Even in these days of technological solutions for everything, many companies will still see the need for induction training. But many organizations miss a great opportunity to maximize learning when designing their employee induction training. Many pick ‘talk and chalk’ formats drilling endless amounts of information to fresh-faced employees. Needless to say that it can be torture for all concerned.
At Oceana Training we have come up with a new way of looking at employee induction. More importantly, an approach to get the most of employee induction training.
Many people look at employee induction as an event that begins on the first day of employment. We believe that induction is a longer journey. It should begin before the employee starts. It continues on the first days of employment and is ongoing after that point.
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Decide What Information Needs To Be Passed To New Employee
It often seems like everything gets thrown into the induction training or that there is a fear that something is left out. We suggest that you list everything and then break this information into three categories.
a) Need To Know
b) Good To Know
c) Nice To Know
Decide How The Information Needs To Be Passed To New Employee
Here is where you can start to get clever. Some information can be provided to employees before they start. This can be sent to them or they can access the information online. A lot of this is “Good To Know” information like company information, organization charts and general information. A great way to check whether this information is to use a pop quiz on the first days of training. Let the new employees come up with the questions for each other and let their answers drive group discussions. This is also a great method to help build relationships between new employees.
The “Need To Know” information tends to be legal or health and safety type information that employees may even need to sign off on. This may still be lecture or ‘talk and chalk’ format but there should be less chance of information overload if information is provided in advance.
The “Nice To Know” information is again where you can get clever. We suggest that the best way to provide this information is to use group work with existing staff. At pre-arranged times let the new staff meet with existing staff to discuss these things. The informal aspect of this approach will greatly help build stronger teams, skills, etc.
How Do You Know That the Information Is Passed On To Employees
It is very obvious but has to be said – “you ask”.
Employee induction should never be a ‘tick-box’ exercise.
It is your opportunity to create strong positive memories that will create an even stronger organization.
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A Worksheet For Employee Induction Training
What Information Needs To Be Passed To Employees
Need To Know
Good To Know
Nice To Know
TO DO LISTS — HOW WE HATE THEM!
The theory behind a to-do list goes something like this. First thing in the morning before you start anything else, you write down everything you have to do during the day (or even better do this as your last action the previous day). You then go carefully through the list and work out what order to do the items in the list. There are various methods of prioritising the list, but they all boil down to some form of balancing urgency and importance.
You can add items during the day as they arise, and allocate them appropriate priorities. Then all you have to do is take action on each item in their prioritised order. Any items you have not actioned by the end of the day are carried forward to the next day’s list.
The advantages of a to-do list are obvious: everything is prioritised; you know exactly what to do next; things which are urgent and/or important get done first; items don’t get lost; and you have somewhere to write new things as they arise. What’s more it’s ideally suited for computerisation. What could be better?
There is only one disadvantage of a to-do list. It doesn’t work!
There are two main reasons why it doesn’t work. The first is that you never get more than a third of the way down the list. The second is that for every item that you cross off the list, you think of another three items to go on it.
The result is that you end up with a huge, growing, indigestible lump of un actioned items which gets transferred day after day. Many of these will never become urgent or important enough to get actioned. And yet if they don’t need doing, why are they on your list in the first place? First rule of time management: the question is not what priority something is, but whether it needs doing at all.
At Oceana HR professionals we train on the following areas
Identify Time Management Profiles
Understand the principles of Time Management
Managing teams to deliver objectives