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

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

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

    • Business Practice 3
    • Module 5: Introduce new staff to the workplace
    • 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
    • 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
    • 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.
    • 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.
    • 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.
    • 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.
    • 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.
    • A socialisation model Prearrival Encounter Metamorphosis Commitment Turnover Productivity
    • 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.
    • 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).
    • 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
    • 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.
    • 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.
    • 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.
    • 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.
    • 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
    • 3. EVALUATE AND ADAPT AND INDUCTION PROGRAMME
      • After completing this outcome, you will be able to:
        • suggest ways to improve the existing induction programme.
    • 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.
    • 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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