Department of the Premier and Cabinet

Goverment of Western Australia

Tips for Induction Programs

Contents
Getting Started . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Purpose of Induction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Benefits of Induction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Fast Track Your New Employee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 What Should an Induction Program do? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 First Impressions & First Steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 How to Structure Your Induction Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 Assign a Buddy to Support Induction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 Tailor Your Program for Different Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Following Through . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Responsibility for an Induction Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Occupational Safety and Health (OSH) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Ethics and Integrity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Evaluating Your Induction Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Role of the Public Sector Management Division (PSMD) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Induction Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Induction is a vital step in the recruitment process .

These guidelines and tips are designed to be used by line managers when developing an induction program to quickly and effectively integrate new employees into the workforce.

Getting Started
Purpose of Induction
Staff induction programs serve to welcome new appointees, deliver critical information about the organisation and job role and also clarify what both parties expect from the employment relationship. Addressing employee expectations at this stage will often reassure the new appointee that they have made the right employment decision and also ensure greater job satisfaction in the long term.

Benefits of Induction
Benefits of effective induction processes include: lower staff turnover and therefore lower recruitment and on-the-job training costs (both time and money); improved staff morale and greater loyalty and commitment to the organisation; reduction of new staff members anxiety; and early achievement of productivity and job proficiency.

Fast Track Your New Employee

An effective induction program fast tracks the assimilation of new employees into their jobs and maximises their productivity by: reducing the anxiety of new appointees; fostering positive attitudes; increasing job satisfaction; and ensuring a sense of commitment at the critical early stages of the employment relationship.

What Should an Induction Program do?

Establish rapport - by accelerating a sense of acceptance and belonging to the organisation. Introduce the organisational culture - by explaining how things really work around here and the importance that is attached to issues such as punctuality, dress codes, work hours (flexitime timesheets) and codes of behaviour. Outline the organisational Vision and Mission - new appointees need to have a sense of the big picture in relation to the organisations current focus and future directions and have some insight to the organisational achievements. Clarify job role and responsibilities - by discussing the expectations of parties, explaining reporting relationships, delegations, levels of authority and decision making, and outlining how good performance will be assessed, measured and rewarded. Familiarise employees with conditions of employment, facilities and amenities, policies and procedures, whilst avoiding information overload - by prioritising what needs to be done and providing information in a staged approach. Obtain feedback on the effectiveness of the induction process - by encouraging feedback from inductees throughout the induction process, supporting continuous review and improvement to existing induction policies and procedures and ensuring that the objectives of the induction are met.

First Impressions & First Steps

Whilst formal induction processes may begin when the new employee first arrives to begin work, first impressions of an organisation are made much earlier usually when the new employee makes initial contact through the recruitment and selection process. Impressions formed by new employees within this period and during their first 60 to 90 days on the job are lasting, with the first day being particularly crucial. An Induction Checklist has been provided to assist line managers to contribute to positive first impressions of a workplace for new employees. See the back page, or download a copy from www.dpc.wa.gov.au/psmd

How to Structure Your Induction Program

New employees are often expected to remember a lot of new faces, names and facts about their new job. To prevent overload, inductions should be staged and different mediums should be used to provide information including face to face exchanges, on-line tools, videos, self-directed work exercises and formal and informal meetings and seminars. Key staff and the supervisor/manager should provide regular check-ins for the new employee to clarify issues and raise matters of concern in a supportive and nonjudgemental environment. The induction period will depend on the job role and organisation. Induction should not be considered complete until the new employee has been successfully integrated into the workplace. A structured evaluation and feedback process is the best way to make this assessment.

Assign a Buddy to Support Induction

Assigning a Buddy to a new appointee is an effective way to assist integration and help the new staff member feel more comfortable in their new role. A Buddy can formally explain the conventions and customs of a workplace and clarify questions about whats what and whos who, which will give the new staff member a sense of familiarity with the workplace. Buddies can also assist with social integration by making introductions to peers and colleagues on an informal level. The need for social acceptance should not be underestimated - feelings of exclusion or ostracism from social groups have a profound effect on an employees wellbeing and performance; failure to integrate socially at work is not an uncommon reason for early resignation. When assigning a Buddy, it is important to consider the best match or fit in relation to personalities, experience and knowledge. When establishing a Buddy Support Program, it is also important to consider providing potential Buddies with some training and guidelines in relation to their roles. The training should include clarity about the amount of time a Buddy should dedicate to their role and whether this time should be assigned during work time or only during formal breaks and how the additional responsibilities impact on the Buddys own job commitments.

