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Introduction of orientation

Every employee who is hired into the organization or into another division needs to be given a brief
introduction on the policies, principles, and working conditions. Further in-depth understanding on his/her
role and work area must be provided in order for the employee to carry out the work allocated at his/her
best ability.
Once an employee is taken into the organization he/she needs to be provided with an introduction.
Orientation refers to this initial introduction every employee receives. This serves as an important part of
recruitment and retention process. Orientation helps to develop job expectations and positive attitude
about the job role for the employee on the initial day. Also, proper orientation enables to reduce anxiety of
the employee caused by entering into an unknown environment. Further, it provides an introduction or
awareness to the employee on all the departments, the activities, location, policies, rules and regulations
of the company.

Goals of Orientation
Organizations that provide new employee orientation generally experience higher levels of job
satisfaction and lower turnover rates. A comprehensive orientation and onboarding program should give
employees a solid foundation from which to build a positive employment relationship. Employers that
identify objectives for their new-employee orientation are better prepared to give employees the guidance
and support they need to become productive and fully engaged team members.
An effective orientation program is an ongoing process, allowing the employee time to assimilate all the
required information. It is a critical tool in making employees feels part of the organization and increasing
employee engagement and loyalty. The employee orientation program will:

welcome the individual to the organization, workplace, and the position;

define and clarify work assignments, roles, and responsibilities;
highlight Governments organizational structure, legislation, policies and procedures;
build positive connections between the employee, co-workers, and the organization;
consider the social and team-building aspects of employee development;
make workplace resources readily available to the newly-hired individual;
ensure the adoption of a "safety first" philosophy
exhibit our commitment to a diverse and inclusive workplace.

Planning an orientation to employees should be as carefully done as planning a systematic approach to

training. For example, there should be overall goals that you want to accomplish with the orientation.
There should be carefully chosen activities and materials used in the orientation to achieve the goals.
Participants should produce certain tangible results that can be referenced to evaluate the orientation both
during and after the orientation.
A progressive view of orientation is that of "on-boarding." On-boarding works from the perspective that
the organization must do all it can to fully equip the employee for maximum performance for the
organization and for maximum fulfillment of the employee. Some organizations have on-boarding
programs that last up to a year, where the employee experiences a several-day orientation program, which
includes, not only the orientation to the facilities and personnel, but also various self-assessments for the
employee to get clear on what he or she wants from employment in the organization. The employee might
be placed in a peer group of fellow, new employees who share advice and other feedback to learn more
about the company and other roles in the organization.

Basic Checklist to Orient Employees

While the approach to on-boarding is usually quite unique to the nature and needs of an organization,
here's a checklist that can be used to orient an employee to an organization. The following activities
should be conducted by the employee's supervisor. There are few activities that should occur after the
employee has received a job offer.
Firstly is before the employee begins employment, send a welcome letter. Verify the exact starting date
and also provide a copy of the employee policies and procedures manual. Note that you'll dedicate time
for them to review the manual later. Do not specify the terms of salary and compensation -- that should
have been included in the job offer.
Secondly is provide a job description and any suggested performance goals. All employees deserve
explanation of what is expected from them. A job description, which explains duties and responsibilities,
often is not enough. Therefore, suggest some additional areas of focus, ideally in the context of
performance goals for the employee to address especially during the first year of employment. Make it
clear that you will discuss these with the employee soon.
Thirdly is when the employee begins employment, meet with them right away. Explain how they will be
trained, introduce them to staff, give them keys, get them to sign any needed benefit and tax forms,

explain the time-recording system (if applicable), and provide them copies of important documents (an
organization chart, last year's final report, the strategic plan, this year's budget, and the employee's
policies and procedure manual if they did not get one already.
Fourthly is showing them the facilities. Show them the layout of offices, bathrooms, storage areas,
kitchen use, copy and fax systems, computer configuration and procedures, telephone usage and any
special billing procedures for use of office systems. Review any Policies and/or procedures about use of
Fifthly is scheduling any needed computer training. Include training about the most frequently used
software applications. Be sure the employees learn any security procedures for computer information,
including careful use of passwords, overview of location of manuals and other useful documentation,
location and use of computer networks and other peripherals, and where to go to get questions answered.
Sixthly is assign a staff member as their "buddy". This is extremely important. Identify another employee,
other than you (the supervisor), that the employee might quickly establish rapport with, to pose any
questions that the employee is not comfortable posing to the supervisor. The buddy can invite the new
employee to various social functions undertaken by other employees.
Seventhly is meet again with the new employee during the first few days. Review the job description
again. Remind them to review the employee manual and sign a form indicating they have reviewed the
manual and will comply with its contents. Review any specific performance goals for the position. In the
same meeting, explain the performance review procedure and provide them a copy of the performance
review document.
Eighthly is having a one-on-one meeting on a weekly basis for the first six weeks. One of the biggest
mistakes of new supervisors is to meet with direct reports only when there are problems. That sends the
message "I'm only here if you have a problem, and you better not have any problems." Instead, meet to
discuss the new employee's transition into the organization, get status on work activities, hear any
pending issues or needs, and establish a working relationship with the new employee.