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Successful Employee Orientation (Part 3)


discussed in Part 2 of this series of articles as possible. Otherwise, a brief company overview should be sufficient at this point.

  • Provide a department overview that includes:

    • Its primary activities, daily operations, goals, recent achievements, and current priorities


    • Its organization and key personnel


    • Its internal and external clients, relationships to other departments, and how it fits into the overall corporate structure and strategy


    • Insight into the culture of the department, with an emphasis on teamwork, group problem solving, creativity, and open communication

  • Explain the roles and relationships within the department and introduce the new hire to his or her colleagues.


  • Discuss expected standards of conduct and performance.

    • Explain key policies to the new hire (even if they are covered during a corporate orientation), including disciplinary action that will be taken if these policies are violated.


    • Explain why the new hire's job is important and how it relates to goals at the departmental, divisional, and organizational levels.


    • Provide a copy of an up-to-date job description and explain the new hire's specific duties and deliverables.

      • Communicate priorities and timelines for these activities.


      • To reduce any anxiety that the new hire may be feeling, be sure to tell him or her that you have made arrangements for on-the-job training for accomplishing these tasks.


      • Encourage him or her to take ownership of these responsibilities and, if appropriate, seek out more effective methods of executing them.


      • Talk about past education or work experience that he or she may be able to draw from when performing these activities.

    • Discuss how performance is planned, monitored, and evaluated/measured. Indicate the frequency of both formal and informal reviews, in addition to the way in which pay and promotion decisions are made.

      Note:
      It is recommended that you have your first formal performance discussion at the three-month point, with informal discussions taking place at least once every week or two until then.


    • Give the new hire simple - but meaningful - job-related assignments to get his or her feet wet. Provide constructive and useful feedback.

  • Show the new hire the location and proper operation of office equipment, including fax and photocopy machines. Point out where the paper is stored and, if the photocopy machine requires an access code, be sure to tell
    The copyright of the article Successful Employee Orientation (Part 3) in Human Resources is owned by Christina Morfeld. Permission to republish Successful Employee Orientation (Part 3) in print or online must be granted by the author in writing.

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