1. Friday, June 22, 2012
Successfully acclimating new employees to
the workplace pays dividends
Memphis Business Journal by BARBARA RICHMAN
As employers express cautious optimism that the economic downturn is showing signs of
recovery, it becomes more likely that they will begin to make plans for hiring. At the point when
preparations are initiated, it will be timely for organizations to assess programs to attract and
retain employees. One initial focus would be to look at orientation and onboarding efforts,
recognizing that the manner in which employees are acclimated to the organization can
positively influence their perspectives and commitment moving forward.
Orientation and onboarding are structured programs designed to introduce employees to the
organization, positively influence their perceptions, and address mutual expectations for
employment. Although both approaches share similar objectives and often are referred to
interchangeably, there are distinctions that can be made.
New employee orientation programs usually begin on or shortly after the first day of
employment and range from a few hours to several weeks. While some organizations schedule
one meeting, others conduct follow-up sessions to increase the scope and retention of
information presented. The content is adapted to meet organizational needs and typically
includes an introduction to the overall organization, discussions of selected portions of the
employee handbook, a review of employee benefits, and completion of necessary paperwork.
While onboarding programs can include orientation activities, they also provide a more in-depth
and comprehensive assimilation process that normally extends from three months to one or two
years in duration. This approach focuses on building a supportive environment and strengthening
the employee’s involvement with the job, work team and organization as a whole.
Although both approaches have merit in integrating employees into the workplace, the choice
depends on factors that include leadership perspectives and organizational size and resources,
including time. Regardless of the program selected, the focus should be on examining ways to
gain employees’ commitment to the organization and increase the potential for engagement,
productivity and retention. With each, preparation is a requisite for success.
The following are a number of questions to consider in developing orientation and onboarding
programs:

2. 1. How can an environment be created in which new employees perceive that they are being
welcomed and accepted as members of the organization’s team? There are numerous
opportunities to assist employees in developing relationships and becoming a part of the
department and organization. For example, employees can be introduced to management and co-
workers. Tools, equipment and materials necessary for successful job performance can be
furnished in a timely manner. Supervisors can be responsive to questions and inform employees
of others who can provide necessary support.
2. Are employees given sufficient information about expectations for which they will be held
accountable? Employees should receive an employee handbook and other information which will
enable them to comply with policies, procedures and other workplace practices. Management
within the employee’s department should communicate job, departmental and other work-related
requirements.
3. Has the organization differentiated between information to be covered with all employees and
that which should be provided to designated groups? For example, all newly hired employees
should be introduced to fundamental aspects of the business, including its mission, values and
products or services. Specific groups, such as employees in supervisory positions or jobs
involving telecommuting, should be given additional information that is customized to meet their
needs.
4. Do employees understand the functions of departments within the organization, how their
positions relate to other departments, and the impact that their work has on the overall
organization? Employees will become more engaged and capable of communicating effectively
with other departments and customers if they understand the general functions of all departments
and the relationship between the work they perform and work performed by other areas of the
organization. Engagement also should increase if employees understand the contribution of their
work to the organization as a whole.
5. Does supervision provide performance feedback to employees on a regular basis throughout
their initial periods of employment? While ongoing feedback regarding strengths and areas of
improvement allows every employee to understand how they can become successful in meeting
job requirements, it is essential for new employees. If there are disparities between these
requirements and actual performance, supervision should discuss specific improvements and
provide appropriate training or other assistance to enable employees to bridge those gaps.
6. Does management provide opportunities for newly hired employees to be exposed to role
models? Employees can be influenced positively by exposure to co-workers and others who are
effective in carrying out their job duties and responsibilities and who consistently display
behaviors that the organization values. This exposure can be accomplished in a variety of ways
that include providing times for employees to observe or be trained by role models and
implementing mentorship or similar programs.
BARBARA RICHMAN is a senior consultant with HR Mpact, a Memphis human resource
consulting firm, www.hr-mpact.com. She can be reached at (901) 685-9084, (901) 496-0462 or
barbara@hr-mpact.com.