The induction process has a very strong influence over staff turnover and performance. When you examine your induction process does it meet all the necessary criteria? Does your induction process take into account different speeds of learning? As you know, we all absorb information at different rates and your induction process should take this into account. As a rule of thumb, err on the side of giving slightly too little information rather than slightly too much. Do your managers and leaders have input to the induction?
It is very easy to create an overload situation because the new hire will be slightly anxious. They will be trying to make a good impression but their levels of anxiety may hinder their learning and retention. This means that your induction process should go to some lengths to make sure that their stress and anxiety is minimised. Unfortunately, it is possible for the overload of information to create added stress. In turn, this reduces learning and further heightens the sense of anxiety. For some people, it is a vicious circle.
Does your induction process take into account the different styles of learning? As you know, we have predominant learning styles. This means that a visual presentation may not be the most appropriate way for a kinaesthetic learner to absorb and retain information.
Does your induction process follow the basic principle of "little and often" or is the information presented in a solid block? Even if your induction program ignores different learning styles, is it split down into manageable chunks of less than an hour each?
The reason for this is relatively simple. Look at the situation through the eyes of the new hire. They are coming into a strange environment where they probably don't know anybody and don't know the social culture that they find themselves in. Their stress levels will be high. Under these circumstances, their ability to learn and retain information can be diminished. To make your induction process effective, it is necessary to take these factors into account.
One vital factor that is often omitted from the induction process is the setting of clear expectations of performance. Leaving this out is a grave mistake because it is an integral part of starting off the employment period in the correct manner.
Finally, do you interview the people leaving the induction process to discover their impressions of the effectiveness in preparing them for work with the business? If you wait a couple of weeks after they have finished their induction, their evaluation will be a lot more meaningful. A team of new hires is a great resource in designing an effective induction process.
Can you remember your first day at work? I can; it was such a memorable occasion and had a profound effect on my next seven years of employment.
After graduation, way back in the 60's (over 40 years ago), I successfully applied for a position as a management trainee with the British Broadcasting Corporation in London. My induction was as follows. I met my new boss who said to me, "I'm going to give you a piece of advice that you will follow if you work here for a day, a month, a year or the rest of your life. Listen carefully. There is the right way; the wrong way and the BBC's way. You will do it the BBC's way." This was quite a daunting beginning to my career as a trainee.
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