• Employee Orientation Program Outline
• Why Are Employee Orientation Programs Important
• New Employee Orientation Program Sample
• New Employee Orientation
• Employee Orientation Programs

Training and Development Exam 2. In order to effectively evaluate a training program the specific objectives of the program must be known. Which of the following is a common objective of a new employee orientation program. Reduced turnover, reduced start up costs, and reduced newcomer stress and anxiety. The Employee Orientation Handbook is meant to support and complement the specific orientation programs of departments and agencies. A sample orientation timeline and orientation checklist (503 KB) is provided as a guide to sharing information which is appropriate to the particular needs of the employee and the organization.

Why orientation is key to retaining new employees

1. Employee Orientation Program. Goals of Orientation; Employee Orientation Program Goals of Orientation. An effective orientation program is an ongoing process, allowing the employee time to assimilate all the required information. It is a critical tool in making employees feel part of the organization and increasing employee engagement and loyalty.
2. Employee orientation is the process of introducing employees to their new jobs and work environments. Orientation provides an opportunity for new employees to become acclimated to their new.
3. Orientation Orientation is an event that is structured and organized to focus on all the information a new employee needs to get started in a new job. Orientation is the best time to influence and shape perceptions and attitudes in new employees.
4. Employee Orientation Program. Goals of Orientation; Employee Orientation Program Goals of Orientation. An effective orientation program is an ongoing process, allowing the employee time to assimilate all the required information. It is a critical tool in making employees feel part of the organization and increasing employee engagement and loyalty.

Orienting employees to their workplaces and their jobs is one of the most neglected functions in many organizations. An employee handbook and piles of paperwork are not sufficient anymore when it comes to welcoming a new employee to your organization.

The most frequent complaints about new employee orientation are that it is overwhelming, boring, or that the new employee is left to sink or swim. Employees feel as if the organization dumped too much information on them which they were supposed to understand and implement in much too short of a time period.

The result is often a confused new employee who is not as productive as he could be. He is also more likely to leave the organization within a year. It is costly to both the employer and the employee. Multiply this by the number of employees that you hire each year, and the cost of turnover becomes significant.

With an ongoing labor crunch, developing an effective employee orientation experience continues to be crucial. It is critical that new hire programs are carefully planned to educate the employee about the organization's values and history and about who is who in the organization.

A well thought out orientation program, whether it lasts one day or six months, will help not only in the retention of employees but also in the increases in employee productivity. Organizations that have good orientation programs get new people up to speed faster, have better alignment between what the employees do and what the organization needs them to do, and have lower turnover rates.

Purposes of Orientation

Employers have to realize that orientation isn't just a nice gesture put on by the organization. It serves as an important element of the new employee welcome and organization integration.

To Reduce Startup Costs
Proper orientation can help the employee get up to speed much more quickly, thereby reducing the costs associated with learning the job.

To Reduce Anxiety
Any employee, when put into a new, strange situation, will experience anxiety that can impede his or her ability to learn to do the job. Proper orientation helps to reduce anxiety that results from entering into an unknown situation and helps provide guidelines for behavior and conduct, so the employee doesn't have to experience the stress of guessing.

To Reduce Employee Turnover
Employee turnover increases as employees feel they are not valued or are put in positions where they can't possibly do their jobs. Orientation shows that the organization values the employee, and helps provide the tools necessary for succeeding in the job.

To Save Time for the Supervisor
Simply put, the better the initial orientation, the less likely that supervisors and coworkers will have to spend time teaching the employee. You can effectively and efficiently cover all of the things about the company, the departments, the work environment, and the culture during orientation. The manager and coworkers will then need only to reinforce these concepts.

To Develop Realistic Job Expectations, Positive Attitudes, and Job Satisfaction
It is important that employees learn as soon as possible what is expected of them, and what to expect from others, in addition to learning about the values and attitudes of the organization.
While people can learn from experience, they will make many mistakes that are unnecessary and potentially damaging. The main reasons orientation programs fail: The program was not planned; the employee was unaware of the job requirements; the employee does not feel welcome.

