1. New Employee Orientation
“How To” for Supervisors
This session is about new employee orientation. Orientation determines how new employees perceive and adjust to the organization. Orientation should make new employees feel welcome and provide them with the information they need to begin their new jobs safely and productively.
Although you will have some help in the process from Human Resources and your other employees, you play a central role in the success of new employee orientation. So it is essential that you know how to make the most of the orientation process, and get your new employees off to a good start. It’s also important to work as a team with your HR department to ensure the orientation process goes as smoothly as possible.

2. Session Objectives
Recognize the benefits and goals of new employee orientation
Assume a leadership role in the process
Determine the topics to be covered
Plan and execute successful orientations
At the end of this session, you will be able to:
Recognize the benefits and goals of new employee orientation;
Assume a leadership role in the process;
Determine the topics to be covered; and
Plan and execute successful orientations.

3. Prequiz: How Much Do You Know?
Orientation is a process provided only by HR to new employees
The main goal of orientation is for the new employee to complete proper documentation before starting a job
A new employee’s performance should be evaluated after day one on the job
Let’s begin our session today with a short prequiz to see how much you know about new employee orientation. See if you think these statements are true or false.
Orientation is a process provided only by HR to new employees.
The main goal of orientation is for the new employee to complete proper documentation before starting a job.
A new employee’s performance should be evaluated after day one on the job.
How did you do? We’ll go over all of this information as we go through the session.

4. Benefits of Orientation
Creates a positive first impression
Provides essential information
Helps you get to know the employee and assess training needs
Why do you need to know about new employee orientation? First of all, we want you to be able to provide new employees with the best possible orientation so that they can start their new jobs with all the information they need to excel in their work. In addition, you need to know about this subject because:
Orientation creates a positive first impression for the new employee of our organization.
It is a solid way to provide the new employee with the information that is essential to his or her job.
And finally, orientation helps you get to know your new employee and be better able to understand the issues he or she may need more training on.
© BLR®—Business & Legal Resources 1408

5. Why Is Orientation Important?
Untrained employees may:
Feel confused
Make mistakes
Be exposed to hazards
Feel like they made a bad employment decision
Take a moment to think about what could happen if you didn’t have a new employee orientation plan. For example, could improperly oriented employees:
Feel lost, confused, and neglected?
Make mistakes?
Be exposed to safety hazards? or
Feel that they made a mistake coming to work for your company?

6. Key Information Company information Benefits information
Job information
Every orientation is designed to provide new employees with three key pieces of information.
Information about the company, which includes our products and services, our place in the market, our employees, and our management;
Information about employee benefits, which is an important topic to most employees and a significant part of total compensation; and
Specific information about the job, including standards, work rules, procedures, and safety requirements.

7. FACILITATE ADJUSTMENT
Goals of Orientation
OPEN COMMUNICATION
WELCOME
COMPLETE PAPERWORK
ACQUAINT WITH COMPANY
Let’s look at the six basic goals of new employee orientation.
To welcome new employees on board and let them know that you’re glad they decided to come to work for us.
To acquaint new workers with the company, including its mission, its markets, its operation, and its people.
To inform new employees about a broad range of company policies that affect all aspects of their work, their relationship with the organization, and compliance with laws and regulations.
To facilitate adjustment to the job. A good orientation program conveys all the initial information employees need to know about their jobs during the first few weeks.
To complete required paperwork, including all the forms and documents that must be completed during the first few days on the job.
To open the channels of communication through which employees can obtain information, ask questions, and discuss job problems. You will rely on effective two-way communication not only during the orientation process but also throughout your professional relationship with an employee.
Make sure you review your organization’s specific orientation policies and procedures.
FACILITATE ADJUSTMENT
INFORM ABOUT POLICIES

