Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved CHAPTER 10 New Employee Orientation

Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved INTRODUCTION We will orient you to who we are – our heart, our soul, our goals, our vision, our dreams, so you can join us and not just work for us. You have the right to know our hopes, our dreams, and our goals. - Horst Schultz, Former President and COO, Ritz-Carlton Hotel Company - Horst Schultz, Former President and COO, Ritz-Carlton Hotel Company

Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved TALES FROM THE FIELD Forgotten Orientation…  Do hospitality organizations forget about or often skip orientation altogether?  How can this impact employee productivity and morale?  Which should come first: on-the-job training or orientation? Why?

Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved TALES FROM THE FIELD How NOT to conduct orientation…  Have you had similar experiences as those described in this Tale?  Are the 10 examples given typical of the hospitality industry, or are they exceptions to the rule?  How could these situations have hampered the operations’ ability to recruit and retain quality workers?  How would these situations have impacted the training process for each of the new employees involved?

Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved CHAPTER OVERVIEW  Benefits of providing new-employee orientation  Areas that should be covered during orientation  Orientation should precede job training  New-employee orientation helps to improve employee retention  The manager’s and supervisor’s role in new-employee orientation

Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved GETTING STARTED ON THE RIGHT FOOT  Socialize new employees to the workplace  Help new employees begin to understand and accept the values, norms, and beliefs held by others in the company  Familiarize new employees with their roles, the organization’s policies, and with other employees Good orientation programs are designed to:

Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved BENEFITS  Helps new employees feel good about their decision to work for you and your hospitality company  Introduces new employees to the owner and managers of the operation  Improves new employees’ understanding of company goals and priorities  May help reduce employee turnover The hospitality organization itself benefits because orientation:

Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved BENEFITS  Lays the groundwork for developing a well-trained staff  Promotes consistency in performance of all employees  Aids in evaluating employee performance  Supports the supervisor’s role  May help reduce employee turnover Managers and supervisors benefit because orientation:

Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved BENEFITS  Builds an important foundation for fostering a positive work environment and thus increases employee motivation  Builds higher levels of job satisfaction  Properly sets the stage for the training that is to follow  Builds self-esteem due to feeling of being part of a successful team The new employee benefits because orientation:

Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved Organizational Issues History of the business or company Organization chart Names and titles of key personnel Employee’s department and where it fits in Layout and tour of the physical facilities Overview of services and products provided Employee handbook covering policies and rules Safety and security procedures Employee Benefits Pay scales and paydays Vacations and holidays Rest breaks Training and education benefits Counseling Insurance and retirement benefits Rehab programs LARGE HOSPITALITY ORGANIZATIONS Human resources personnel may cover all or some of the following

Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved ORIENTATION COMES FIRST  Do not confuse orientation with training  Orientation lays the groundwork for the training that follows  Employees will feel more positive, less anxious, and more receptive to training

Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved EMPLOYEE RETENTION  Learn their specific job- related tasks more quickly and effectively  Are more likely to make it through the first 10 to 14 critical days of employment  During this critical period, many new employees have made up their minds to either quit or stay Well-adjusted employees with positive attitudes…

Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved MANAGER’S AND SUPERVISOR’S ROLE  Orientation programs are more formal  Usually rely on human resources personnel  Orientation programs may be less formal  General manager or an assistant may assume the lead role IN LARGER ORGANIZATIONS IN SMALLER ORGANIZATIONS At some stage in the process, whether in larger or in smaller hospitality operations, the new employee is typically “passed off” to his or her immediate supervisor so that department-specific items can be covered which ensures a smooth transition to effective training

Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved SMALL HOSPITALITYOPERATIONS  Short history of the business  Introductions to fellow employees and managers  Describe how new employee’s job fits into the overall operation  Explain layout of dining room and kitchen areas  Provide a short tour of the facility both inside and outside  Provide an overview of the menu and how it is used as a marketing tool  Review the employee handbook, rules, policies, and routine procedures In small lodging or F&B operations, a manager or supervisor may conduct new employee orientation…

Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved SUMMARY  Benefits of providing new-employee orientation  Areas that should be covered during orientation  Orientation should precede job training  New-employee orientation helps to improve employee retention  The manager’s and supervisor’s role in new-employee orientation