1. Introduction to orientation MOVES FOLIO Course

2. Introduction- Orientation A key role for supervisors is to provide orientation (also known as induction) for new staff members (1) Orientation is the process in which new staff members are introduced to their new job role, colleagues and their workplace (1) Orientation should take place immediately when a new staff member joins an organisation (2)

3. Group orientation programmes Some larger organisations may provide group induction days for new recruits from a variety of departments (1) These events are usually general and provide information about the organisation as a whole (1) However, these induction days may be scheduled several weeks after the new recruit has started (1) Although it is important for new staff members to attend these programmes, they should also be provided with a department based orientation programme which is specific to their department and their job role (1)

4. Why is orientation important? The orientation process is important to ensure that new staff members are familiarised with their new job role, organisation and colleagues (2) Starting work at a new organisation can be a daunting experience and so the orientation process enables the transition to be made more smoothly (2) How new recruits are introduced to workplaces can give employees a sense of belonging, enthusiasm for the job and a sense of loyalty to the organisation (3) Orientation is also important to ensure that new staff members are productive as quickly as possible (2)

5. What does orientation involve? There are three purposes of orientation (2): 1.To introduce new staff members to their new job role 2.To build social networks 3.To introduce new staff members to the way in which their new organisation works

6. 1. Introducing new job roles (a) Training Although new staff members may have previously worked in a similar job role, it is likely that the systems or techniques used in their new job will be slightly different. In addition, it is also likely that a new job will involve work tasks that the new staff member has never undertaken before (2). Therefore, identifying training needs and enabling training to take place is an important orientation process for supervisors.

7. 1. Introducing new job roles (b) Work shadowing New staff members can learn about their new job role by meeting with staff members that undertake similar work tasks. The shadowing process involves new staff members sitting with existing staff members who provide demonstrations and explanations of their work tasks. Therefore, supervisors must identify existing staff members with similar job roles to the new recruit and arrange a time and date for the two to meet.

8. 2. Building social networks (a) The social networks process involves new recruits being introduced to and welcomed to the section in which they will be working New recruits are introduced to all of their co-workers and are usually allocated times to meet with each of their colleagues to gain an understanding of their job role It is common practice for new recruits to be taken out on a social activity (such as lunch) with their co-workers as part of the orientation process. This aims to enable new staff members to get to know their new colleagues on a more personal basis It is the role of the supervisor to arrange for new recruits to meet with each of their colleagues and to organise the ‘welcoming’ social activity for new staff members

9. 2. Building social networks (b) In some cases, new recruits are assigned a designated buddy or mentor within their department (1) The buddy or mentor is a named contact that the new recruit is encouraged to contact if they have questions. It is the role of the buddy or mentor to either answer these questions or point new staff members to the appropriate people who can answer the question (1) It is the role of the supervisor to choose a suitable existing staff member to acts as a ‘buddy’ or a ‘mentor’ for the new recruit In addition, as part of the orientation process, new staff members should be introduced to relevant people in the wider organisation (1) This enables those within the wider organisation to meet new recruits and enables recruits to meet the people that they may potentially interact with in the future. It is the role of the supervisor to identify relevant staff members within the wider organisation and to introduce new staff members to them.

10. 3. Introducing the organisation (a) In most cases, organisations and/or individual organisational departments have ready made ‘induction packs’ that provide key information about the organisation and/or the department and which are provided to all new staff members However, these packs must be regularly reviewed to ensure that the information contained within them is up to date and relevant It is the role of the supervisor to ensure that the packs are up to date and to ensure that each new recruit receives an induction pack

11. 3. Introducing the organisation (b) Induction packs should include information on organisational policies as well as practical information New staff members must have an understanding of the policies of their new organisation (2) Examples of organisational policies include health and safety, anti-discrimination and annual leave or sick leave policies (2) In addition to policies, new recruits also need an understanding of practicalities such as conducting administrative tasks (e.g. changing a phone number, ordering stationary etc) or how to obtain information (e.g. from networked computer systems or the intranet etc) (2) Induction packs should also contain contact details for key personnel or departments (for e.g. the Human Resources dept)

