Key Orientation Planning Questions

Human Resource professionals and line managers first need to consider key orientation planning questions before implementing or revamping a current program:

1. What things would new employees need to know about this work environment that would make them more comfortable?

2. What impression and impact would I want to make on new employees' first day?

3. What key policies and procedures must employees be aware of the first day to avoid mistakes on the second day? Concentrate on vital issues.

4. What specific things can I do to ensure that new employees will begin to know their co-workers without feeling overwhelmed?

5. What special things (desk, work area, equipment, special instructions) can I provide to make new employees feel comfortable, welcome and secure?

6. What positive experience can I provide for new employees that they could discuss with their families? The experience should be something to make the new employee feel valued by the organization.

7. How can I, as the supervisor, ensure that I will be available to new employees on the first day to provide personal attention and to convey a clear message that they are important additions to the work team?

Remember, first impressions are crucial. Here are some tips for putting your best foot forward.

1. Begin before the new person does. Send an agenda to the new associate with the offer letter so the employee knows what to expect. Stay in touch after he or she has accepted the position to answer questions or help in other ways. Also, make sure the new person's work area is ready for the first day of work.
2. Make sure everyone knows the employee is starting and encourage them to come to say hello before orientation begins.
3. Assign a mentor or partner to show the new person around, make introductions, and start training. Let the mentor have sufficient notice so he or she can make preparations.
4. Start with the basics. People become productive sooner if they are firmly grounded in the basic knowledge they need to understand their job. Focus on the why, when, where, and how of the position before expecting them to handle assignments or big projects. Don't overwhelm them with too much information.
5. Provide samples on how to complete forms as well as the individual's job description with the orientation packet.
6. Have some fun. Do not spend time on every aspect of the handbook, only on the very important topics. Play some games because this can help the learning process. Games such as:
   a. Photo match after the tour. Each employee is provided photos of other employees and a list of names. The object is to match the name with the face.
   b. Signature hunt. While employees are touring the facility, provide them with a piece of paper with names of several associates they will be meeting. They are then asked to obtain the signatures of the people they meet. The employee who obtains the most signatures, gets a prize.
7. Provide a list of frequently asked questions with a contact person/department, and phone number or extension.
8. Plan to take them to lunch. The first day on the job the new employee is left in the lurch. This is a good time for the manager/supervisor to take the employee to lunch; include other co-workers, making sure the employee is at ease.
9. Give the new person some responsibility for his or her own orientation. Offer opportunities for self-directed learning, under appropriate supervision.
10. Keep the new person's family in mind. A new job means adjustment for the entire family, especially if they have relocated. Do what you can to ease the transition and help them feel comfortable in the community.
11. Ask for feedback. Find out from former new hires how they perceived the orientation process, and don't be afraid to make changes based on those recommendations. You can send an evaluation two to four weeks after the employee has started, saying something such as: Now that you have been with the company awhile, did the orientation meet your needs? After they have been working there awhile they find out what they should have known but did not. At Mecklenburg County, one of the trainers, Allyson Berbiglia says, "We recognize that we have to continuously improve orientation to meet the changing needs of our customers. What works now may not serve our employees well next month or next year."

Failure of Orientation Program

The main reasons orientation programs fail:


1. The program was not planned.
2. The employee was unaware of the job requirements.
3. The employee does not feel welcome.

All new employees should complete a new employment orientation program that is designed to assist them in adjusting to their jobs and work environment and to instill a positive work attitude and motivation at the onset.

A thoughtful new employee orientation program can reduce turnover and save an organization thousands of dollars. One reason people change jobs is because they never feel welcome or part of the organization they join. The most important principle to convey during an orientation is commitment to continuous improvement and continual learning. That way, new employees become comfortable with asking questions to obtain the information they need to learn, problem solve and make decisions.

A well thought out orientation process takes energy, time and commitment, however it usually pays off for the individual employee, the department, and the organization. One such example is Mecklenburg County's (North Carolina) success in revamping its employee orientation program, to live up to its credo of employees being the organization's greatest resource. In 1996, as part of a larger initiative to redesign services to meet customer needs, the Mecklenburg County Human Resources Department staff made a smart decision- they viewed new employees as part of their customer base and asked their customers what they wanted.

Employees were asked what they wanted and needed from orientation. They were also asked what they liked and didn't like about orientation. New employees were asked what they wanted to know about the organization. Additionally, the organization's senior management were asked what they believed was important for employees to learn when joining the county payroll.

Using feedback collected from employees, Mecklenburg's HR training staff first realized that meeting employees' needs required more than a half day session. Trusting employee feedback, the trainers crafted a one-day orientation that gave employees what they said they wanted and what senior management believed employees needed to know. Essentially, the mix includes the topics that lack excitement-W-2s and various policies and procedures-but it also includes details that let the employee know something about the organization.