Davis (1997) defines induction as a critical phase within a continuum of certified learning based on visibly defined performance progress developments, mentoring and preparation structures. In this case, staff induction then becomes a process whereby new employees adapt and learn new organizations norms and expectations so that they can reach the maximum productivity. Hughes and Jowitt (1996, p58) indicate that the program specifically ensures that new employees are supported in their professional practice, be able to sustain the organization culture and build a positive relationship with their colleagues creating a shared responsibility for the realization to all the staff members. This process does not only target new employees it but also those who have received transfers, promotions and the ones returning to work after a long break. All employees are eligible for staff induction irrespective of their work which can be either temporary, permanent, part-time, contracts or even volunteers.
Most organizations are aware that staff members are their greatest assets and initiating the right induction process is mandatory to ensure that the employees become active within the shortest time possible. The success of the company depends on the having the needed staff, with right skills and abilities. To have a positive staff induction process, they have to lay down strategies that will facilitate the implementation process. Drawing concrete strategies before the employees will have a significant impact on preparation and readiness for a flexible induction process that will ensure that employees deliver results quickly (Davis, 1997). The first strategy to implement is that this program has to be centralized and vary from department to department. Beginning from the first day, the organization has to catch up with the enthusiasm and eagerness of the new employees. The first day is imperative because it shapes the employee's attitude to the organization. The best can be achieved through a planned process whereby an agreement has to be reached by consulting the people involved. According to Hughes and Jowitt (1996), the organization has to be aware of the experience of the new staff to come up with a program that is fit for the purpose. The formality is also important in depending on the size of the organization that is either a rigid structure or running a group session. The organizations need to know the impression they want to give to the new staff together with the procedure and policies to show them. It is also important to make sure that the right people are available for the sake of new staff members to fill values and informed. The staff induction program should not be limited to employees day one but is all depends on the approaches and arrangement for the new employees to learn as they advance towards attracting complete operational in their role.
Effective induction is organized, timely and give a positive first impression for an organization. This program can inspire the new staff setting out organizations vision and mission and educating them on the companies culture and values. The new staff is also able to learn the needed technical skills, providing them with the valuable information in the business. A successful staff induction program inspires the new staff lay foundations that will create a positive relationship within the team and the wider organization. This staff induction process is time-consuming and costly since most of the organization expect the new employees to start contributing to the business as soon as possible. For the fast growing business, this can significantly affect the performance of the business. An effective induction program according to Cadwell (1998) is that it affects engagement, staff turnover, employer brand, and absenteeism levels. Efficient staff induction programs help the new staff settle into their new roles faster enhancing their contribution to the productivity of the organization. They also feel a sense of belonging ensuring that they can operate at their full potential within the shortest time possible. The new staff will also have an improved staff determination, commitment and superior guarantee to the organization. This process ensures better productivity and job proficiency and also increases their commitment to have an extended stay in the organization thus reducing the lower staff turnover which in turn reduces the training and recruitment costs. According to Cadwell (1998, p38-44), the challenges of improper staff induction program result in poor employee retention. For instance, if the new staff feels confused after the induction process, depending on once personality, she may not ask for help. This can prompt her to make mistakes until she gets it right. This creates a negative impact on the employees efficiency resulting to poor productivity for the organization.
Many organization is implementing the staff induction program with the approach that characterizes consistency, connectedness, and context. These principles strengthen the ability of the new staff by communicating the right information and providing them with equal opportunity to access resources, development opportunities, and information (Cadwell, 1998). This ideology also promotes partnership within internal and external stakeholders in realizing their goals. It creates an opportunity to a positive relationship through coaching and mentoring supporting the staff in their persistent development. The new staffs are also able to adapt to their working environment through diverse delivery models and customized resources. Proper organizations growth and performance has been an influence in ensuring a proper induction process providing employees with support and process materials that guarantee productivity.
Organizations have first to recruit staff members with the right qualities and skills for them to improve and maintain efficiency. The department of human resource has the obligation of ensuring that they have a well organize recruitment process. The staff qualification has to be carefully analyzed about the job done. This creates a proper selection process for the right people who only fit for the right job. After this selection, it is mandatory to ensure that the new employees are successfully integrated into the organization through a well-organized induction program. It is important for the people involved to exercise proper personal and professional management and leadership skills. The induction process has to be executed with a lot of professionalism whereby it has to be planned in time, carried out within the needed time and also evaluated to ensure that it meets the needs of the organization. The significance of good induction program exhibits an effective training process, lower labor turnover, and amended organization productivity.
In conclusion, staff induction program ensures that new employees adapt and learn new organizations norms and expectations so that they can reach the maximum productivity. To have a positive staff induction process, organizations have to lay down strategies that will facilitate the implementation process. An effective induction program affects engagement, staff turnover, employer brand, and absenteeism levels. This process ensures better productivity and job proficiency and also increases their commitment to have a long stay in the organization thus reducing the lower staff turnover which in turn reduces the training and recruitment costs. It is important for the people involved to exercise proper personal and professional management and leadership skills.
Cadwell, C. M. (1998). New employee induction: a practical guide to implementing an effective programme. London, Kogan Page.
Davis, P. (1997). Staff induction: organising effective employee-centred induction training for organisational success. Selangor Darul Ehsan, Malaysia, Pelanduk Publications.
Hughes, T., & Jowitt, M. (1996). Managing people - recruitment, selection and induction. Sydney, McGraw-Hill.
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