Quality Orientation Programs An Essential Ingredient to Workplace Harmony
We all know the scene… new hires, employment issues, exit interviews, paperwork, paperwork, and more paperwork. In the hustle-bustle environment of Human Resources, who has time to construct, and more importantly to execute an effective Employee Orientation Program? The answer is, YOU DO. In fact, a properly executed orientation program is often a major factor in turning your workplace from “crisis management” mode into a proactive and efficient workplace. Spending this time upfront will reap tremendous benefits “down the road.” Pay now with quality and professionalism, or pay later with retention and litigation problems. Sounds too strong? Let’s take a look.
“Debbie” is a middle level manager in the pharmaceutical industry. At her exit interview after only 10 months on the job, she stated that her orientation and “welcome” was done so poorly and haphazardly that it created a feeling about the job that she never recovered from. Her feeling was that if this was the reception of a new employee, how respected and valuable did the company truly view their personnel?
“Paul”, a logistics planner for a manufacturing company, had a comprehensive orientation week. The problem was that it occurred a full eight months after he joined the company! He too stated at his exit interview that he was made to feel from day one that people were not high on the list of priorities.
“Mary” filed a harassment complaint against her boss after the boss was on the job for five months. This manager had not yet been through an orientation and had not had any training on harassment prevention. Although the policy was listed in the company handbook, the organization was found to be vicariously liable for the harassment for not sending the manager through training in an expeditious manner.
The dilemma with the orientation process is easy to comprehend. In today’s fluid job market employees shift jobs with such regularity that personnel turnover is a critical concern for many organizations. What many companies fail to comprehend is that by half-heartedly attending to the welcoming process, they are fostering an environment that may well result in higher turnover. Conversely, letting your people know that they are valued assets and appreciated members of the team can go a long way toward creating the quality environment that will help to retain your valued employees. Here are some hints on how to manage the orientation process without letting the process manage you:
Designing a program. You have a decision to make. So often, because of the pulls and strains in the workplace, we wind up creating programs to “fill in the check-mark”. We do enough to say we have a program, or fulfill a requirement, but not enough to effect change. If your organization truly values its working environment, the orientation program cannot be one of those “check-mark” programs. Orientations are not created to satisfy benefits agencies. They are not created to avoid litigation. Though both are important considerations, the primary thought in designing a program must be, “what information can best make this new valued team member become productive and feel comfortable in our environment and to understand their rights and responsibilities?” Any other goal will be counterproductive. As a matter of fact, if the design of this program is achieved with this goal in mind, the organization will find that the motivation, litigation, and turnover problems are lessened.
Ensure “buy in”. Unless you have acceptance and support from all levels, implementation will not be achieved. A true orientation requires input from so many areas that unless you have sold the current team on the importance, the process will not occur properly. Many companies organize process action teams consisting of members from senior management, HR, IT, and a member from the internal workforce to figure the best means to indoctrinate a new team member into the corporate culture. Brainstorming is essential here. Have design team members consider their first days on the job. What was their impression? What might have made the experience better? Some companies even elicit input via e-mail to discover negative and positive aspects of current employees’ orientations.
Consider the orientation as a more vital “deadline” than the interview process or exit interview. Too often, we get caught in the game of accomplishing whatever will not “bite” us that day without looking at the big picture. This is driven from the top. An organization must realize that the power of the individual on a team is even more important than the next sale, or latest backorder. Remember, don’t tell your people they are important… SHOW THEM that they are.
Ready or not, Orientation begins on day one. Whether or not your organization is ready for the new hire, rest assured that the internal orientation of this new member begins the moment they walk through the door. Successful manufacturing companies view backorders and customer complaints with an urgency that shows the importance of the customer. Management and Human Resources must never forget the employees, the people who reduce backorders and complaints, must be viewed as vital internal customers. The words are found in every company. It is the actualization of this reality that is often missing. The cliché that there is never a second chance to make a first impression became so popular simply because it is so true, and so often forgotten. In reality, both parties view the interview process as a sort of chess match. If a candidate is desired, and the candidate wants the job, both sides will paint a pretty picture. Even were this not the case in your company, the new employee enters the office that first day with some apprehension as to if the experience will live up to its billing.
