Is your workplace orientation plan a whirlwind one-day affair of meet and greet, look at the manual, sign some forms, go for lunch, here’s your desk, and away we go? Or, is it a focused week of pouring over manuals and memorizing files while locked away in an isolated office?
If the purpose of an effective orientation is to make the employee feel like part of the team, understand goals and expectations to spark early productivity and commitment, then these two scenarios do not succeed and may have a negative impact, leaving an employee dazed, confused and wondering if he or she has made the right choice.
From a management perspective, the questions are: What works in an orientation plan? How long should it be? Who should provide it? How soon will the rookie be up and running? How do we know we’ve made the right hire? New employees, however, worry about different issues. Compare it to your first day in a new school: Will they like me? How difficult is the work? How will I be measured? Did I make the right decision coming here? Will I be safe here? How good is this school?
A successful orientation plan has enormous benefits for both parties, produces long term results and:
- Provides a professional and positive first impression
- Lowers a person’s feelings of isolation and anxiety often experienced during times of change
- Accelerates learning
- Helps an individual understand the social, technical, and cultural aspects of the new workplace
- Discusses workplace hazards, policies and critical procedures
- Builds rapid commitment to the organization
- Prevents questioning the decision of joining
- Provides guided support and information in an organized fashion
Many organizations, particularly in the nonprofit sector, strive to provide a responsible orientation but are challenged by not having the time, resources, or human resources staff. To assist such organizations, a new approach to orientation is required; namely a Three-Phase Orientation Plan Checklist (see below). Tailored to a workplace, this simple and organized generic checklist can provide a useful road map to the daunting task of orientation.
Phase 1: Pre-Orientation occurs before the start date in the form of a mailed package. Why not launch the orientation process when the job is being offered or upon acceptance? Start building excitement and commitment before they walk in the door. Is this not the time for both parties to make the final determination of “fit”? The candidate is so enthused and hopeful about a new career that it is an ideal time to absorb material about the organization – at home, with family. Some of the key items in this package can include history, Annual Review, organizational chart, vision, mission, key policies, (some organizations even send a T-shirt!), benefits overview, as well as a copy of the Orientation Plan Checklist. This provides the opportunity to prepare questions for the first day. Pre-orientation is a unique and highly viable approach in providing information and creating a professional positive first impression. In this highly competitive market, it also reinforces the candidate’s decision to join the organization.
Phase 2: Job-Site Orientation occurs during the first and second day, focusing on the physical understanding of the workplace and includes workplace tours, introductions, equipment, hazard identification, and a department overview. It also provides time to revisit unclear policies and procedures. Where there is no Human Resources person, the Hiring Authority or Manager is often very busy and can delegate Phase 2 of the orientation to others. The buddy system is effective here, whereby a new employee is paired up with an experienced or senior employee who will take personal interest in their development and answer any questions. A “cheat sheet” of frequently asked questions can also be prepared to assist the buddy.
Phase 3: Job-Specific Orientation occurs during the first few weeks, focusing on details such as specific duties, job description, budgets, tools, software, and health and safety. Alternatively, it can be divided and delivered in manageable information slices and tied closely to the probation period. This results in a well-documented paper trail useful in future performance management. During this time, frequent coaching and feedback sessions will ensure that everything is on the right track. Both parties can examine how they will work together. The new employee truly benefits from close contact with the immediate supervisor by gaining a clear understanding of established goals, expectations, and responsibilities. Are there any problems, skill deficiencies or comprehension issues? Will the new employee be capable of fulfilling all of the requirements of the job description? Many organizations conduct a quiz, test, or work sample to ensure that learning has taken place.
At the end of this roadmap, success is not measured solely when all of the boxes are checked and questions have been exhausted, but when the new employee assimilates most of the critical information and demonstrates an understanding of the organization, business, clients, funders, and expectations of work performance?
An organized, well-executed orientation plan builds a strong foundation for learning to take place; and while it may include a new coffee mug, welcome lunch or a vase of flowers, the numerous benefits of developing and using a comprehensive checklist will be long lasting.
