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NCV 3 Business Practice Hands-On Support Slide Show - Module 5
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NCV 3 Business Practice Hands-On Support Slide Show - Module 5

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This slide show complements the learner guide NCV 3 Business Practice Hands-On Training by Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website …

This slide show complements the learner guide NCV 3 Business Practice Hands-On Training by Nickey Cilliers, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net

Published in: Education, Business, Technology
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  • 1. Business Practice 3
  • 2. Module 5: Introduce new staff to the workplace
  • 3. Module 5: Introduce new staff to the workplace
    • After completing this module, you will be able to:
      • demonstrate knowledge and understanding of the induction process
      • explain the elements of the induction process
      • evaluate and adapt an induction programme
  • 4. 1. DEMONSTRATE KNOWLEDGE AND UNDERSTANDING OF THE INDUCTION PROCESS
    • After completing this module, you will be able to:
      • demonstrate knowledge and understanding of the induction process
      • explain the elements of the induction process
      • evaluate and adapt an induction programme
  • 5. 1.2 Objectives of induction
    • To make the first, strange days in an enterprise easier, and acquaint the employee with the basics of the enterprise.
    • Introduce new staff to the workplace
    • To establishes/instil a positive attitude about the enterprise/ employer within the employee so that he/she will have staying power (low employee turnover and less absenteeism).
    • To ensure that the employee becomes productive as soon as possible.
    • To help to create realistic employee expectations to save the time of supervisors and colleagues in the long run.
    • To prevent accidents, wastage of materials and time, and damage to machinery and equipment.
    • To promote the culture of continuous training for the future.
    • To save the time of existing employees from whom the new employee will inevitably request help.
  • 6. 1.3 Parties involved during the induction programme
    • The HR and Training Department will be very involved in the overall training and overseeing of entrenchment where a new employee is concerned.
    • It is the responsibility of the immediate manager or supervisor to explain the procedures of the department and the new employees’ specific tasks.
    • Fellow employees/peers will assist the new employee.
  • 7. 2. EXPLAIN THE ELEMENTS OF THE INDUCTION PROCESS
    • After completing this outcome, you will be able to:
      • welcome new staff to the organisation and familiarise them with relevant site facilities and introduce them to fellow workers.
      • explain basic work routines and organisational procedures in the area of work in sufficient detail to enable understanding of what is required.
      • encourage new staff to ask questions and seek clarification, where necessary.
      • assist new staff in the initial performance of allocated work activities.
  • 8. 2.1 Guidelines / activities for effective induction
    • The main objective of induction is to satisfy the needs of a new employee.
    • A mentor must be appointed for the new employee
    • Introduce the new employee to his/her new colleagues gradually
    • Do not expect the new employee to be productive in the beginning.
    • Induction must always be systematic and gradual. Induction must take the shape of a diminishing circle :
      • First the enterprise as a whole,
      • Then the specific department,
      • Then his personal task,
      • Then follow-up must take place,
      • And further information given to the new employee.
  • 9. 2..2 Components of an induction programme
    • Pre-arrival stage
    • Encounter stage
    • Metamorphosis stage
    • Different aspects/types of induction are :
      • Enterprise structure induction.
      • Enterprise culture induction (socialisation).
      • Personal induction.
      • Administrative induction.
      • Departmental induction.
      • Functionality/technical induction.
  • 10. A socialisation model Prearrival Encounter Metamorphosis Commitment Turnover Productivity
  • 11. 2.3 What the new employee will need to know
    • Depending on the job they have taken on and the type of employee you have employed, the new employee will need to be aware of:
      • Where they will be working.
      • What equipment they will be operating.
      • Who they will be working with.
      • The size of your company and who will be responsible for them.
      • The terms of employment.
  • 12. 2.3 What the new employee will need to know
    • There are also some tips or actions that may not be part of official induction plans, but are very important to make a new employee feel at home:
      • Show the location of food, drink and bathrooms as a top priority.
