Tips for a successful induction policy
Well begun is half won. And so, at the very beginning, you invest fully in your new staff member – with a sensible induction policy.
Securex has ten practical tips all ready for you:
- Straight to cruising speed: prepare the arrival.
Send the newcomer an email with the location, date and hour of the appointment. Is there anything in particular they need to bring? Let them know. Also inform your colleagues that there will be someone coming and order any work materials the new employee will require.
- From head to tail: arrange an administrative welcome.
Make a separate appointment to sign the contract, the labour regulations, any safety agreements that need to be made and to hand over the induction booklet.
- From candidate to full-fledged team member: the manager does the induction.
As a manager, invest time in the induction. This forms the basis of a transparent collaboration.
- At home in the new environment: organise a tour.
Show the most important places in the organisation. This way, the employee won’t waste the first days searching.
- Part of a professional network: introduce the co-workers.
Introduce all colleagues, internal and external partners in a peaceful, broad manner. Do this just when the employee begins to feel comfortable.
- The business comes to life: talk about flow of business.
Information about the culture, use and habits of the business. Point out the industry jargon, give specific details on certain clients or partners, describe the department and say even more about the function.
- From theory to practice: share important company information.
Give all information that helps the staff member perform the function in a goal-oriented manner: include procedures, tasks, reports, planning, etc.
- Support in case of emergency: have a helper ready.
A volunteer to act as a guide, supporter and trainer improves the integration of the new employee and solves little problems and difficulties.
- On to independent work: follow up on the new staff member.
Build a few follow-up meetings or feedback opportunities into your future planning and gradually reduce their frequency. This allows your staff member to silently become more and more independent.
- Reviews and steering sessions: hold a performance evaluation After six months, hold a Performance Evaluation where you ask these questions: What image did you have of the company and what do you think now? How did your integration run? What are your targets? How do you feel about your new function?