Category: Orientation articles

[pdf-embedder url=”http://arauniversity.net/wp-content/uploads/2023/06/Welcome-Letter-to-New-Hire.pdf” title=”Welcome Letter to New Hire”]

Employee name:                                                   Date of hire:                                       

 

Topics to discuss:

____ Salary

____ Employee benefits:

Vacation: 10 days/year for year 1 to 5 (available immediately)

Sick leave: 5 days/year (earn immediately, available after introductory period)

Holidays: 8 days/year (available immediately)

Group health and life insurance (after introductory period)

Profit Sharing Plan (after one year)

401(k) Plan (after one year, at open enrollment periods)

____ Work schedule, Time sheets, Pay schedule

____ Workplace safety

____ Procedures for getting office supplies and other purchases

____ Telephone, fax, computer logon, network, etc.

____ Parking, restrooms, etc.

 

Documents for employee:

____ Employee Welcome Letter

____ Employee Handbook

____ AnyCompany Vision Statement

____ List of AnyCompany Safety Practices

____ “No Sexual Harassment Allowed” handout

____ “Family & Medical Leave Act (FMLA)” handout

 

Forms to read, sign and return:

____ Employee Acknowledgement Form

____ Employment Eligibility Verification (Form I-9)

____ Employee Withholding Allowance Certificate (Form W-4)

____ Work-Made-For-Hire and Proprietary Information Agreement

____ Individual Employee Training Documentation (workplace safety)

____ Employee Data Sheet (emergency contact information)

____ AnyCompany Application

 

Orientation information completed:

 

 

Employee:                                                                       Date:                                      

 

 

Supervisor:                                                                    Date:                                      

This is how to get an employee will be introduced to your company.
There are a few things that must be done correctly if you want to maximize
the opportunity to turn them into a productive employee quickly.
1. A general orientation to the company. Tell them about safety
issues at your place; about the values that you hold and why you are
different from your competitors; about how you conduct your
business in terms of the specific unique ways that you serve the
customer – this may be through various checklists or other reminders
on how to do the tasks assigned; and finally the rules and regulations
– the employee manual that details what you expect from them and
what they can expect from you.
2. A specific introduction to the job – If you have created a Job
Description you now need to use the Learning Checklist (LCL) to
review with your new employee exactly what they are expected to do
and exactly how to do it. Have each employee check or sign that they
understand and are able to do the tasks and behaviors that they have
been assigned.
3. The employee needs to have regular meeting with their supervisor
and with you. Make this a scheduled time when you can get to know
them a little better. You are busy and they are busy. Make the time to
get to know how they are acclimating to their new position and to the
company.
4. Schedule a Performance and Development Plan (PDP) at the end
of the first month or at the end of the agreed introductory phase of
their learning. This will allow you a very good understanding of their
progress. Once a year you should make the time to review what they
are doing and build a plan for their future development using the
same PDP process.

The credo of those who live without trust… “We, the willing, led by the unknowing, are doing the impossible for the ungrateful. We have done so much, for so long, with so little, we are now qualified to do anything with nothing.”  Leading a team poorly is at least as difficult as leading a team well.

One good way to sabotage your team is:

1) Never take risks; after all, why rock the boat?

2) Don’t let your enthusiasm show; after all, why should work be fun?

3) Always be ready with an excuse; after all you don’t really think you are to blame for what just happened?

4) Point out other faults; after all, can’t you always get to the real solution by pointing out where everyone else failed?

5) Avoid professional development; after all you have reached where you are on your own merit and why learn anything else – especially don’t let anyone else learn something new as they will only challenge your authority!

Trust clearly doesn’t exist in this kind of climate; and neither will a team that gets the results you want.

Most employers spend a lot of time on the recruiting and hiring process: finding qualified applicants, interviewing, checking references, and ultimately, creating an acceptable offer. But, the process does not end once the new employee has been hired.

A smooth assimilation into the new job is a primary ingredient for reducing employee performance problems and turnover. However, competing with this goal is the need to complete all the necessary new hire paperwork to ensure compliance with today’s maze of employment laws.

Unfortunately, too many organizations become overwhelmed by the paperwork demands and neglect the fundamentals of the orientation process. A better approach is to focus on welcoming and integrating new hires and on laying the groundwork for improved performance and retention. Below are five tips on how to coordinate orientation and new hire legal compliance into an organized process.