8. Your Leadership Role Planner Coordinator Overseer Evaluator
You play a leadership role in making new employee orientation effective in a number of ways:
You plan and schedule orientation activities, being sure to organize the process in a logical, step-by-step manner.
Once new employees arrive for their first day at work, you coordinate their day by guiding them through all the phases of the orientation process.
You oversee training when you are not providing it yourself. You also monitor new employees’ progress throughout the orientation period to make sure that they are learning what they need to know and are advancing on schedule.
You are the person who evaluates the success of the orientation process and the readiness for new employees to proceed into the next stage of the probationary period.
© BLR®—Business & Legal Resources 1408

9. Orientation Background
Do you understand:
The benefits and goals of orientation?
Your role?
At this point, be sure you understand:
The benefits and goals of successful orientation; and
Your important role in the orientation process.

10. Before the First Day Administrative preparation Communicate
Plan your time
Administrative preparation
Communicate
Plan your time
There are many things you will need to do before your new employee’s arrival. Your duties fall into three groups:
1. Administrative preparation—this includes details that every new employee needs to know before coming to work.
2. Communicate with both your existing staff and the new employee, and
3. Plan your time to schedule in extra periods to train, evaluate, and discuss with your new employee.
Let’s go into these things in more detail.
© BLR®—Business & Legal Resources 1408

11. 1. Prepare Arrival time Parking Entrance Dress code Tools Documents
The orientation process begins with planning for a new employee’s first day. Before the first day, new employees need to know:
What time to arrive at work the first day;
Where to park;
What door to enter and where to report, whether to central reception or to the HR department;
What to wear;
What tools and equipment to bring, if any; and
What documents to bring—Social Security card, driver’s license, and so on.

12. 2. Communicate Notify staff Designate and prepare a workstation
Plan orientation activities
Gather necessary information
Notify staff
Designate and prepare a workstation
Plan orientation activities
Gather necessary information
There are a number of things you need to do to prepare for a new employee’s first day. These include:
Notify your staff of the new arrival. Send a memo to the other employees in the department informing them that a new employee will begin work on a certain date and asking for their help and cooperation in orienting the new worker to the job, the department, and the company.
You will also need to designate and prepare a workstation for the new employee. This involves making sure that all necessary tools, equipment, and supplies are assembled and that the workstation is clean and neat. This job can easily be delegated to one of your employees.
While an employee is handling that task, you can plan and schedule orientation activities. This involves laying out the entire process on paper, covering each step from the beginning of the first day to the end of the fourth week. We’ll discuss the activities and offer a sample schedule of events a little later in the session.
At this point, you also need to collect information about the job, the department, other departments the new employee may be working with, and so on. Also, gather any paperwork that you will need the employee to fill out during the first few days.

13. 3. Plan Determine expectations Select an orientation assistant
Clear your schedule
Prepare a first-job assignment
Determine expectations
Select an orientation assistant
Clear your schedule
Prepare a first-job assignment
Another very important aspect of the planning and preparation process is to determine expectations for performance and to prepare written job standards for the employee. It’s vital to discuss these matters at the very beginning when new employees are most responsive to this information.
This is also the time to select an orientation assistant. With your busy schedule and the needs of all your other employees to deal with, you will need a trusted and knowledgeable employee to help you orient a new worker. We’ll discuss the duties of an assistant and the selection criteria later in the session.
Also, be sure to clear your schedule as much as possible during orientation periods. Even though you’ll have help, make sure you won’t be locked up in meetings or out of town on business. You’ll need to plan to spend as much time with the new employee as possible.
Plan a simple but meaningful job assignment for the employee’s first day. Reading stacks of papers or manuals is not a good beginning.
© BLR®—Business & Legal Resources 1408

14. Select an Assistant Assistant acts as a buddy You monitor and confer
Because orienting a new employee is only one of your many responsibilities, it’s a good idea to select an orientation assistant from among your most experienced and knowledgeable employees. Once the orientation is off to a good start, your assistant can step in and act as a buddy to the new employee and handle many of the orientation activities.
You will monitor and confer with your assistant, and still come in from time to time to sit down with the new employee personally.

