EMPLOYEE ORIENTATION

Study unit 4

Chapter 7

Orientation: key question

How can
employees be
successfully
integrated into
the organisation?

Definition

The process of introducing
new employees :

to the goals of the
organisation

it’s policies and procedures

it’s values

the co-workers as well as

the activities of the tasks to
be performed and the

equipment to use.

1
 Objectives of orientation

Acquaintance with job procedures

Establishing relationships with co-workers, supervisors

Creating a sense of belonging

Acquaintance with the goals of the organisation

Indicating preferred means by which goals should be
attained

Identifying the basic responsibilities of the job

Indicating required behaviour patterns for effective job
performance

Model for orientation

Phase I – Anticipatory socialisation

Realism about the organisation

Realism about the job

Congruence of skills and abilities

Congruence of needs and values

Model for orientation (cont..)

Phase II – Encounter

Management of outside-life conflicts

Management of intergroup role conflicts

Role definition

Initiation to the task

Initiation to the group

2
 Model of orientation (cont…)

Phase III – Change and acquisition

Resolution of role demands

Task mastery

Adjustment to group norms and values

Model of orientation (cont…)

Behavioural outcomes

Carry out the role assignment dependably

Remain with organisation

Innovate and cooperate spontaneously

Affective outcomes

General satisfaction

Internal work motivation

Job involvement

Benefits of orientation

 Job satisfaction

 Labour turnover

 Commitment to values and goals

 Performance as a result of faster learning times

 Costly and time-consuming mistakes

 Absenteeism

 Customer service through heightened productivity

 Manager/subordinate relationships

 Understanding of company policies, goals and
procedures

3
 Reasons for lack of
effective orientation

Lack time / availability

Induction unnecessary to
reduce anxiety / stress

Substitutes for induction

Transferred, promoted
employees

Success of programmes not
determined

Promote image of the org.

Responsibility for orientation

Supervisor

Head of dept.

HR dept.

Mentor / buddy

Shop steward / staff representative

New employees

Scope of orientation training

Two levels:

General organisational induction

affect all employees in the organisation

Specific departmental induction

tailored to the new employee’s specific
department

Employee handbook

review regularly, guard against too much detail,
mention topics briefly, could also be on website

4
 Approaches in orientation

Formal induction Informal induction

3 basic approaches:
• Verbal
• Written
• Audiovisual

How long should the

orientation training be?

Avoid cramming all orientation into one

long session

Sessions not longer than 2 hours

Period of induction - linked to time it takes
to become effective

Follow-up sessions after ± 2 months

Planning the orientation

programme

Induction policy

Budget

Time needed to plan & implement the plan

Topics, presentations, duration

Materials, facilities, personnel

Org. vs dept topics

Training needs

Programme flexibility

5
 Designing an orientation
programme

Different groups require different induction programmes

Design programme to include all the information

“Need to know” – information the newcomer requires as soon as
possible to fit in & be effective

“Nice to know” – can be given over a period of time as they settle
in

Categories of information:

Job-related information - what the job entails and how it is done

General information - includes a great deal of information, such
as fringe benefits, safety and accident prevention and physical
facilities

Implementing the orientation

programme

Pre-employment
The welcome pack -
preparation - first information on the
impressions organisation

Letter of welcome

Pre-employment

Organisational charts
information - formal letter of

Details of rules and
appointment conditions

1st day instructions -
A letter of welcome
from the recognised

Office number & locality of the trade union
building to report for duty

Organising the work –

Name & job title of person to
report
duties to be discussed

Date to report & starting time

Documentation
Briefing colleagues -
about the new employee

Implementing the orientation

programme

Administrative
arrangements – office cleaned
and made ready

Training – consider any
training needed by newcomer

The first day induction –
should be short, start rather
late and leave earlier than
normal

On arrival - the person who
meets him/her has prior
knowledge of his or her arrival

Basic information - first
be introduced to a senior
manager/ proceed directly
to the HR department

The initial discussion -
paperwork completed, time
to meet the department
head

Building the relationship
- department head should
establish rapport (built on
mutual respect)

6
 Implementing the orientation
programme

Immediate supervisor
Week 2-5 –
- introduce to fellow
Settle in
workers & also conduct a
tour of the workplace
Attend orientation

sessions

The buddy or mentor -
should be about the
End of week 6
same age and grade as
Setting in routine
newcomer (will assist
regarding questions as
Improved

they arise, temporary performance

arrangement)
Integrated into work

group

Evaluation of the
programme

Org. is spending money wisely & achieve positive
results

Methods used to assist new employee are most
suitable

Use questionnaires, surveys, exit interviews and
course evaluation forms, qualitative information can
also be gathered:

Who should be involved?

What will be measured?

Problems with orientation

programmes

Too much emphasis on paperwork

Info overload

Scare tactics

Too much selling of org

One-way communication

One-shot mentality

No evaluation of programme

Lack of follow-up