* Engaging a New Team Member *

An effective orientation program makes the new hire feel comfortable and introduces the organization’s culture, supervisors, coworkers, and work expectations. New employees who get a positive first impression and “buy into” your culture are more likely to be loyal, cooperate with coworkers and supervisors, and take a personal interest in the organization’s success. While each employer must adjust its approach based on size and management philosophy, the following seven steps provide a guideline to help you cover the right bases.

1. Make new employees feel welcome and part of the group.
Little things can go a long way to help them feel comfortable as they enter a strange environment. For example, make sure the new employee’s workspace is ready and that keys, badges, and any necessary entry codes are provided. Assign an e-mail address and computer password, if applicable, and add the employee to the internal telephone extension lists. In addition, have top officials at the highest possible level take the time to meet every new hire, or at least send a personal welcome note.

2. Provide an overview of all operations.
Include a review of the corporate history and organizational chart, a discussion of products and services, and a tour of the facilities.

3. Communicate information about the organization’s goals and culture.
Studies show that retention rates improve when employees feel informed about, and buy into, corporate plans and goals.

4. Provide detailed information about the new hire’s position.
New employees should be given a clear outline of their job description, title, and duties. In addition, the supervisor should provide written training and performance goals with appropriate benchmarks and expected completion dates.

5. Assign new employees meaningful work.
Many employers make the mistake of giving new employees “busy work” when they first arrive to “ease” the entry into the job. This approach often backfires by making the new hire feel unchallenged. Instead, assign meaningful work as soon as possible.

TalentValue has integrated the Orientation and On-boarding process into a smooth and seamless process. See your TalentValue Advisor for ideas on how to make this work for your company.

Company Orientation We seek to excel as a leader in our industry. If we are to do that and become the company we want to be, we will need to have the finest group of professionals in the business. That is why we will be taking the time so that you can learn what you need to know to excel in this company. We want you to succeed and be the best that you can be. Please let us know what you need in order for that to happen. This is a general outline on what you will learn: Safety General safety instructions Required Training Friendliness Values of our Company Customer Service Knowledge General Industry Knowledge Production and Operations Production Knowledge – how to do your job correctly. Production Checklists Expectations of the Job Rules and Policies Rules / Regulations of our company Other Policies you need to know. This is a learning checklist for the new employee. It is designed to introduce the new employee to the basic information that he or she will be required to know to serve the customer to their complete satisfaction so that he or she can do their job well. We want you to be able to accomplish the tasks assigned to you, to work within our team and with your fellow employees, and to provide you with a feeling of personal satisfaction and accomplishment. Although we have tried to include many of the important tasks and issues that you should know, this learning checklist cannot cover everything. It is a tool to help you find out about the work environment here at the company. Use it as a guide. As you have learned about each subject, initial each part and have the trainer or instructor initial it as well. Each individual is personally responsible for learning and understanding what is listed here. No one is expected to know it all within the first days. Take the time to thoroughly comprehend what each subject means to the efficient and effective operation of the company. Ask questions. Gather the facts and observe what is going on around you. Over the next few months, there will an opportunity to gradually become an integral part of the company team… In fact, this is the purpose of the learning checklist – to be sure you can do your job well. Welcome and Good Luck!

 

General Company Tasks and Rules

Priority	Task to Learn	Employee	Instructor	Date Completed
Safe Work Habits
1	Think before you act
2	Watch where you walk
3	Put it back. Don’t leave it out
4	Pick it up. Don’t pass it up
5	Always know your nearest emergency exit
6	Know the basics of first aid
7	If you don’t know, ask the manager. Safety first
Required Training
1	Accident Reporting
2	Accident Prevention
3	Fire safety and training

Friendliness

Priority	Task to Learn	Employee	Instructor	Date Completed
Values
1	Business Philosophy – the values and mission of the company
2	Company History
3	Business ethics
4	Communications within the company
5	5 Steps to Friendliness and Great Customer Service
6	Build our plans from the customer-back
General Industry Knowledge
1	Competition – Who are they? How can they affect and impact our business?
2	Business basics and general productivity standards
3	Economics of the business
4	Office tasks
5	Job site tasks
Associate Recognition
1	Understanding the Job Description (JD), Learning Checklist (LCL), and the Performance and Development Plan (PDP)
2	Recognition programs
3	Company functions and gatherings
Customer Courtesy
1	Customer Satisfaction Standards
2	Handling customer complaints
3	What our customers expect from us

