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The Do's and Don't of Sub-Contractor Inductions
- 1. Sub-Contractor Safety Inductions Creating Engaging Content and Delivery Mechanisms
- 2. YOUR SPEAKER TODAY Julie Currid COO
- 3. THE NORM “Welcome. You should be proud to work here. Please fit in accordingly.”
- 4. INDUCTION OBJECTIVES • Paperwork • Engage in vision and culture – corporate • Impart knowledge – site specific • Safe behaviours
- 5. COMMON COMPLAINTS • Boring! • Information Overload • No follow up • Lack of relevance
- 6. BAD INDUCTIONS • Reduce productivity • Increase risk of workplace accidents • Increase worker turnover • Stunt worker growth • Culture becomes fractured and incoherent
- 7. ONBOARDING CORRECTLY • Reduces nerves (and the burden on management and peers) • Connects everyone to a common vision • Improves productivity • Reduces incidents and accidents • Improves culture and reputation • Improves retention
- 8. A worker's first day at work shouldn't be his last day on earth Dr. David Michaels (Assistant Secretary of Labor for Occupational Safety and Health)
- 9. The bottom line is that the faster new hires feel welcome and prepared for their jobs, the faster they will be able to successfully contribute to the firm’s mission. Bauer, 2010
- 10. WE ALL LEARN DIFFERENTLY
- 11. Businesses can impact negatively on the surrounding environment
- 13. VISUAL LEARNING • 65% information retention after 3 days with visual materials • 10-20% with written materials *Dale 1969
- 14. Mr. White went to the store last night. Uncle Joe gave me a red toy truck. My small pet mouse escaped from his cage.
- 15. NOW I AM GOING TO TEST YOU AFTER THIS Mr. White went to the store last night. Uncle Joe gave me a red toy truck. My small pet mouse escaped from his cage.
- 16. What colour was Uncle Joe’s present?
- 17. TESTING • 50% higher information retention after 1 week with testing than without *Washington University, St. Louis
- 18. SELF PACED LEARNING • Information retention increased by 25-60% using self-paced learning as the learner had control over what to focus on. *Research Institute of America
- 19. REPETITION • Repeating a point 6 times in a module can increase retention to 90%. • Using different forms of delivery can help with this.
- 20. INDUCTION MYTHS
- 21. #1 INDUCTION COSTS ARE “BAKED” IN
- 22. #2 FACE-TO-FACE TRAINING IS ALWAYS BETTER
- 23. THE STEPS 5
- 24. DO THE BORING STUFF ONLINE, BEFOREHAND
- 26. MAKE IT TARGETED AND VARIED
- 27. MAKE IT HUMAN
- 28. SET MILESTONES AND GOALS
- 32. SHOW US WHAT YOU CAN DO ON DAY 1
- 34. GAMIFY
- 35. CONNECT WORKERS
Editor's Notes
- Sink or swim. In many firms, employee orientation focuses solely on corporate culture and identity of the new workplace. There’s a lecture about the firm’s history and another about standard operating procedures. There’s a packet of information from human resources, emblazoned with the firm’s logo, and maybe a coffee mug to match. But research suggests that employee orientation ought to be less about the company and more about the employee… shifting the focus to an employee’s personal identity leads to an increase in both employee retention and customer satisfaction. By enforcing your ‘culture’ on new employees, you’re removing part of their identity.
- Sink or swim. In many firms, employee orientation focuses solely on corporate culture and identity of the new workplace. There’s a lecture about the firm’s history and another about standard operating procedures. There’s a packet of information from human resources, emblazoned with the firm’s logo, and maybe a coffee mug to match. But research suggests that employee orientation ought to be less about the company and more about the employee… shifting the focus to an employee’s personal identity leads to an increase in both employee retention and customer satisfaction. By enforcing your ‘culture’ on new employees, you’re removing part of their identity.
