Orientation

Induction refers to the introduction of a person to the job and the organisation. The purpose is to make the employee feel at home and develop a sense of pride in the organisation and commitment to the job. The induction process is also envisaged to indoctrinate, orient, acclimatise, acculture the person to the job and the organisation. The basic thrust of Induction training during the first one or few weeks after a person joins service in the organisation is to: introduce the person to the people with whom he works, make him aware of the general company policies that apply to him as also the specific work situation and requirements, answer any questions and clarify any doubts that the person may have about the job and the organisation provide on-the-job instructions, check back periodically how the person is doing and offer help, if required. While The HR staff may provide general orientation relating to the organisation, the immediate supervisor should take the responsibility for specific orientation relating to the job and work-unit members. The follow-up of orientation is to be co-ordinated by both the HR department and the supervisor with a view mainly to obtain feedback and provide guidance and counselling as required. Proper induction would enable the employee to get off to a good start and to develop his overall effectiveness on the job and enhance his potent Induction/Orientation Induction means the induction of newly appointed employees to their jobs, to their fellow workers and to the organisation. When a newly appointed employee reports the week, he should be made familiar with the work environment and the fellow employees. It is the process through which newly appointed employees are provided an opportunity to be familiar with their job and with their organisation, so that they may feel any difficulty in discharging their duties properly and efficiently. 1.To build up the new employees confidence in the organisation and in himself so that he may become an efficient employee. 2.To bring an agreement between the goals and the personal goals of the person joining. 3.To faster a close relationship between the new workers and supervisors 4.To give the new entrant the information that he needs such as location of locker rooms, cafeteria and other facilities, time to break off, leave rules etc. Suggestion for effective employee orientation 1.New employees should be allowed sufficient rk situation before job demands are increased. 2.Orientation should begin with the most relevant and immediate kinds or inform and them proceed to the more general policies of the enterprise.

3. New employees should be gradually introduced to people with whom they will work rather than. given a superficial introduction to all of them on the first day.

Sample Orientation Timeline

NOTE: This is a broad timeline for moving through an orientation cycle of up to twelve months. We are always open to new ideas on orientation. If managers or employees would like to recommend changes / additions please contact the Strategic Initiatives Division, Human Resource Secretariat at 729-3452. A manager's preparation and planning are key to a successful orientation. A good first impression is very important. Two Weeks Prior to First Day Ensure the new employee has a work space, desk, computer, telephone and all appropriate materials and equipment to function adequately Submit Request for Network Accounts and / or Computer Equipment form to the OCIO service desk Make appointment with Transportation and Works for ID card Prior to First Day Maintain open communication with the new employee and provide contact information Discuss what to expect during initial period of employment and any probation requirements Advise employees in the department that the new employee is starting and what he / she will be doing

Identify manuals, policies, procedures, and any other important materials for the first day First Day Personally greet the new employee and introduce colleagues Provide an introduction to the department, the persons job, and critical policies and procedures Familiarize the new employee with the role and function of the Strategic Human Resource Management Division and Corporate Services Payroll Review fire / emergency evacuation procedures including policies, procedures and general norms

Assign an employee mentor or "go to" person who will help guide the new employee and answer his/her questions Within First Week Orient the new employee to the work environment Establish a foundation to develop effective working relationships

Discuss vision, mission, goals and organizational structures Review job expectations and begin to provide feedback Review Occupational Health and Safety policies and procedures

Review Probationary / Trial Period and set follow-up date Within Two Weeks Acquaint new employee with department policies, procedures, and job expectations Employee to review online Employee Orientation Handbook Complete Orientation Checklist (494 KB) with employee Within Six Weeks Review general Government-wide information and department / agency

Set initial goals and objectives Within Three Months Introduce professional development opportunities and requirements for participation Assist the employee in developing an individual learning plan

Check progress and provide feedback Within Six Months Check progress and provide feedback Within Nine Months Review overall performance Within Twelve Months Check employee progress and recognize one full year of service

Orientation
Orientation programs not only improve the rate at which employees are able to perform their jobs but also help employees satisfy their personal desires to feel they are part of the organization's social fabric. The HR department generally orients newcomers to broad organizational issues and fringe benefits. Supervisors complete the orientation process by introducing new employees to coworkers and others involved in the job. A buddy or mentor may be assigned to continue the process.

Training needs

Simply hiring and placing employees in jobs does not ensure their success. In fact, even tenured employees may need training, because of changes in the business environment. Here are some changes that may signal that current employees need training:

Introduction of new equipment or processes A change in the employee's job responsibilities A drop in an employee's productivity or in the quality of output An increase in safety violations or accidents An increased number of questions Complaints by customers or coworkers

Once managers decide that their employees need training, these managers need to develop clear training goals that outline anticipated results. These managers must also be able to clearly communicate these goals to employees. Keep in mind that training is only one response to a performance problem. If the problem is lack of motivation, a poorly designed job, or an external condition (such as a family problem), training is not likely to offer much help.

