RESPONSE JOURNAL FOR OBJECTIVES 16, 17 & 18

Objective 16. Describe successful orientation programs.

Objective 17. Create your own theoretically successful orientation program.
Objective 18. Describe how orientation programs of new HR can engage continuing HR.

Employee Orientation: Keeping New Employees on Board

It is vital that new hire programs are carefully planned to educate the employee
about the organization's values and history and about organization as a whole.

Organizations that have good orientation programs get new people up to speed
faster, have better alignment between what the employees do and what the
organization needs them to do, and have lower turnover rates. Proper orientation can
help the employee get up to speed much more quickly, thereby reducing the costs
associated with learning the job. There are instances that an employee, when put into a
new, strange situation, will experience anxiety that can impede his or her ability to learn
to do the job. Proper orientation helps to reduce anxiety that results from entering into
an unknown situation and helps provide guidelines for behaviour and conduct, so the
employee doesn't have to experience the stress of guessing.

A good example of a theoretical orientation program that I could think of is a

feedback collecting process where employees were asked what they wanted and
needed from orientation. They were also asked what they liked and didn't like about
orientation. New employees were asked what they wanted to know about the
organization. Additionally, the organization's managers were also given chance to
convey what they believed was important for employees to learn when joining the
organization.
Thus, a successful orientation program is one which is not overwhelming and
boring, where new employee is left to sink or swim. The orientation must not make the
employees feel as if the organization dumped too much information on them which they
were supposed to understand and implement in a given short period of time.
 In order for the orientation programs of new HR can engage continuing HR, it is
a must to start with the basics. People become productive sooner if they are firmly
grounded in the basic knowledge they need to understand their job. Focus on the why,
when, where, and how of the position before expecting them to handle assignments or
big projects. Don't overwhelm them with too much information. With this basic tactic, it
can somehow engage continuing HR through interactive, participation-based or
independent learning. It enables learners to proactively develop their professional
capabilities through certified learning or self-guided learning methods.