Welcome Aboard: Creating a Memorable Induction Process

Your organisation may have made a great first impression during the interview rounds – now it’s time to follow through with a memorable first day on the job.

We all know that first impressions count for a lot but how about second impressions? In the work context, that’s usually once the buzz of the recruitment rounds is finished and the successful candidate steps into the office for the first time as an employee. Most people will be nervous. Will they fit in? Will they enjoy the work? Will they get on with their colleagues and, even more critical, their boss?

As a direct manager, hiring manager or HR manager, you can soothe first-day, or more accurately, first three-month nerves, with some simple yet highly effective induction planning.

• Create a welcome pack. This can include the latest media coverage about the company, some branded products, perhaps a fun personal note or a card signed by the whole team.
• Get the paperwork sorted. It’s the bane of everyone’s life, so don’t let paperwork clutter up a first day on the job. Get it out the way before the employee starts by mailing it out to them. That way they can review all the documents in their own time, at their own pace.
• Hone your induction program. This is really where you lay out the inner workings of the company to a new recruit. It should cover the essentials like work policies (for example, processes for sick leave), provide some tips on the culture (‘how things are done around here’ – like where everyone gets their lunch from) and include the manuals, documents and other essential ‘must-knows’ for people to start their job successfully. Don’t overstretch it – you should be able to cover most of it in under an hour. Don’t forget to introduce the new person to the team and anyone else they might need to collaborate with (IT, reception, etc). And most important – show them where the facilities (kitchen, bathroom) are!
• Get to know them. It may seem intrusive but a fun questionnaire can reveal some amusing, lighter insights into a newcomer’s personality, hobbies and personal life. Share it with team members – if it’s appropriate – so there’s some icebreakers at the top of everyone’s mind.
• Ensure the ‘tools of the trade’ are handed over. This can include everything from laptops and mobile phones – and yes, even the PC (there’s nothing worse than a newcomer left standing awkwardly while IT sorts out their computer!) – to seemingly innocuous items like stationery. It’s also a good idea to do up a laminated list of personal log-in details and contact details for the people the new recruit will be working with.
• Create a learning plan. You want to quickly establish that the employee has a future with your organisation. Avoid information overload by crafting a 30, 60 and 90 day plan, which will take the employee through to the end of their probation period. Set some expectations of what the employee should know at each of those time junctures – but make sure you provide them with adequate tools and/or training to ensure they know how to do their assigned tasks.
• Assign a mentor. Most existing employees are only too happy to spend time with a newbie. This person has some runs on the board. They know how things work, who everyone is, and where everything is. They don’t have to become ‘best friends’ with the new recruit, but a friendly face to have lunch with during the first week can be a blessing for a shy newcomer.