Tailor Your Program for Different Groups

Inductions cannot be carried out as a blanket process for all employees. The induction process should be tailored to address the particular needs of different groups of employees. For example: School leavers are unlikely to be familiar with full time working life, and will require a very detailed outline of work processes and employer expectations. Graduates are likely to be eager to apply the theoretical knowledge gained at university to the work environment. Harness this enthusiasm by including interesting, but achievable projects. Assigning a more senior staff member as a mentor will provide the additional support required during their integration into the new role. Employees from non-English speaking backgrounds may require inductions that address language barriers and cultural differences that are relevant to the workplace. Existing staff may also need to be educated on such matters. Employees with disabilities may have special requirements and benefit from co-worker and disability awareness training. Indigenous staff may benefit from cross-cultural awareness training for all employees. Where possible, involve existing Indigenous staff in the induction process and consider flexible work arrangements that may be required to meet cultural obligations. Senior managers may require general induction information and specific information to address their previous experience and current knowledge gaps. An emphasis on establishing productive relationships with existing managerial staff would be a useful focus. Internal candidates and existing employees to new roles run the risk of being overlooked when it comes to inductions. It can be assumed that they are already familiar with organisational culture and knowledge; however, any person starting in a new role should be provided with information and support to prepare them for changing duties or more senior responsibilities. Fixed term employees or independent contractors should also undergo an induction and orientation process as they may, for example, eventually apply for permanent appointment. Timeframes will vary depending on the length and nature of the appointment or contract. Regional, interstate and overseas recruits may benefit from information that integrates them not only into their new role, but the community and local services as well. Employers may like to go the distance and consider information sources that assist these new employees to seek accommodation, furniture or transport.

Following Through
Responsibility for an Induction Program
A common view is that induction is a training activity, and therefore resides with the Human Resources Branch. However, effective induction requires the participation of individuals from across the organisation. Initially it is important to get the direct line manager or supervisor to own the induction process. The responsibilities of the Human Resources Branch may be to design the induction program on behalf of the organisation and to develop the structure, guidelines and policies that support such a program. It is the direct line supervisor or manager who has the day-to-day contact with the new employee, and as such is in the best position to explain the specific requirements and expectations associated with the newly filled position. The supervisor or managers close involvement in the induction process will also demonstrate to new employees that they are valued and are providing a meaningful contribution to the organisation. It is important that supervisors or managers receive adequate training for conducting inductions, especially concerning communication skills. New employees are particularly sensitive to the atmosphere in their new work environment as they are ascertaining whether they have made the right job choice; personal attitudes and styles can be easily misinterpreted. As a consequence, the relationship that the manager establishes with the new employee will have a significant influence on the new employees longevity in the job. Colleagues working with the new employee have an important role in welcoming and offering assistance when needed. Small gestures such as organising a morning tea or lunch to welcome the new employee into the group will give new employees a sense of their value as a member of the team. The induction process also provides a great opportunity for existing staff to gain some valuable management experience by offering to coach or mentor the new employee.

Occupational Safety and Health (OSH)

Under the Occupational Safety and Health Act 1984, employers are required to provide training in good OSH practices. Such training can be delivered as part of an induction process, with the aim of ensuring all new employees understand and are able to meet their safety and health obligations. Some elements that OSH induction training could include are: awareness of the agencys OSH policies and lines of responsibility; hazard identification and accident/incident reporting processes; the location of first aid kits and first aid officers; and emergency procedures.

Ethics and Integrity

Under the Public Sector Management Act 1994, the Commissioner for Public Sector Standards is required to establish a Code of Ethics setting out minimum standards of conduct and integrity to be complied with by public sector bodies and employees, and monitor compliance with these codes (section 21(1)(b)).

As well as the WA Public Sector Code of Ethics, each agency is responsible for developing a code of conduct. This document is an agency-based document that specifies the way things are done around here as well as the agencys shared values and goals in terms of everyday actions and behaviours. In order for employees to meet these requirements, information regarding ethical codes should be included in the induction process and new staff briefed on common ethical issues. New employees should be provided with copies of the Code of Ethics, their own agencys Code of Conduct, and any relevant training information including the website for the Office of the Public Sector Standards Commissioner at www.opssc.wa.gov.au

Evaluating Your Induction Program

Induction processes should be regularly evaluated to enhance the programs effectiveness. Evaluation will assist with continuous improvement and ensure the program is relevant to the current work environment. Evaluation of the Induction Program should be used to determine: whether the new employee feels confident in their work; whether their expectations and needs have been met; and whether the employee has reached an acceptable level of productivity. The evaluation can be undertaken through regular informal meetings between the supervisor and new employee. These can be in the form of regular check-ins over the first three months of employment and will ensure that any issues that arise are dealt with early on. These check-in sessions also act as morale boosters for new employees by demonstrating that their wellbeing and development is important to the agency. Employee feedback can be obtained from check-in sessions, formal surveys and questionnaires issued at the completion of each stage of the induction.