Operations and Production

Priority	Task to Learn	Employee	Instructor	Date Completed
Basic Rules
1	Start of the day
2	Close of the day
Department Knowledge
1	Personal cleanliness
2	Job descriptions
3	Automobile cleanliness
4	On the job site cleanliness
5	Meticulous attention to detail
6	Taking personal responsibility for the tasks you are assigned
7	How to get information and get your questions answered

Rules

Priority	Task to Learn	Employee	Instructor	Date Completed
Employee Handbook
	How to use the employee policy handbook
	020 Employee Welcome
	030 Attention Message
	040 Orientation Statement
	050 Employee Acknowledgement Form – Employee Copy
	060 Customer Relations
Employee Status and Records
	101 Nature of Employment
	102 Employee Relations
	103 Equal Employment Opportunity
	104 Sexual and Other Unlawful Harassment
	105 Business Ethics
	106 Hiring of Relatives
	107 Immigration Law compliance
	108 Conflicts of Interest
	109 Employees with Disabilities
	110 Outside Employment
	111 Employee Confidentiality and Non-Disclosure
	113 Copyrights, patents, trademarks, inventions
Employment Status and Records
	201 Employment Categories
	202 Access to Personnel Records
	203 Employment Reference Checks
	204 Personnel Data Changes
	205 Orientation Period
	209 Job Descriptions
	210 Performance Evaluations
	212 Salary Administration
Employee Benefits Programs
	301 Employee Benefits
	302 Vacation Benefits
	303 Holidays
	304 Sick Days
	305 Personal Days
	306 Medical Insurance
	307 Dental Insurance
	308 Prescription
	309 Retirement (401K)
	310 Flexible Spending Account
	311 Military Leave
	312 Workers’ Compensation insurance
	313 COBRA
	314 Bereavement Leave
	315 Temporary Disability Leave
Timekeeping and Payroll
	401 Timekeeping
	402 Paydays
	403 Pay advances
	404 Pay Deductions
Working Conditions and Hours
	501 Safety
	502 Work Schedules
	503 Overtime
	504 Meal Periods
	505 Use of Phones and Mail Systems
	506 Smoking
	507 Use of equipment and vehicles
	508 Emergency Closings
	509 Visitors in the workplace
	510 Computer and Email usage
	512 Internet Usage
	513 Social Media
Employee Conduct and Disciplinary Action
	601 Employee Conduct and Work Rules
	602 Drug and Alcohol Use
	603 Employee Privacy
	604 Attendance and Punctuality
	605 Personal appearance
	606 Return of Property
	607 Resignation
	608 Solicitation
	609 Discipline approach
	610 Investigating Complaints – Problem Resolution
	611 Workplace Etiquette
	612 Bulletin Boards
	613 Energy Conservation
	614 Media Relations
Repossession Policies
	701 Breach of Peace
	702 Cease and Desist
	051 Employee Acknowledgement Form – Company Copy

 

Priority	Task to Learn	Employee	Instructor	Date Completed
Jargon
	Customers – those who receive the benefits of the effort or activity taken

Recruiting, hiring and training new employees can eat up a manager’s time. The last thing a manager wants to do is start the process all over again because that new hire just stood up and walked out the door after three months.

To avoid repeating that time-consuming process, it’s important to talk with new employees soon after they arrive to uncover potential problems that can cause turnover.

Make it a point to meet with new hires within the first 60 days. Your goal: Discover their likes/dislikes about the job and environment, see if the job meets their expectations and nip potential problems in the bud.

Will your new hire pass or fail in the first 6 months?

Then, ask some of the following questions, adapting them to your own needs:

1. Why do you think we selected you as an employee?
2. What do you like about the job and the organization?
3. What’s been going well? What are the highlights of your experiences so far? Why?
4. Do you have enough, too much or too little time to do your work?
5. How do you see your job relating to the organization’s mission?
6. What do you need to learn to improve? What can the organization do to help you become more successful in your job? (Don’t ask these two questions unless you are prepared to follow up with action. Otherwise, you can build false expectations, and that can cause disappointment.)
7. Tell me what you don’t understand about your job and about our organization.
8. Compare the organization to what we explained it would be like.
9. Which co-workers have been helpful since you arrived? (Goal: Pinpoint which employees can be influential in retaining the new hire.)
10. Who do you talk to when you have questions about work? Do you feel comfortable asking?
11. Does your supervisor clearly explain what the organization expects of you?
12. How does it go when your supervisor offers constructive criticism or corrects your work?
13. Do you believe your ideas are valued? Give examples.
14. How well do you get along with co-workers?
15. Have you had any uncomfortable situations or conflicts with supervisors, co-workers or customers?