The induction programme lists suggested activities to be covered from
day one through to the end of probation.
Induction:
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, acculturate 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:
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, acculturate 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 ……and
▪ 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 potential.
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SESSION
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SUGGESTED CONTENT OF SESSION
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Introduction to the University and work area
Person Responsible – Line Manager
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· Mission, Vision,
Objectives of work area
· How the work area
fits in to the wider University
· All key operational
and social areas to be visited. (e.g. Offices, Labs, Catering Facilities,
Bank, Library)
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Introduction to other members of staff
Person Responsible – Line Manager
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· Go through
organisation chart
· Discuss roles and
responsibilities of staff in general terms.
· May also want to
extend time to allow visits to key contacts outwit work area.
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Introduction to the other teams within the Work area (if appropriate)
Person Responsible – Line Manager
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· Purpose/Activities
of the other teams/work areas
· How the team fits in
to the work area
· How the work area
fits into the University
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Terms and Conditions
Person Responsible – Line Manager
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· Ensure new start has
viewed and understood information contained in the Information for New
Employees this contains important information on terms and conditions.
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Performance Standards
Person Responsible – Line Manager
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· Outline specifics of
job role – (job description)
· Define goals,
objectives, and expectations
· Review probation and
performance and development review/ ADR/ appraisal process.
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Culture of the Work area
Person Responsible – Line Manager/Nominee
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· Make new start aware
of local arrangements regarding hours of work, holiday requests, sickness
procedure, after hours working, dress code, lunch arrangements, etc.
· Other University
procedures e.g. internet and e-mail usage, transportation and parking, etc.
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Office Systems
Person Responsible – Line Manager/Nominee
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· Review processes for
using office equipment such as: computer, telephone, voicemail, fax, printer,
photocopier, etc.
· Review processes for
using other university equipment/systems such as: libraries, laboratories,
open access computers, etc.
· Review computer
security, and software usage.
· Consider
environmental efficiencies (waste, recycling, energy)
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Job Specific Training and Development
Person Responsible – Line Manager/Nominee
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· Role specific
development needs should be reviewed and a suitable programme of training
should be planned that aligns the individual’s skills to their core duties.
· Staff with line
management responsibilities should be clear as to their duties and attend any
relevant training.
· Outline the use of
annual performance and development reviews/ ADR as one method for determining
ongoing role specific development needs.
· Introduce University
wide training and development opportunities available to staff.
· Review use of
personal development planning tools (i.e. PDP)
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Health and Safety
Person Responsible – Health & Safety Co-ordinator/ Line Manager
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· Physical – fire
exits, fire alarms, fire evacuation procedure, fire-training arrangements,
manual handling, first-aid arrangements, VDU usage, and other arrangements as
required.
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Monitoring and Evaluation
Person Responsible – Line Manager
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· It is important that
the Induction programme is monitored and reviewed.
· Throughout the
period regular review meetings should be held and any adjustments made.
· See sample templates
to support this process: Checklists, Evaluations.
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Probation
Person Responsible – Line Manager
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· For new staff the
Probation Policy will apply
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