Employee orientation is important—orientation provides a lot of benefits, and you can use feedback from participating employees to make your orientations even better.

All new employees should complete a new employee orientation program that is designed to assist them in adjusting to their jobs and work environment and to instill a positive work attitude and motivation at the onset.

A thoughtful new employee orientation program can reduce turnover and save an organization thousands of dollars. One reason people change jobs is that they never feel welcome or part of the organization they join.

What Do You Need to Include in the Process?

The most important principle to convey during orientation is your commitment to continuous improvement and continual learning. That way, new employees become comfortable with asking questions to obtain the information that they need to learn, problem solve and make decisions.

A well-thought-out orientation process takes energy, time and commitment. However, it usually pays off for the individual employee, the department, and the organization. One such example is Mecklenburg County's (North Carolina) success in revamping its employee orientation program.

The employer wanted to live up to its credo of employees being the organization's greatest resource. In 1996, as part of a larger initiative to redesign services to meet customer needs, the Mecklenburg County Human Resources Department staff made a smart decision. They viewed new employees as part of their customer base and asked their customers what they wanted.

Employees were asked what they wanted and needed from orientation. They were also asked what they liked and didn't like about orientation. New employees were asked what they wanted to know about the organization. Additionally, the organization's senior managers were asked what they believed was important for employees to learn when joining the county payroll.

Using feedback collected from employees, Mecklenburg's HR training staff first realized that meeting employees' needs required more than a half day training session. Trusting employee feedback, the trainers crafted a one-day orientation that gave employees what they said they wanted and what senior management believed employees needed to know.

Essentially, the orientation mix now includes the less exciting topics such as W-2s and various policies and procedures, but it also includes details that let the employee know something about the organization.

Need more on how to plan an employee orientation that's beneficial and fun?

Key Planning Questions

Human Resource professionals and line managers first need to consider key new employee orientation planning questions before implementing or revamping a current program. These are the key questions to ask.

• What things do new employees need to know about this work environment that would make them more comfortable?
• What impression and impact do you want to have on a new employee's first day?
• What key policies and procedures must employees be aware of on the first day to avoid mistakes on the second day? Concentrate on vital issues.
• What special things (desk, work area, equipment, special instructions) can you provide to make new employees feel comfortable, welcome and secure?
• What positive experience can you provide for the new employee that she could discuss with her family at the end of the first day of work? The experience should be something to make the new employee feel valued by the organization.

• How can you help the new employee's supervisor be available to the new employee on the first day to provide personal attention and to convey a clear message that the new employee is an important addition to the work team?

How to Put Your Best Foot Forward for a New Employee

Since first impressions are crucial, here are some tips for putting your best foot forward. Have some fun. Concentrate only on the very important topics of the handbook. Play some games—this can help people learn. Games include:

Photo Match: after the tour. Each employee is provided photos of other employees and a list of names. The object is to match the name with the face.

Signature Hunt: While employees are touring the facility, provide them with a piece of paper with the names of several associates they will be meeting. They are then asked to obtain the signatures of the people they meet. The employee who obtains the most signatures from a variety of new coworkers gets a prize.

Other games that pertain to what the employee learned during orientation are also effective assurances that orientation is successful.

Steps in Making the New Hire Welcome

• Begin the process before the new person starts work. Send an agenda to the new associate with the offer letter so that the employee knows what to expect. Stay in touch after he or she has accepted the position to answer questions. Make sure the new person's work area is ready for the first day of work.
• Make sure that key coworkers know the employee is starting and encourage them to come to say 'hello' before orientation begins. A new employee welcome letter with an agenda allows coworkers to stay in touch with the new employee and her schedule.

• Assign a mentor or buddy, to show the new person around, make introductions, and start training. Let the mentor have sufficient notice so that they can make preparations. The mentoring relationship should continue for 90 days and may continue much longer if the pair makes a great connection. Many relationships go on for years and may even turn into a sponsorship.
• Start with the basics. People become productive sooner if they are firmly grounded in the basic knowledge they need to understand their job. Focus on the why, when, where, and how of the position before expecting them to handle assignments or big projects. Don't overwhelm them with too much information.

