, and the 90 day with the CEO. The questions were limited and asked the same in each setting.
(1) Do you have the tools that you need to do your job? (2) What is working well? (3) What is not working well? (4) Has there been anyone who has been especially helpful to you during your new hire period? (5) Do you have any suggestions or concerns? It was all very simple and to the point but got amazing results that management could actually act upon. |
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New Employee Orientations
posted at 9/25/2008 6:05 AM EDT
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Posts: 7
First: 7/26/2001 Last: 11/12/2008 |
We are a small company (30 employees) that utelizes a 1 page 90 Day Review form. Please contact me at info at saybrook.net if you would like me to email you our template.
In addition, we are looking at improving our total on-boarding experience, of which this is just a part. Best wishes, Sharyn |
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New Employee Orientations
posted at 9/25/2008 6:07 AM EDT
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Posts: 1
First: 9/25/2008 Last: 9/25/2008 |
Read THE CARROT PRINCIPLE by Chester Elton and Adrian Gostick!
How about this (from the book): after 30 days call in your new hire. Sit them down--they are going to be nervous particulary if you are the owner/CEO--ask them 1) We made certain promises to you about your new job and our company...How are we doing? 2) What best practices have you seen at other places you have worked that you think we should consider implementing here? You have just created a dedicated employee who knows his/her input matters and they are an important part of the team. This works regardless of the level of the employee. (There are 2 more questions listed in the book I don't recall right off hand. These are my two favorite.) Success to you. rg |
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New Employee Orientations
posted at 9/25/2008 7:06 AM EDT
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Posts: 2
First: 7/19/2005 Last: 9/25/2008 |
I'll preface my comments by saying I work in a much large company (thousands).
We ask people to rate affirmatively worded statements (not questions) on a scale of 1-6 (1 = strongly disagree and 6 = strongly agree). Topics include: their pre-employment experience, initial employment/orientation/onboarding, training, immediate supervisor, the job itself, overall employment with the organization (buyer's remorse?). Example statements: "I was provided a realistic job preview during the recruitment process." "My manager clearly communicates what is expected of me." "I receive the appropriate level of technical support to do my job." "The communication within my team is good." "Joining the company was a good choice for me." "The organization has met my expectations." We ask about 30 questions, which seems like a lot, but only takes someone a few minutes to complete it. We also ask if they would like to speak with someone from the HR team. If we notice certain areas experiencing high turnover, we also use a much shorter survey anywhere from 1 week to 30 days into their work experience. This includes an automatic follow-up call from the HR representative. From a broader view, this data (in the aggregate) is covered with each respective VP on a quarterly basis along with employee retention data and context, including trends, YTD and YOY analysis, exit interview survey data, managed vs. unmanaged terminations, etc. I hope you find this helpful. |
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New Employee Orientations
posted at 9/25/2008 7:28 AM EDT
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Posts: 7
First: 8/7/2003 Last: 8/13/2009 |
I was managing the employment and staffing department with over 15k employees. Our orientation process was more based on what each functional department contributes and how each fits into the organizations, that would follow up with a meet and greet event, a tour of the main facilities and subsequently meeting with the departmental VP and the department directors and managers. It was very detailed process which runs from 3 to 5 days.
Face to face follow ups were conducted with the new employee after 45 and 90 days. HR rep conduct the first one and the second was joinly conducted by the department manager and HR. Employee's feed back was then discussed with a cross disciplined team and corrective measures were implemented. |
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