KEY POINTS:
Every year about one in six working people starts a new job. If they feel welcome in the new organisation they're more likely to stay. If not, many will decide to move on again.
A good induction also prepares employees quickly to do their job to full capacity
and provide better service for customers.
Benefits of best practice inductions include: reduced recruitment costs, improved job satisfaction, motivation and company morale. New employees become independent sooner, have reduced anxiety and a positive attitude and commitment to the company.
The induction is also the company's one big chance to develop a positive perception from day one.
As with most things in life, the little stuff can matter. For example, when a new employee starts work they will feel more welcome if they have a desk, telephone, computer and email address when they arrive - if these are required to do their job.
It's astounding how many companies hold elaborate leaving parties, but fail to welcome new employees. Is leaving a cause for celebration?
A welcoming morning coffee with new colleagues will go a long way toward breaking the ice and make a new employee feel part of the team.
All new employees need to know the company's mission, whether they're a filing clerk or the new marketing director.
All new recruits also need to know: general office procedures, current business structure, management policies, key compliance issues such as health and safety, IT knowledge, policies on data protection, dress code, the disciplinary system, his or her goal for the next year and best practices.
It's therefore a good idea to give all new employees a written manual covering at least these points.
Inductions vary according to industry. At Brookfield New World, which was highly commended in the Unlimited/JRA Best Places to Work award last year, health and safety and food safety regulations are more important than learning to work the photocopier, says personnel manager Heidi Allen.
A checkout operator will need to learn what to do if there's an armed robbery - although thankfully there are few in New Zealand supermarkets.
Staff are given a general induction when they pick up their uniforms, then get buddied or given on the job training, depending on their role.
Some new staff will need to spend time with other departments to understand the business - especially if they're in a selling or customer- focused role.
Most new employees arrive at work on their first day full of enthusiasm. That can soon be killed off by a poor induction.
Professional services company GDH won the most improved large workplace in the Unlimited/JRA Best Places to Work Survey last year.
On day one new employees receive a programme outlining what will happen during the next few weeks which includes photographs, names and other details of people they will meet on day one, says GDH people manager Heather Dodge.
"On the first day [a new employee] will meet the right people, be given a desk, computer, login and an experienced member of staff to sit next to them.
They will be shown where they can buy lunch and be told where to park so they won't be towed away," says Dodge. "The devil is in the detail."
"My favourite quote is you never get a second chance to make a first impression," she says.
As part of the induction, staff receive an introduction to the Lotus Notes system GDH uses, as well as being shown around the databases. The company also has an "induction" to its intranet.
Throughout the rest of the first week, employees get one-on-one or small group sessions on health and safety, company quality processes, environment management, and a PowerPoint presentation about the librarian's services. Employees in the industry for less than five years are introduced to the GDH Young Professional Network, which holds seminars and social events.
About a month after beginning, says Dodge, an interview with the person's direct manager is arranged, before it is too late for an employee to ask questions and for the manager to give feedback.
After four to six weeks new employees from throughout the country are brought together for a day that introduces them to the company's corporate message, history, strategy, vision and values.
Finally there is a feedback interview with the "people team" where employees can fill in the gaps in their knowledge and give feedback about the induction process, says Dodge.
Increasingly popular as part of good inductions are mentoring or buddy programmes.
When Irish couple Claire Neville and Jimmy Walsh started work at Beca Transportation on St Patrick's Day in March, they were taken through the standard HR induction process, but also given buddies to help them adjust to their new work environment and to the Kiwi lifestyle.
Buddies have checklists to go through in the first day, week and month.
"It was great having someone to bug if I had niggly questions," says Neville.
The buddy, Catherine Rochford, was also able to help Neville overcome some of the cultural differences of living in a new country - which aren't always immediately obvious.
"We could compare things between Ireland, the UK and New Zealand," says Neville.
So taken with the buddy system was Neville that she's likely to take it with her should she move on.