      • Tell existing employees about the new person, and encourage them to stop by and say hello.
      • Provide an organisation chart and office seating plan, to help make sense of the blur of people, names and departments.
      • Have all security and passes ready and waiting.
      • Advance book next 6 months for review, team and other regular meetings.
      • Have a trusted team member explain the unwritten rules and subtleties of office politics.
      • Explain how to conduct common administrative tasks (changing a phone number, obtaining a business card, ordering stationary).
      • Explain what key information systems exist (such as the intranet).
      • Show how to get around the building (security, floor plans).
  • 13. Induction plan for an administration clerk 9:00 General welcome 9:15 Meeting with staff and company tour 10:30 Break 11:45 Shown their desk and allowed to explore 12:30 Lunch 1:00 Shown filing system 1:30 Shown computerised system 2:15 Overview of the software they will use 2:45 Break 3:00 Meeting with manager on daily duties and questions answered 3:30 Completion of personnel records 4:00 Back to desk to explore and begin work under supervision
  • 14. 2.4 Coaching
    • What is coaching?
      • Coaching is work-related mentoring
      • The protégé is assisted to perform duties and responsibilities more effectively and to develop to his/her full potential.
  • 15. 2.5 Mentoring
    • What is mentoring?
      • Mentorship refers to a developmental relationship between a more experienced mentor and a less experienced partner or employee
      • The mentor is often an immediate superior or a person from the HR department.
      • The process is characterised by continuous, direct contact and focus on the protégé.
      • The aim of mentoring is to assist the development of competencies of the protégé, so that the person can in turn assist the enterprise to reach its goals.
  • 16. 2.6 Counselling
    • Counselling is a form of mentoring, usually for a person who is suffering from a problem with self-esteem, confidence, the wrong attitude; or where a person might be experiencing problems such as anxiety, depression and stress – for work-related or personal reasons. Some levels of personal counselling should be handled by qualified persons such as registered psychologists and psychiatrists.
  • 17. 2.7 Development and the acquisition of skills
    • Development refers to the conscious planning of an employee’s future.
    • Every employee needs to sit down with his/her immediate supervisor and a representative from the HR department and plan training interventions which will enable the employee to become a more competent and productive worker as well as develop the career of the individual.
    • Development is not focused on only the individual but also on the entire workforce and its needs
    • To be successful, development and the influencing of an employee’s attitude, must follow the stages listed below:
      • Identify desirable attitudes which are expected to lead to improvement.
      • Assess to which level the individual is already complying with the desirable attitude.
      • Convince the individual about the value of the desired attitude.
      • The individual will accept the new attitude, return to work and behave consistently (the same) with the goals of the enterprise.
  • 18. Activity 1
    • Does your company/college have an induction programme for staff and/or new students? If so, obtain a copy and evaluate the induction programme
  • 19. 3. EVALUATE AND ADAPT AND INDUCTION PROGRAMME
    • After completing this outcome, you will be able to:
      • suggest ways to improve the existing induction programme.
  • 20. 3.1 Evaluating of induction programme
    • The evaluation of induction programmes is critical since this is the entry for all new employees into the enterprise.
    • If a new employee is neglected at this stage, it could sour his relationship with the enterprise from the start.
    • The well-being of the new employee must not be ignored. A follow-up/ feedback system must be put into place to record the integration of the new employee into the system.
    • Evaluation is done by means of structured questionnaires and by informal conversations with new employees in individual and group format.
  • 21. Activity 2
    • In groups of 5 create a small company. Concentrate on a small business with no more than 10 employees.
    • DO THE FOLLOWING:
      • Briefly describe the activities of the company.
      • Decide on a position which needs to be filled with a new employee.
      • Create an induction/orientation plan for the new employee.
      • Plan the workstation of the new employee.
      • Assign roles to the group – one person should be the new employee, one person should be the immediate supervisor to greet him/her on the first day, one person should be the owner of the company, two persons will be his/her colleagues. Role-play the first day of the new employee.
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