15. Duties of an Orientation Assistant
Be a source of complete information
Identify other information resources
Help clarify and complete job assignments
Help set job priorities
Answer questions
The duties you give to an orientation assistant may include:
Being a source of complete and accurate information about policies, procedures, work rules, safety hazards, and accepted practices;
Identifying other information resources;
Helping to clarify and complete job assignments;
Helping the new employee to set job priorities; and
Answering questions about the job and helping solve problems.

16. Duties of an Orientation Assistant (cont.)
Assist with training
Familiarize with tools and equipment
Be a tour guide
Introduce to co-workers
Provide feedback
Additional duties you give to an orientation assistant may include:
Assisting with training;
Familiarizing the new employee with tools and equipment;
Being a tour guide for the department and the facility;
Introducing new employees to co-workers and others throughout the company with whom they might be working; and
Providing feedback and encouragement.

17. Assistants Should Be proud of the organization Have good performance
Be with the company a year
Be patient
Be skilled
Be a role model
Possess knowledge
Have time
In order for your assistant to carry out these important duties successfully, he or she should:
Have been with the company for at least a year;
Have a good performance history;
Be proud of his or her work and of the organization;
Be skilled in the new employee’s job;
Possess broad knowledge about the department’s and the company’s operations;
Have the time to spend with the new employee;
Be patient and a good communicator; and
Serve as a positive role model.
© BLR®—Business & Legal Resources 1408

18. A Note About Adult Learning
Retention of information
Information overload
As you orient new employees, it can be helpful to know a bit about adult learning. Adults learn best and retain most when they know why they are learning something and when they are actively involved in the learning process.
Studies have also shown that over a period of days, people remember only a little of what they read and only a little more of what they hear. But they remember a much greater percentage of what they see and hear. And they retain the most knowledge from what they actually do. This means that the most effective training involves demonstrations and hands-on learning.
When people are asked to learn too much too fast, they suffer from information overload. They shut down and fail to take in any more information. Be sure to spread out the orientation process over a sufficient amount of time to allow you to provide information in manageable bites.

19. Create a Conducive Learning Environment
Create an orientation environment conducive to learning by:
Being friendly and natural and speaking from personal experience;
Varying your training methods to avoid boredom;
Using a question/answer format and positive feedback to stimulate an interactive learning atmosphere;
Actively involving the employee in the learning process through guided hands-on experiences; and
Providing support and encouragement throughout the process.

20. The First Day
Of course, there’s a lot to do on a new employee’s first day. Here are some examples:
Welcoming new employees personally and introducing them to your orientation assistant. Later, you can turn them over to your assistant to continue with other parts of the first-day orientation.
You can also make introductions in the department and accompany the new employee on a tour of the workplace yourself, or you can leave this task to your orientation assistant. Either way, show the new employee around the facility, including the break rooms, cafeteria, vending machines, restrooms, and locker rooms.
And finally, you can give the new employee time to complete any paperwork that must be turned in to HR that day or the next morning.
© BLR®—Business & Legal Resources 1408

21. The First Day (cont.)
Some other important tasks that you may do on the first day your new employee reports to work are:
Issue any keys, equipment, or other items the employee will need for the job.
Sit down with the employee early on and describe the job. Be as specific about duties and responsibilities as possible. Review the job description and describe a typical day on the job. Explain the importance of the position and how it fits into the operation as a whole.
Talk to new employees about your expectations and performance standards. Explain how performance will be monitored and evaluated. Outline the critical skills needed for the job and establish priorities.
And review important department procedures, including how to record time worked, calling in sick, and safety procedures.
© BLR®—Business & Legal Resources 1408