- Sink or swim. In many firms, employee orientation focuses solely on corporate culture and identity of the new workplace. There’s a lecture about the firm’s history and another about standard operating procedures. There’s a packet of information from human resources, emblazoned with the firm’s logo, and maybe a coffee mug to match. But research suggests that employee orientation ought to be less about the company and more about the employee… shifting the focus to an employee’s personal identity leads to an increase in both employee retention and customer satisfaction. By enforcing your ‘culture’ on new employees, you’re removing part of their identity.
- *Spaced repetition and forgetting curve theory
- Best results are achieved by mixing it up
- Registration, ongoing check-ins, refreshers etc, is paperwork in date Benefits paperwork does get done at some point; Facebook Inc., among others, sends new hires key documents to complete before their start date. That frees employees to do other important things, such as getting to know colleagues.
- What to wear, what time, map, lunch, who’s who, the role, social media accounts, safety etc.
- Segment workers Customize the on-boarding for each Mix it up – they’ll learn far more Dr. Gino of Harvard, along with Dan Cable of London Business School and Bradley Staats of the University of North Carolina, have studied how personalized orientation programs can boost retention and performance. In a study of 605 employees at the New Delhi, India, offices of Wipro BPO, a business process outsourcing firm and business of Wipro Ltd., some call-center workers went through an orientation that focused on their individual strengths. Managers, for example, asked newcomers to describe a time in their lives when they felt "born to act." Those workers were even given sweatshirts emblazoned with their names, and not the company's. Six months later, those who went through the employee-centered orientation were up to 32% less likely to have quit than those who sat through a typical company-focused onboarding process.
- This will drastically reduce nerves! Get multi-level involvement (even if it is just a video from the CEO) Ask them to bring themselves to work… "When we can stress the personal identity of people, and let them bring more of themselves at work, they are more satisfied with their job and have better performance," says Francesca Gino, an associate professor at Harvard Business School who has studied onboarding.
- Agree what the end goal is before you get started!
- This intern was caught napping on the job on day 1, and after this picture was posted online it quickly went viral…
- Some firms do this by putting workers on the front lines on day one. Dog-boarding site Rover.com has new developers make live updates on the firm's website on their first day of the job. Scott Porad, Rover's head of product development, says he was inspired by research showing that tasks associated with employee dissatisfaction—such as paperwork and bureaucracy—characterized typical new-hire orientations. Meanwhile, autonomy, learning and feeling productive all contributed to employee satisfaction. Software engineer Johann Heller, who started at Rover earlier this month, was surprised by the fast pace of his first day; his previous jobs had far more "procedural" orientations, he says. Mr. Heller was quickly issued a new laptop and "by the end of the day I had pushed some changes" to the company's website, he says. "It helps you feel like you made an impact on day one." It also forces the company to have most technology and administrative logistics in place before the employee arrives.
- ‘Learner’ stickers are on cars so that everyone around you knows to take extra care and not to expect you to know everything (like where the toilets are)!
- Gamification is the process of taking something that already exists – a website, an enterprise application, an online community – and integrating game mechanics into it to motivate participation, engagement, and loyalty. Other companies rely on zany programs to prevent boredom while new hires are ramping up. San Antonio-based Web-hosting firm Rackspace Inc.'s frenetic four-day orientation teems with games, skits, costumes, thumping music, and a limbo bar, says Lawrence Reyes, the company's manager of onboarding. And Bazaarvoice, a tech firm in Austin, Texas, sends incoming employees on a weeklong scavenger hunt designed to bring them up to speed on company culture and lingo. Other examples: photo match, story match, custom monopoly
- Rob Cross, a management professor at the University of Virginia, has found new workers stay on the job longer when they're plugged into a social group early on. He recommends that managers connect new workers with colleagues and mentors with complementary skills, instead of assuming ties will form naturally. Google Inc., which onboarded some 5,000 new hires in 2012, has experimented with its orientation procedures to help new staffers, dubbed "Nooglers," make more social connections and get up to speed more quickly. For instance, the company has tested whether the size of an orientation group affected how new workers assimilate. Google's finding: Workers who went through orientation in cohorts of about a dozen people felt more comfortable and created stronger social bonds than those put into larger groups. But the group size didn't seem to have a significant effect on productivity, Google found.