Role of the Public Sector Management Division (PSMD)

The Public Sector Management Division (PSMD) has a role in improving the skills, knowledge and abilities of leaders and other employees across the WA public sector. Other PSMD programs that may assist an agencys Induction Program include: WA Public Sector Graduate Development Program; and WA Public Sector Induction Seminars. For more information, visit www.dpc.wa.gov.au/psmd or email development@dpc.wa.gov.au

About Rethinking Recruitment

Rethinking Recruitment - Tips for Induction Programs is one of the many initiatives of the Public Sector Management Division of the Department of the Premier and Cabinet. For more information, visit www.dpc.wa.gov.au/psmd

Induction Checklist
This checklist will assist line managers to contribute to positive first impressions of a workplace. It is designed to be used as part of an induction program to quickly and effectively integrate new employees. A PDF of this checklist is available for download from www.dpc.wa.gov.au/psmd

Pre-Arrival
Preparing the new employee: Provide the new employee with basic instructions: how to get to work (including public transport and parking options), what time to arrive, who to ask for and likely activities for their first day . Book new employee into corporate induction . Ensure payroll details are completed . Preparing staff & the workspace: Inform front counter staff at reception and immediate team members that a new employee is starting . Ensure the new employees supervisor will be present on their first day . Assign a Buddy for the new employee to give an informal introduction to the workplace and to answer any questions . Prepare a list of available people the new employee may contact with any questions . Plan a task for the new employee on their first day, ensuring it is achievable considering their newness . Ensure a clean workspace, telephone, computer, email, security access, key, and any other relevant equipment have been set up prior to the new employees arrival .

Day 1
Notify all staff of a new employee, either by email or any other electronic systems . Discuss the roles of key staff and also explain key reporting relationships to the new employee . Introduce the new employee to their co-workers, senior management and other key staff . Provide a tour of the workplace, including offices, equipment, emergency exits, kitchen and toilets . It may also be helpful to provide directions to local lunch bars and public transport . Give the employee some light reading and any tasks assigned prior to their arrival . Have an informal discussion before the new employee leaves after Day 1, and ask for their first impressions of the agency .

First Week
Have a meeting with the new employee to discuss:
the Induction Program (staff induction manual); the agencys aims and goals (this may include key corporate documents) and how the new employees role contributes to the overall picture; work expectations and confirm some of the tasks to be undertaken by the new employee (this may include any agency performance development or management systems); agency policies and procedures, codes of conduct, Occupational Safety and Health procedures; and employment terms and conditions, such as probationary details, annual and sick leave entitlements (alternatively, a meeting could be arranged for the new employee with a Human Resources Officer to discuss conditions of employment).

Ensure the new employee is booked into relevant meetings (team, branch, directorate) and upcoming training sessions (Equal Employment Opportunity / Occupational Safety & Health) . Also give consideration to upcoming appointments that the new employees peers may be attending, such as professional development training or seminars . Check that the new employee is added to email and other contact lists . Consider a welcome morning tea or lunch for the new employee and team members . At the end of week one, arrange an informal catch-up to share information and gain the new employees perception of their work environment . Ask the new employee whether their role is in keeping with their expectations .

First Month
Arrange a meeting to ensure all planned induction activities have occurred or are continuing, as needed . This may include EEO and OSH training or setting up performance objectives, development or management systems . If a Buddy was assigned, does the employee feel this assisted, or is any other mentoring needed? Address any discrepancies between the job in practice and the new employees perception of their role and working environment . For example, a new employee may feel the work does not accurately reflect the job description, or reporting relationships are not consistent . Alternatively, the new employee may have identified additional tasks they would like to undertake .

First Three Months

Arrange a meeting to discuss performance plan objectives, development or management . Obtain evaluation feedback regarding the new employees induction . This may include a confidential questionnaire, or feedback incorporated into the new employees performance plan . Explain how the feedback will be used by management . Discuss any upcoming milestones, or goals of the new employee, team and agency . Celebrate the end of the induction period with a morning tea, or lunch and include any staff who put time and effort into the new employees workplace experience .

RETHINKING RECRUITMENT: TIPS FOR INDUCTION PROGRAMS Copyright 2008 by the Department of the Premier and Cabinet The Department has no objection to this document being copied, in whole or in part, provided there is due acknowledgement of any material quoted from this document . Copies of this document are available in alternative formats upon request . Public Sector Management Division Department of the Premier and Cabinet 197 St Georges Terrace, Perth WA 6000 Phone: (08) 9222 8741 Email: psmd@dpc .wa .gov .au Website: www .dpc .wa .gov .au/psmd Publication Date: July 2008