22. The First Day (cont.)
You may wish to take the time during that first day to answer the employee’s questions as you go along. Remember that this is a lot of information to take in all at once. Assure the employee that you will be reviewing all this information in the days ahead.
Assign a meaningful task. A first work assignment that will get the employee involved in the job needs to be integrated into the day. It can be something simple, such as watching and helping the orientation assistant or another co-worker perform a task the new employee will be doing, reviewing files from the previous job holder, or becoming familiar with a piece of equipment.
If possible, either have lunch with the new employee yourself or have your orientation assistant take the new employee to lunch.
Then, end the day on a positive note. Before the employee leaves for the day, spend a few minutes of private time together. Review the progress they made on the first-day work assignment and answer any additional questions. Repeat that you are glad the new employee decided to come to work for the company and that you are looking forward to seeing the employee tomorrow.
© BLR®—Business & Legal Resources 1408

23. The Second Day Leftover items More in-depth training
Begin new assignments
Other orientation items
Too often supervisors do a great job the first day and then let things slide. You must continue the orientation process until the employee is completely settled in. Here’s a sample orientation schedule that will take you through a new employee’s first critical month on the job. Remember this is just an example, and it can be revised to fit your organization’s process.
On the second day:
Continue with any items left over from the first day.
Begin more in-depth job training.
Begin another job assignment to be completed with the help and guidance of your orientation assistant.
You can introduce other orientation items as time allows—items such as those on the orientation checklist that we’ll be discussing later in the session.

24. By the End of the Week Complete all documentation
Be more familiar with job
Have a formal meeting to review understanding of duties
By the end of the first week, job training should be well under way.
You and your assistant should have been able to cover most of the main orientation issues, and the new employee should have had time to complete all necessary documentation.
The employee should also have become more familiar with the job, the department, co-workers, and the larger facility.
At this point, schedule a formal meeting with the employee to make sure that he or she is adjusting well to the job. You can review the employee’s understanding of duties, responsibilities, and procedures, at this time. This meeting will also provide the employee with a chance to ask questions and for you to clarify any misconceptions about the job.

25. Longer Term After 2 weeks, meet to discuss progress
After 4 weeks, evaluate and review performance
After 2 weeks, meet formally with the employee again to discuss his or her progress and to answer questions. Check on how well the employee is doing with job training, and discuss any problems concerning training or other aspects of the job.
After 4 weeks, the formal orientation period will pretty much have run its course. At this time, you can give new employees a brief evaluation of their performance, identifying areas of strength and needed growth. This is a good time to review the performance appraisal process so that the new employee knows what to expect from the first review. You can also discuss future training needs with the employee at this meeting.

26. Select training method
Training Strategies
Assess Needs
Select training method
Assign trainers
Now let’s talk about training strategies for new employees.
In order to schedule training for new employees, you must first assess training needs. The particular training an employee will need depends on the current level of his or her job skills.
The method of training you select will depend on the skills being taught and the learning style of the new employee. Whatever method you choose, be sure to keep training simple and specific, and don’t assume anything. It’s better to review something a new employee already knows than fail to cover an important detail.
You may choose to train new employees yourself or delegate much or all of this task to your orientation assistant and other veteran employees. When assigning trainers, remember the qualities for a good orientation assistant that we discussed earlier. Most of the same qualities will apply to trainers.
Regardless of who conducts new employee training, you should be involved in the evaluation process. Find out if the employee has learned the necessary skills and can perform up to required standards. If not, decide what additional training is needed, and how it will be conducted.
Evaluate results

27. Special Case Orientations
Temporary employees
Part-time employees
Employees with disabilities
Most orientations will follow a standard format. But what about orientation for temps, part-timers, and disabled employees? These orientations might require a different approach. For example:
The length and depth of orientation for a temporary worker will depend on the complexity of the job, safety issues, and the amount of information needed to be productive. In general, the shorter the length of employment, the less time needed for orientation. At a minimum, you should cover payroll procedures, work hours, key company policies, safety and security information, job expectations and duties, and training on necessary equipment.
Part-timers, on the other hand, are employees with whom you will have an ongoing relationship as with any of your full-time employees. Part-timers, therefore, should get the same orientation as full-time employees in the same job.
The orientation process for disabled employees will be basically the same as for any other employee. The Americans with Disabilities Act does, however, require you to make reasonable accommodations for new employees with disabilities. Therefore, the orientation process may need to be modified depending on the nature of any necessary accommodations.

