Recruitment, Selection and Induction
An induction is vital to ensure a new employee settles into the organisation with ease. It is important to give basic health and safety training and fire escape procedures as well as introducing the new employee to the work culture and values of the organisation. This is an important part of the development between the relationship of the employer and employee. This part is very important as after a bad induction the employee may decide to leave if the organisation does not meet their expectations. Which is very costly as the time and money spent recruiting the new employee may be wasted.
Best practice is to have an induction checklist. Handing the employee a copy of the induction checklist benefits both employee and employer as it acts as a reminder to the employer to make sure all points are covered and the employee knows the agenda for the induction, can see a structure to the induction and can follow what is happening (See Appendix 1). This is a good guide for both employee and person conducting the induction. It gives the employer a guide/list of items to cover, and a document to refer to so that no parts are forgotten to be completed. It also serves the employee to show a structure to the induction program.
An induction should be carried out by a member of management within the organisation. This person should be confident talking to large groups of people. They should also have a wide knowledge of the organisation and its policies and procedures. This will enable the manager to answer any questions the new employees have about the new workplace. An icebreaker is a great way to introduce everyone in the group and put everyone at ease. The new employees may be very nervous, and may not know what to expect. Then a run through of what will happen throughout the course of the induction. The manager should check understanding of the individuals frequently. To make sure the information being given is being taken in by the employees. They should also get regular breaks to maintain concentration levels. It would be beneficial to have a senior member of staff or management form the Human Resource department attend either part or all of the induction. This way information relating to employment policies and procedures (e.g. The grievance and disciplinary policies) can be relayed to the new employees from the experts. Shop stewards from the trade union should be informed of any inductions taking place. So they may attend and talk to the new employee(s) about the benefits of joining the union, how much it costs and how to join.
When completing an induction a few items will be needed. It is good idea to have a list of items that can be gathered together before the induction to show the organisation is prepared and organised. Have the new employees written statement of employment particulars/contract of employment; the employee can then ask any questions they may have about their new contract to the Human Resource manager/member of staff. The employee’s new security pass/code to get into the staff areas. Most employers have a handbook detailing what is unfeasible to put in every contract. Such as detailed policies, dress code, break entitlement etc. Hand this to the employee, so they can take home and refer to. Once the employee has completed the basic health and safety training, give the employee a copy to take home. A questionnaire on the health and safety training is a good method to check the understanding of the new staff and a chance to look over correct any mistakes. The induction process is long and giving the employee a spare copy of vital information is the best way to ensure that any information that hasn’t sunk in over the course of the day, this way the employee can have a look over the information at home.
The employees should be introduced to the appraisal process during the induction. There may be differences in the appraisal process for staff and managers....
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