• Provide samples about how to complete forms and the person's job description with the orientation packet.
• Have some fun. Concentrate only on the very important topics of the handbook. Play some games—this can help people learn.
• Provide a list of FAQs with a contact person, and phone number or extension.
• Plan to take the new employee to lunch, or ask others to join the new employee in the lunchroom or in a conference room with other members of the department. The first day on the job is not the day to leave the new employee alone during lunch.

• This is a good time for the supervisor to take the employee to lunch, include other coworkers, and make sure the employee is at ease. It's also an excellent environment in which employees can get to know each other and the new coworker.
• Keep the new person's family in mind. A new job means an adjustment for the entire family, especially if they have relocated. Do what you can to ease the transition and help them feel comfortable in the community.
• Ask for feedback. Find out from former new hires how they perceived the orientation process, and don't be afraid to make changes based on those recommendations. You can send an evaluation two to four weeks after the employee has started, and ask: Now that you have been with the company awhile did the new employee orientation meet your needs?
  After the employee has worked for you for a while, and he finds out what he should have learned but did not at the orientation. At Mecklenburg County, after their redesign process, one of the trainers, Allyson Birbiglia said, 'We recognize that we have to continuously improve orientation to meet the changing needs of our customers. What works now may not serve our employees well next month or next year.'

An effective orientation program—or the lack of one—will make a significant difference in how quickly a new employee becomes productive and has other long-term impacts on your organization. The end of the first day, the end of the first week, the end of each day in your employment, is just as important as the beginning.

Help your employees feel that you want them to come back the next day, and the next, and the next.

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Dr. Judith Brown is a Program Manager for Policy and Performance Management at Naval Intelligence.

How to Create a Superior Employee Orientation Process

Your new employee orientation is a make 'em or break 'em experience, for a new employee. At its best, the process of new employee orientation solidifies the new employee's relationship with your organization. It fuels their enthusiasm and guides their steps into a long-term positive relationship with you. It helps you retain the employees that you most want to keep.

Done poorly, your new employee orientation will leave your new employees wondering why on earth they walked through your door. This lays the foundation for a negative employee experience of your job and organization—why go there when the war for excellent talent is escalating?

Picture this scenario, which plays out every day in organizations. Your company’s new employee orientation program has slick, pre-printed handouts. The program’s savvy, friendly presenter uses good visuals such as overhead transparencies and a white marker board. Participants receive a guided tour of the facility.

Employee Orientation Program Outline

The hundred-page employee handbook is safely tucked under their arms. Yet the average employee feels bewildered, overwhelmed, and far from welcome. Not your intention at all! What’s missing? How can you take your program from simply orienting to integrating your new hire?

Remember That Your New Hires Are Human

Many new hires question their decision to change companies by the end of their first day. Their anxieties are fueled by mistakes that companies often make during that first-day new employee orientation program. These common mistakes include:

• Overwhelming the new hire with facts, figures, names and faces packed into one eight-hour day;
• Showing boring orientation videos;
• Providing lengthy front-of-the-room lectures; and
• Failing to prepare for the new hire by providing appropriate equipment such as a laptop and adequate assignments so the new employee feels as if they have jumped right into the work of the new job.
• Before you completely revamp your present new employee orientation process, ask yourself the following question: 'What do you want to achieve during new employee orientation? What first impression do you want to make?'

A company’s positive first impressions can cement the deal for a newly recruited employee. Those positive strokes can also speed integration and productivity. Research shows that good orientation programs can improve employee retention by 25 percent. Beginning number theory neville robbins pdf to excel.

The Ideal Orientation for Your New Hires

Dr. John Sullivan, head of the Human Resource Management Program at San Francisco State University, concludes that several elements contribute to a world-class new employee orientation program. The best new employee orientation:

• Targets goals and meets them,
• Makes the first day a celebration,
• Involves family as well as coworkers,
• Makes new hires productive on the first day,
• Is not boring, rushed or ineffective, and
• Uses feedback to continuously improve.