28. Planning and Execution
Be sure you understand how to:
Plan successful orientations
Conduct successful orientations
At this point, make sure you understand how to plan and conduct successful orientations. It is important that you understand these key concepts:
Planning successful orientations, and
Conducting successful orientations.

29. EMERGENCY INFORMATION
EMPLOYEE HANDBOOK
EMERGENCY INFORMATION
IDENTIFICATION
PAY
Administrative Items
BENEFITS
TIME
In this part of the session, we’ll review the items that should be on your orientation agenda. This is a helpful checklist of information that must be conveyed to new employees during orientation. We’ll begin with administrative details. You should consider providing:
Payroll documentation, pay rate, pay dates, distribution of paychecks, check cashing, and direct deposit programs;
How work time is recorded and how to record time accurately;
List of benefits, benefit information, explanation of choices, and enrollment forms;
Employee identification materials and their proper use;
Employee handbook for the employee to read and keep; and
Emergency procedures, emergency numbers, fire extinguishers and alarms, evacuation routes, and any other emergency information.

30. Work Schedules Work hours Breaks Overtime Absences
Vacations and holidays
Work hours
Breaks
Overtime
Absences
Vacations and holidays
New employees may also need to know the following information concerning work schedules:
Starting and ending times for work shifts;
Times and lengths of work breaks and meal breaks;
Overtime procedures and documentation;
Procedures for sick days, personal days, and leaves of absence; and
Vacation policy, holiday schedules, and the procedure for requesting time off.

31. Job-Specific Information
Organizational chart
Accountabilities
Manuals
Job description
Performance appraisals
Work tasks
Organizational chart
Accountabilities
Manuals
Job description
Performance appraisals
Work tasks
Job-specific information that you need to communicate to new employees during orientation may include:
Organizational chart and where the employee’s position fits in;
To whom the employee is accountable and for what;
Procedure manuals, operations manuals, and similar materials;
Duties and responsibilities of the job;
How performance will be evaluated and when; and
How work is assigned, deadlines, completing a task, and dealing with job problems.
© BLR®—Business & Legal Resources 1408

32. General Items Safety Security Facility layout Phone system
Supplies and materials
Equipment
The following general items may need to be included on your orientation checklist and should be covered during the new employee’s first few days on the job:
Specific instructions about safety requirements, which should be discussed the first day before the employee is exposed to any hazards. Information should include hazard identification, personal protective equipment, and safety rules and procedures.
Security measures, including personal security, facility security, and protecting confidential information.
Tour of the facility, pointing out areas of key importance to the employee’s job.
How to use the phone system, a list of emergency numbers, policy concerning personal calls, and a copy of the company phone directory.
Where and how to get necessary supplies and materials.
And finally, procedures for using tools and equipment necessary for the job.

33. General Items (cont.) Keys, access cards or codes Attire
Food and beverages
Smoking
Visitors
Parking
Also include these additional, general orientation items:
Handing out and explaining the use of keys, access cards or codes;
Appropriate work clothes;
Where employees are allowed to eat and drink in the facility, and where coffee and other beverages and snacks are available;
Smoking policy and designated smoking areas, if any, on the premises;
Policy concerning visitors on company premises; and
Parking locations, assignments, and rules.

34. Key Points to Remember
Orientation provides information new employees need
Orientation has a direct impact on future performance
You play a key role in the orientation’s success
In conclusion, here are the key points you should remember from this training session on new employee orientation:
Orientation provides information new employees need to get off to a good start.
Orientation has a direct impact on future productivity, performance, and job satisfaction.
Finally, you play a key role in the success of the orientation process.
This concludes this training session.