Three-Phase Orientation Plan Checklist:
- Pre-Orientation
- Job-Site Orientation and
- Job-Specific Orientation
Employee Name:____________
Department:____________
Start date:____________
1. Pre-Orientation (Package mailed before start date)
__ Overview of history, funding, vision, mission, values and general organizational structure
- Annual Review and Organizational Chart
__ Standard policies and procedures
- Hours of Work, Breaks, Lieu Time
- Dress Code and Conduct
- Attendance, Reporting Illness and Punctuality policy
- Police Screening Policy
- Harassment Policy
- Vacation/ Overtime/ Statutory Holidays policy
- Probation Period
- Health & Safety policy
- Performance Management/ Salary policy
- Employee Recognition plan
- Other policies as appropriate and Access point of all policies
__ Compensation and Benefits; Tuition Assistance
__ Employee counseling, grievance procedures, Unions
__ Screening with a Police Record Check
__ Committees and Project Teams, e.g. Joint Health & Safety, Social, Fund-raising
__ Checklist of Three-Phase Orientation Plan (with Human Resources/Hiring Authority)
Answer any questions arising from the above mailed package phase to ensure that the prospective employee has basic and clear understanding of conditions of employment. Some policies may require greater explanation throughout Orientation process.
2. Job-Site Orientation (1st and 2nd day)
__ Review Checklist of Three Phase Orientation Plan (with “Buddy” or Manager)
- Provide critical policies, probation period and business plan or strategic plan
__ Introduction to co-workers and management
__ Tour workplace, visit workspace, lunchroom, washrooms and first aid locations
__ Special precautions, e.g. walking in fork lift areas, hazardous chemicals, entering building; working alone after hours, extensive driving, home/client visitations
__ Local/department overview – relationships with departments, volunteers and Head Office
__ Parking, local transportation and internal mail
__ Workplace security, hazards, controls, fire exits, emergency equipment location and use
__ Communication methods, e.g. voice mail, electronic mail, memos, Intranet, Bulletin Boards
__ General housekeeping
__ Awards and incentive activities
3. Job-Specific Orientation (first few weeks)
__ Review Checklist of Three-Phase Orientation Plan (with Manager)
- Answer any questions arising from the previous two phases before commencing third phase.
__ Specific duties, responsibilities, budgets and expectations by supervisor
__ Detailed review of job description and skills required
__ Training/staff development/educational opportunities and requirements
__ Legal rights/responsibilities of workers and employers under Occupational Health and Safety Act
__ Whom to talk to if the job is not clear
__ Introduction to computer, software programs, and products; Email/Intranet training
__ Tools to work with: cell phone or pager; mileage reimbursement; expense accounts; courier procedures; business cards; project planners; calendars
Completion and Signature Area (only when ALL items are checked)
Employee Comments: (Note ALL concerns, unclear policies, procedures and duties, etc.)
- _________________________________________________________
- _________________________________________________________
- _________________________________________________________
- _________________________________________________________
Signature of employee:________________________________
Date of completion – Pre-Orientation: ____________
Signature and comments of HR/Hiring Authority: _________________________________________________________
Date of completion – Job-Site phase: ____________
Signature and comments of Buddy/Manager: _________________________________________________________
Date of completion – Job-Specific phase: ____________
Signature and comments of Manager: _________________________________________________________
Upon satisfactory completion copy to file
Note: This is a Sample Checklist and should not be considered all encompassing.
Teresa Howe, CHRP, is an independent HR consultant and writer. As an HR executive with 15 years of generalist experience, she has contributed to several successful organizations being recognized as Canadaâs Top 100 Employers and created meaningful change. As a long-standing member of the HRPAO, she also serves as president of the Board of Directors for Jobstart, a not-for-profit organization, speaks at conferences and creates workshops on HR related issues. Teresa can be reached at tandthowe@yahoo.ca.
