Induction programme

This concept involves officially endorsed business processes; it does not include unofficial and frequently clandestine initiation practices such as hazing.

An induction programme is the process used within many businesses to welcome new employees to the company and prepare them for their new role.

Induction training should, according to TPI-theory, include development of theoretical and practical skills, but also meet interaction needs that exist among the new employees.^[1]

An Induction Programme can also include the safety training delivered to contractors before they are permitted to enter a site or begin their work. It is usually focused on the particular safety issues of an organisation but will often include much of the general company information delivered to employees.

Benefits

An induction programme is an important process for bringing staff into an organisation. It provides an introduction to the working environment and the set-up of the employee within the organisation. The process will cover the employer and employee rights and the terms and conditions of employment. As a priority the induction programme must cover any legal and compliance requirements for working at the company and pay attention to the health and safety of the new employee.

An induction programme is part of an organisations knowledge management process and is intended to enable the new starter to become a useful, integrated member of the team, rather than being "thrown in at the deep end" without understanding how to do their job, or how their role fits in with the rest of the company.

Good induction programmes can increase productivity and reduce short-term turnover of staff. These programs can also play a critical role under the socialization to the organization in terms of performance, attitudes and organizational commitment.^[2] In addition well designed induction programmes can significantly increase the speed to competency of new employees thus meaning they are more productive in a shorter period of time.

A typical induction programme

A typical induction programme will include at least some of the following:

any legal requirements (for example in the, some Health and Safety training is obligatory)
any regulatory requirements (for example in the banking sector certain forms need to be completed)
introduction to terms and conditions (for example, holiday entitlement, how to make expense claims, etc.)
a basic introduction to the company, and how the particular department fits in
a guided tour of the building
completion of government requirements (for example in submission of a P45 or P60)
set-up of payroll details
introductions to key members of staff
specific job-role training

Best practice

In order to fully benefit the company and employee, the induction programme should be planned in advance. The timetable should be prepared, detailing the induction activities for a set period of time (ideally at least a week) for the new employee, including a named member of staff who will be responsible for each activity. This plan should be circulated to everyone involved in the induction process, including the new starter. If possible it should be sent to the new starter in advance, if not co-created with the new starter^[3]

It is also considered best practice to assign a buddy to every new starter. If possible this should be a person who the new starter will not be working with directly, but who can undertake some of the tasks on the induction programme, as well as generally make the new employee feel welcome. (For example, by ensuring they are included in any lunchtime social activities.)

References

↑
- Alvenfors, Adam (2010) Introduction - Integration? On the introduction programs’ importance for the integration of new employees http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-4281.
↑
- Alvenfors, Adam (2010) Introduction - Integration? On the introduction programs’ importance for the integration of new employees. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-4281
↑ "Onboarding - How to Get Your New Employees Up to Speed in Half the Time", George Bradt and Mary Vonnegut (John Wiley & Sons, 2009) - ISBN 0-470-48581-7

ACAS article "Recruitment, selection and induction
Alvenfors, Adam (2010) Introduction - Integration? On the introduction programs’ importance for the integration of new employees.
Browning, Guy (15 July 2004) New kid on the block People Management Magazine

Employment

Classifications	Casual Contingent Full-time Part-time Self-employed Skilled Independent contractor Temporary Tenure Unskilled Wage labour

Hiring	Application Background check Business networking Contract Cover letter Curriculum Vitae (CV) Drug testing e-recruitment Employment counsellor Executive search Induction programme Job fair Job fraud Job hunting Job interview Labour brokering Overqualification Onboarding Personality-Job Fit Theory Person-environment fit Probation Reference Résumé Simultaneous recruiting of new graduates Underemployment Work-at-home scheme

Roles	Co-op Employee Employer Internship Job Permanent Permatemp Supervisor Volunteer

Worker class	Blue-collar Gold-collar Green-collar Grey-collar Pink-collar White-collar

Career and training	Apprenticeship Avocation Career assessment Career counseling Career development Coaching Creative class Education Continuing education Continuing professional development E-learning Employability Further education Graduate school Induction training Initial Professional Development Knowledge worker Licensure Lifelong learning Practice-based professional learning Professional association Professional certification Professional development Professional school Reflective practice Retraining Vocational education Vocational school Vocational university Mentorship Occupational Outlook Handbook Practice firm Profession Tradesman Vocation

Attendance	Break Career break Furlough Gap year Leave of absence Long service leave No call, no show Sabbatical Sick leave Time clock

Schedules	Four-day week Eight-hour day Flextime Overtime Retroactive overtime Shift work Telecommuting Working time Workweek and weekend

Wages and salaries	Income bracket Income tax Living wage Maximum wage National average salary World Europe Minimum wage Canada Hong Kong Europe United States Progressive wage Singapore Overtime rate Paid time off Performance-related pay Salary Salary cap Working poor

Benefits	Annual leave Casual Friday Day care Disability insurance Health insurance Life insurance Parental leave Pension Sick leave Take-home vehicle

Safety and health	Epilepsy and employment Human factors and ergonomics Industrial noise Protective clothing Occupational burnout Occupational disease Occupational exposure limit Occupational health psychology Occupational injury Occupational stress Repetitive strain injury Sick building syndrome Work accident Occupational fatality Workers' compensation Workplace phobia Workplace wellness

Equality	Affirmative action Equal pay for women

Infractions	Corporate abuse Accounting scandals Corporate behaviour Corporate crime Control fraud Corporate scandals Discrimination Dress code Employee handbook Employee monitoring Evaluation Labour law Sexual harassment Sleeping while on duty Wage theft Whistleblower Workplace bullying Workplace harassment Workplace incivility

Willingness	Civil conscription Conscription Dead-end job Extreme careerism Job satisfaction Organizational commitment McJob Refusal of work Slavery Bonded labour Human trafficking Labour camp Penal labour Peonage Truck system Unfree labour Wage slavery Workaholic Work aversion Work ethic Work–life balance Downshifting Slow living

Termination	At-will employment Dismissal Banishment room Constructive dismissal Wrongful dismissal Employee exit management Exit interview Layoff Notice period Pink slip Resignation Letter of resignation Restructuring Retirement Mandatory retirement Retirement age Severance package Golden handshake Golden parachute Turnover

Unemployment	Barriers to Employment Depression Great Depression Long Depression Discouraged worker Frictional unemployment Full employment Graduate unemployment Involuntary unemployment Jobless recovery Phillips curve Recession Great Recession Great Recession job losses List of recessions Recession-proof job Reserve army of labour Types of unemployment Unemployment Convention Unemployment benefits Unemployment extension Unemployment insurance Unemployment rates Employment rates Employment-to-population ratio Structural unemployment Technological unemployment Wage curve Youth unemployment

See also templates Aspects of corporations Aspects of jobs Aspects of occupations Aspects of organizations Aspects of workplaces Corporate titles Organized labor

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Induction programme

Benefits

A typical induction programme

Best practice

See also

References