More than money, more than power, the most effective reward for most individuals is appreciation. There is no better way to show that your organization values its employees than to show on day one, in spite of the other urgencies and timely situations, YOU are our priority. Problems and urgent situations in any workplace will never cease to exist. High quality individuals are your best answer to solve these problems. Show your new employee that they are appreciated by showing that the organization has taken the steps to make their first true introduction to the company a positive one.
Reality. Yes, your organization wants to give the new employee a great first impression. Yes, you even believe that the quality of people directly correlates to a quality organization. Then reality sets in. Today, the HR person who usually runs the orientation is involved in exit interviews. The manager of the new employee is involved in a major equipment failure that is resulting in the loss of $500,000 per hour. The CEO and department head are both on a business trip and will not be back for the rest of the week. The specifics and scope may differ in your workplace, but the concept is the same. With all this going on in your office, how can you make that new employee feel like they are welcomed and that you have prepared for their arrival?
- Plan Ahead. Not every situation can be accounted for, but a good many of the orientation problems can be solved simply by planning ahead. You are looking for long-term returns from this new member. Varied sizes and scopes within each organization make it impossible to denote in this article what the best approach is for you. However, with a full understanding of your workplace, it is essential that the orientation program be visible enough and constructed in such a way that everyone knows his or her responsibilities. Each person involved must commit to the importance of this event.
- Communicate. A middle manager arrived to her first day on the job, only to discover upon reaching her desk that her supervisor was out for the week! As always, there were some extenuating circumstances, but there was more than enough advanced notice to notify the new employee with a simple telephone call. In another situation, a supervisor was again going to be out the entire first week of employment for a new hire. This information was relayed, discussion was made as to how the new member could get acquainted with the new surroundings and a person was designated as the contact (and was waiting near the desk upon arrival to greet this new member). Furthermore the manager discussed when the indoctrination meetings would take place, when they would sit together to discuss goals and expectations, and made clear just how excited the organization was to have the new member on-board. By communicating the reality of the situation, by taking the time to plan an organized welcome, and by showing the care was more than words, this organization set the groundwork for a tremendous working relationship. The execution of the positive experience was validated by follow through on all the plans that were discussed prior to the member entering the workplace. Again, not just words… actions.
- Systemize. Whatever system is efficient to best inform and welcome your new personnel, keep it consistent. If your organization has a primary staff member assigned to give certain training, ensure a competent backup can fill in without skipping a beat. Ensure that time is made available so that each person tasked with a responsibility will not be inclined to “blow it off” for other responsibilities. Having senior management’s commitment to the system, and visible in the process is vital for success.
- Consider incorporating computer technology. Companies are moving to creating on-line orientation packages that assist in providing a welcoming, informative environment while reducing the strain on the HR staff and ensuring consistency of message. Using the latest distance learning technologies, companies are providing web-based trainings on compliance issues, such as sexual harassment. This provides consistency of a quality message available as soon as a new member arrives. With database storage that the training took place, this has also helped ensure a company is in compliance with the latest legal requirements. In certain instances, particularly large companies, video welcomes by CEOs and various members of the team are displayed via computer to provide some vision and “big picture” inputs from members who may be unable to normally greet the new member. These steps, when properly planned for and conducted in conjunction with a structured orientation process can serve to provide valuable information, and show an impressive technological display while at the same time, free up personnel usually involved in those trainings.
These considerations go beyond the goal of getting the most out of our employees, but are completely in keeping with that aim. Consider what you find important in your job. Consider what would impress or depress you if you walked into a new environment. Then take the steps necessary to create an orientation that will provide a wonderful view of a wonderful place to work. Everyone will benefit from this change. Finally, after you have an improved Orientation Program up and running, conduct periodic assessments of how you are doing. Do not ask the people who just came aboard. They may be cautious in providing negative feedback. But don’t wait for the exit interview to find out you have failed. Discuss the process with personnel who have been on the team about three or four months. Set this into practice. Do not be afraid of the feedback… embrace it. Of all the programs that will set your company up for success, the orientation program is right near the top. Show your people you care about them, and they will care about their job.