Make Employees Say During NEO: I Am Welcomed, Therefore, I Belong

Most organizations are great at celebrating the departure of a beloved coworker. Why are organizations often so awful at welcoming a new employee? Think about arranging a party to welcome the new employee. Celebrations produce enthusiasm. Have you experienced starting a new job only to have your coworkers and supervisor ignore you during the first week?

If so, you understand the effectiveness of even a little enthusiasm. Some simple celebration methods might include a letter of welcome signed by the CEO, a company t-shirt signed by all department members, and a cake with candles on the employee’s first day. Involve families in the celebration. Schedule a welcome luncheon or dinner for spouses and families during the employee’s first month.

Old-fashioned welcome wagons were once used to deliver goodies to new members of a community. You can establish your own welcome wagon. Freebies that aid the new hire in his job will reinforce the belief that company employees are glad he is there and want him to succeed.

As an example, a map showing nearby eateries is helpful and appreciated. (An invitation to lunch from coworkers each day during the employee’s first week is even more welcoming.) Go one step further than providing a map of the facility and the parking lot. Provide your new person with a photo of himself in the parking lot, in front of the company sign. Visuals have a great impact.

Prepare for Instant Productivity From Your New Hire

Employers frequently overlook the most fundamental question of the new recruit. He wants to know how his work impacts his department and ultimately, the company. Your new employee orientation should include an overview of each department’s function. Include information about what specifically goes into each department (inputs) and what comes out (products).

Provide examples of how these functions relate to the employee’s job. Spend some time during the new employee orientation allowing each person to examine how his new job and its responsibilities fit in. Discuss the expected contributions and how they will help the company. Be sure to point out how new employees can offer feedback for making improvements.

Examine your new employee orientation program from the perspective of the new employees. Anticipate their anxieties, as well as their questions. Provide a glossary of company acronyms, buzzwords, and FAQs so they don’t have to ask the most basic questions.

Distribute a help source card that provides the names and email addresses of people who are pre-designated for questions. You may also want to assign a departmental mentor to assist with questions and the new employee orientation process during the employee’s first month.

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Manage the Integration of Your New Hire

Ideally, the new hire’s immediate manager will participate in part of the new employee orientation. A fun way to incorporate the supervisor is in the style of the old 'Newlywed Game.' The supervisor has to guess how he thinks his new employee will answer questions. If answers match, points are awarded for prizes.

For an effective new employee orientation process, many companies expect the supervisor to provide the departmental, and work-specific orientation. The Human Resources department handles the company overview, the handbooks, the benefits, and other basic information. But, then, the supervisor takes over.

On the first day, a new employee should meet with his new supervisor. The meeting should include a plan for specific training. Both the supervisor and the new employee are encouraged to share their expectations for the job, including fears or reservations each may have. The manager keeps the meeting positive and adjourns with the new hire started on a meaningful assignment.

Why Are Employee Orientation Programs Important

Avoid the mistake of allowing the new employee to sit idle. (In some organizations, the Human Resources group helps with the design of a checklist, which assists supervisors to provide a thorough orientation.)

Evaluate the Success of the New Employee Orientation

Good training programs ask for participant evaluations. At the end of your new employee orientation, offer a brief, five-question survey focused on the presentation.

New Employee Orientation Program Sample

Follow up with a survey that focuses on content in ten days or so. Encourage feedback about what information the new employee would have liked to have received during the new employee orientation program. Find out what information was overload or unneeded. Incorporate the suggestions to improve your new employee orientation program.

First impressions of your organization, both good and bad, are made the first day. Decide the objectives of your new employee orientation program. Meet those objectives honestly and positively. Successful integration will happen only if your new employee decides he has made a wise decision to join your organization. Your effective new employee orientation can help make or break that decision.

A Positive Example of a Successful New Hire Orientation

New Employee Orientation

The best new employee orientation was instituted at Edgewood Tool and Manufacturing, a small stamping plant near Detroit. Every manager who hired a new employee was required to write a 120-day orientation plan for the new employee. It involved one action a day.

Employee Orientation Programs

Actions included meeting the Director of Quality, calling on a customer and having lunch with the CEO. You can bet that the new employee was thoroughly welcomed and integrated into the organization after 120 different orientation events.