Types of training
After specific training goals have been established, training sessions should be scheduled to provide the employee an opportunity to meet his or her goals. The following are typical training programs provided by employers:

Basic literacy training. Ninety million American adults have limited literacy skills, and about 40 million can read little or not at all. Because most workplace demands require a tenth- or eleventh-grade reading level (and about 20 percent of Americans between the ages of 21 and 25 can't read at even an eighth-grade level), organizations increasingly need to provide basic literacy training in the areas of reading and math skills to their employees. Technical training. New technology and structural designs have increased the need to upgrade and improve employees' technical skills in both white-collar and blue-collar jobs. Interpersonal skills training. Most employees belong to a work team, and their work performance depends on their abilities to effectively interact with their coworkers. Interpersonal skills training helps employees build communication skills. Problem-solving training. Today's employees often work as members of selfmanaged teams who are responsible for solving their own problems. Problem-

solving training has become a basic part of almost every organizational effort to introduce self-managed teams or implement Total Quality Management (TQM).

Diversity training. As one of the fastest growing areas of training, diversity training increases awareness and builds cultural sensitivity skills. Awareness training tries to create an understanding of the need for, and meaning of, managing and valuing diversity. Skill-building training educates employees about specific cultural differences in the workplace.

Training methods
Most training takes place on the job due to the simplicity and lower cost of on-the-job training methods. Two popular types of on-the-job training include the following:

Job rotation. By assigning people to different jobs or tasks to different people on a temporary basis, employers can add variety and expose people to the dependence that one job has on others. Job rotation can help stimulate people to higher levels of contributions, renew people's interest and enthusiasm, and encourage them to work more as a team. Mentoring programs. A new employee frequently learns his or her job under the guidance of a seasoned veteran. In the trades, this type of training is usually called an apprenticeship. In white-collar jobs, it is called a coaching or mentoring relationship. In each, the new employee works under the observation of an experienced worker.

Sometimes, training goals cannot be met through on-the-job training; the employer needs to look to other resources. Off-the-job training can rely on outside consultants, local college faculty, or in-house personnel. The more popular off-the-job training methods are classroom lectures, videos, and simulation exercises. Thanks to new technologies, employers can now facilitate some training, such as tutorials, on the employees' own computers, reducing the overall costs.

Transfers
A transfer is usually a lateral move to a vacant position. A transfer within the department may provide an opportunity for an employee to assume different responsibilities and develop new skills. Transfers to other departments may also provide career development by enhancing skills and learning about other functions of the University. A transfer will not normally result in a change in compensation.

Transfers Resulting from Reassignment

When there is a significant business need, division/department heads have the authority to transfer employees from one position to another at the same grade and salary in the same division/department without announcing the vacancy through the posting process. In such cases, the division/department head should discuss the situation and submit a memorandum to the Employment section of the Human Resources Department in advance of the reassignment, indicating the rationale for the change and, if applicable, attaching a Personnel Action Form (PAF) for the employee. In effecting such transfers, the department should attempt to make the most effective use of the employee's skills and abilities and should consider the employee's interest whenever possible.

Promotions
A promotion is usually a move by an employee to a vacant position at a higher grade level either within the current department or in a different department. Changes to a higher grade level obtained through intradepartmental/interdivisional promotion, job audits or career paths are covered in other policies. Promotions generally result in a salary increase at the time of promotion. The general guidelines for these increases are covered in this policy, but supervisors should contact the Compensation section of the Human Resources Department for specific information.

Eligibility for Transfer or Promotion

Full or part-time employees who are in good standing, are compensated on the regular payroll, and meet at least the minimum qualifications of the available position are eligible for consideration. Employees are normally expected to have been in their current position for at least one year before applying for a transfer or promotion.

Probationary Period following Transfer or Promotion

When an employee transfers or is promoted to a new department, a new probationary period of three months (nonexempt positions) or six months (exempt positions) begins so

that the employee and the department have an opportunity to determine if there is a good match between the requirements of the position and the skills and abilities of the employee.

Checking references on current employees

Hiring supervisors should check references of internal applicants. The Human Resources Department will complete reference checks if so requested by the hiring supervisor. Relevant portions of an employee's Human Resources personnel folder which include information on objective job-related criteria are also available for review upon request.

Compensation for Transfers or Promotions

Transfers within or outside the employee's department do not normally include any salary increase. If, as a result of a transfer, an employee is deemed to be inequitably compensated, adjustments will be made in accordance with the Equity Adjustments policy . If an employee has been promoted, the hiring department, in consultation with the Human Resources Generalist and/or Compensation Director, determines the new salary. The new salary will not place the employee below the minimum of the salary grade range, nor will it exceed the maximum. The new salary is dependent on the employee's related background and experience, internal equity, and budget considerations. Salaries for promoted employees should generally not be lower than salary offers to external candidates with similar background and experience.

Job Offers to Internal Candidates

Once the hiring department has been informed by Human Resources that the transfer or promotion has been authorized, the hiring supervisor makes the job offer to the employee. Upon acceptance, the start date is negotiated between the supervisors of the old and new department and normally will be from two to four weeks after acceptance of the offer. Transferred and promoted employees carry unused sick and vacation accrual with them to new department. Current employees are subject to criminal background checks after they are offered a promotion or transfer and prior to commencing employment in that new position if a criminal background check was not part of their initial hiring process.