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How to induct

"There's your desk, get on with it" just doesn't cut it as a company induction anymore...

Every organisation, no matter their size, should have a well-considered induction programme to provide all the information new employees need to assimilate, without being overwhelmed or diverted them from the essential process of integration into their team.

The length and nature of the induction process depends on the complexity of the job and the background of the new employee. One size does not fit all - a standardised induction course is unlikely to satisfy anyone.



Research has shown that tailor-made induction programmes increase staff retention and should include:

• Orientation (physical) - describing where the facilities are.
• Orientation (organisational) - showing how the employee fits into the team and how their role fits with the organisation’s strategy and goals.
• Health and safety information - this is a legal requirement.
• Explanation of terms and conditions.
• Details of the organisation’s history, its products and services, its culture and values.
• A clear outline of the job/role requirements.
• Specific needs eg trainees, people returning from career breaks, long-term absence or maternity/paternity leave, senior appointments, technical specialists, directors.

The process should begin at the recruitment stage and continue into employment. New recruits need to know the organisation, the culture and the people, and their role. Ideally, all new employees should receive an individual induction programme that reflects their specific needs.

This could include the co-coordinated activities of:

• The Line manager who explains the departmental organisation, job requirements, probationary period and the appraisal system.
• HR cover the “housekeeping” aspects such as completing employee forms, taking bank details, explaining the induction programme.
• Safety officers explain health and safety issues.
• Section supervisor or a nominated colleague for an escorted tour, introductions to fellow workers and day-to-day guidance in local procedures for the first couple of weeks.
• Senior manager or HR to give an overview of the organisation, its history, products and services, quality system and culture.
• Training officer helps develop a personalised training plan and provides details of other sources of information such as the company intranet or interactive learning facilities.
• Company representatives from trades unions, sports and social clubs may give details of membership and benefits.
• Mentor or ‘buddy’ to help speed up the settling-in period.

There are some pitfalls to avoid, of which the most obvious are:

• Providing too much, too soon; the inductee must not be overwhelmed by a mass of information, especially on the first day. Keep it simple and relevant.
• Pitching presentations at an inappropriate level - they should be suitable for everyone in the audience and for their roles within the organisation.
• HR rather than local personnel providing all the information - it should be a shared process.
• Creating an induction programme which generates unreasonable expectations by overselling the job.

Best practice induction programmes are moving rapidly away from ‘chalk and talk’ sessions towards more multi-media presentations, or active learning tasks where, for example, inductees are given a questionnaire where completion involves talking to people outside their normal scope. They focus less on the practicalities of an organisation and more on culture and values.

The increased use of online induction and e-learning tools has been marked, Involving a wide range of personnel in programme development to ensure that the content continues to match the organisation profile; out-of-date or badly produced material is depressing.

There is also more awareness of socialisation issues where induction sessions can be used for cross-function team building and inter-organisation communication.

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