Employee Orientation and Placement

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Topics: Employment
EMPLOYEE ORIENTATION Employee orientation refers to the process of introducing new employees to their jobs, co-workers and work environment.
Employee orientation can also be defined as the process of receiving and welcoming new employees when they first join the company. [Gary Dessler 1942].
During orientation, employees are made aware of the mission and vision of the organization, policies and programs of the organization. They are also given the necessary information required to perform their duties such as working hours, place of work, performance standards, benefits and facilities and names of other immediate officers.
TYPES OF ORIENTATION
Formal Orientation
This involves use of a structured management program which is adhered to by the new entrant.
New employees may be assigned specific mentors who guide through pre-determined lessons and then evaluate their progress every step of the way. Formal employee orientation programs may include classroom learning, online and video learning modules, and hands-on training conducted over a certain period of time.
Informal orientation
This involves the new entrant acquainting him or herself with place, procedures, and the policies of the organization.
In informal orientation, new hires are directly put on the jobs and are expected to mix up themselves with the work and the organization.
OBJECTIVES OF ORIENTATION
Organizations spend a few weeks or months carrying out orientation. The objectives for orientation include the following;

To ensure high levels of job satisfaction Organizations that provide new employee orientation generally experience higher levels of job satisfaction and lower turnover rates. This is because the employees that are oriented generally appreciate their jobs and thus value them.
To reduce anxiety of employees
Anxiety can greatly affect the performance of the employee at work. So through orientation, the anxiety is reduced by providing employees with information about



References: Andy H. and Dean F.J. (2006), Sustainable Leadership: "Daring to Lead: Nonprofit Executive Directors and Their Work Experience," Armstrong, M. and Baron, A. (2002) Strategic HRM: The key to improved business performance. Developing practice. London: Chartered Institute of Personnel and Development Boxall, P. and Purcell, J. (2003) Strategy and human resource management www.wikipadea.com

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