12. Orientation programmes for supervisors As a supervisor, you will be involved in developing and delivering the orientation programme for new staff members (1) Supervisors should create and follow an orientation programme to ensure that new staff members are effectively inducted The programme should cover the orientation process from the beginning to the end The following overview is an orientation checklist is loosely based on the John Hopkins University checklist (4) and Barbara Allan’s example induction programme (1). checklist

13. Orientation programme overview (1) 1.Before the new recruit starts: Make sure that there is suitable desk space and equipment (e.g. computer and telephone) for the new staff member Ensure that the appropriate people know when the new staff member will start work Plan a schedule for the new recruit’s first day at work (e.g. tour of the department, introduction to colleagues, location of resources, supplies, equipment etc) Arrange meetings for the new recruit to meet with each of his or her future colleagues Meet with relevant staff members and schedule times in which they can meet the new recruit in order to be ‘shadowed’. Create an orientation checklist for the new recruit that is based on the orientation programme and which outlines his or her activities for the first few weeks in the new job

14. Orientation programme overview (2) 2.On the new recruit’s first day: Be available to greet the new staff member Provide a tour of the department and introduce the new staff member to their new colleagues and senior manager(s) Discuss the new staff member’s job duties and responsibilities Provide the recruit with an induction pack and explain the key points within the pack (for e.g. annual leave procedures or security procedures) Provide the new recruit with their orientation schedule which outlines their activities for the first few weeks in their new job The new staff member may need to go to the Human Resources department to show identification documents (such as passports or driver licences) and hand in completed forms (such as a new staff members form or pension forms). Ensure that the new recruit has the necessary documentation and either take or direct the recruit to the Human Resources department If a mentor or a buddy has been allocated, the recruit should be introduced to this person

15. Orientation programme overview (3) 3. During the recruit’s first week Make sure that the new staff member has received their staff card Ensure that the recruit has obtained relevant security codes and computer log-ins and passwords The recruit should be welcomed to the department by taking part in a social activity with his/her new colleagues The new recruit should meet with each of his/her co-workers An introduction to administrative procedures such as using the photocopier, telephone systems, ordering stationery etc should be provided The recruit should be introduced to general organisational policies including policies on equal opportunities, disability, health and safety, disciplinary procedures etc.

16. Orientation programme overview (4) 4.First 6 months The induction process usually ends after 6 months. Depending on your organisation, the end of the orientation process may coincide with the end of the new recruit’s probation period. During this time, the supervisor should continue to meet regularly (e.g. once a month) with the new staff member to see how he or she is progressing and to discuss any concerns or questions that the recruit may have Training needs of the new staff member should be identified and planned training activities should be arranged for the needs to be met The new staff member should ‘shadow’ the work of relevant colleagues The recruit should be introduced to relevant members and departments of the wider organisation At the end of the induction period, the new staff member should be informed that he or she has completed the orientation process The staff member’s performance during the orientation period should be discussed and supervisors should ensure that he or she understands the performance levels that is expected from them in the future At this point, any weaknesses or issues with the new recruit’s performance should be addressed and solutions should be proposed

17. Evaluating the orientation process It is important to evaluate the orientation process that is provided to new recruits in your workplace This can be carried out by interviewing or surveying new staff members after their induction process has finished Where possible, the orientation processes should be amended as necessary in light of the views of the new staff members In addition, it is essential to check the orientation processes regularly in order to ensure that they are up to date and that they remain relevant and valid.

18. Useful information Examples of orientation checklists/guides for supervisors: Norfolk and Norwich University Hospital NHS Trust. 2006. Staff Induction: Policy and Code of Practice. [Online] [Accessed September 2006]Staff Induction: Policy and Code of Practice Wandsworth Teaching Primary Care Trust. 2005. Staff Induction Policy. [Online] [Accessed September 2006]Staff Induction Policy

19. References 1.Allan, B. Supervising and Leading Teams in ILS. Facet Publishing, due to be published autumn 2006. 2.James Robertson. 2003. The importance of staff induction. Step Two Designs [Online] [Accessed September 2006]The importance of staff induction 3.Business Bureau UK. 2002. Staff induction: The correct way to introduce staff into your organisation. [Accessed September 2006]Staff induction: The correct way to introduce staff into your organisation 4.John Hopkins University. 2006. Supervisor’s guide for orientation of new staff. [Online] [Accessed September 2006]Supervisor’s guide for orientation of new staff