Induction trainining

Induction training is a type of training given as an initial preparation upon

taking up a post. To help new people get to work initially after joining a frm, a
brief programme of this training can be delivered to the new worker as a way
to help integrate the new employee, both as a productive part of the business,
and socially among other employees.[1] t often contains information dealing
with the layout of the frm!s operating facility, health and safety measures
and security systems. "n attempt may also be made to introduce the individual
to key employees and give an impression of the culture of the organisation, it is
a critical time for the employer to gain commitment from the employee, and
the latter to understand the e#pectations, targets and so on. The induction
provides a really good opportunity to socialise and brief the newcomer on the
company!s overall strategy, performance standards, etc. nduction training
should, according to T$%theory, include development of theoretical and
practical skills, but also meet interaction needs that e#ist among the new
employees.[&]
This training is done systematically and is often the responsibility of the
immediate supervisor to make sure that its done smoothly. f carefully done, it
will save time and cost 'in terms of faulty products or poor services, etc.(. t is
imperative that managers place their authority and power to make sure that
the new employee is carefully helped to adjust to the new work surroundings
and culture
)ust as in schools, sometimes the work place may have bullies, who may give
the new employee the wrong impression of the company or organi*ation at
frst. These programs can play a critical role under the sociali*ation to the
organi*ation in terms of performance, attitudes and organi*ational commitment
Object1
Managing People - Methods of Training at Work
"uthor+ )im ,iley -ast updated+ .unday &/ .eptember, &01&
Induction training
nduction training is important as it enables a new recruit to become productive as 1uickly
as possible. t can avoid costly mistakes by recruits not knowing the procedures or
techni1ues of their new jobs. The length of induction training will vary from job to job and
will depend on the comple#ity of the job, the si*e of the business and the level or position
of the job within the business.
The following areas may be included in induction training+
-earning about the duties of the job
2eeting new colleagues
.eeing the layout of the premises
-earning the values and aims of the business
-earning about the internal workings and policies of the business
On-the-job training
3ith on the job training, employees receive training whilst remaining in the workplace. The
main methods of one%the%job training include+
4emonstration 5 instruction % showing the trainee how to do the job
6oaching % a more intensive method of training that involves a close working
relationship between an e#perienced employee and the trainee
)ob rotation % where the trainee is given several jobs in succession, to gain
e#perience of a wide range of activities 'e.g. a graduate management trainee might
spend periods in several di7erent departments(
$rojects % employees join a project team % which gives them e#posure to other parts
of the business and allow them to take part in new activities. 2ost successful
project teams are 8multi%disciplinary8
The advantages and disadvantages of this form of training can be summarised as follows+
Advantages Disadvantages
Generally most cost-effective Employees are
actually productive Opportunity to learn whilst
doing Training alongside real colleagues
Quality depends on ability of trainer and time
available Bad habits might be passed onLearning
environment may not be conducivePotential
disruption to production
Of-the-job training
This occurs when employees are taken away from their place of work to be trained.
6ommon methods of o7%the%job training include+
4ay release 'employee takes time o7 work to attend a local college or training
centre(
4istance learning 5 evening classes
9lock release courses % which may involve several weeks at a local college
.andwich courses % where the employee spends a longer period of time at college
'e.g. si# months( before returning to work
.ponsored courses in higher education
.elf%study, computer%based training
The main advantages and disadvantages of this form of training can be summarised as
follows+
Advantages Disadvantages
wider range of s!ills or "ualifications can be
obtained #an learn from outside specialists or
e$perts Employees can be more confident when
starting %ob
&ore e$pensive ' e(g( transport and
accommodation Lost wor!ing time and potential
output from employee )ew employees may still
need some induction trainingEmployees now have
new s!ills*"ualifications and may leave for better
%obs
Trainings link to motivation
"n important part of managing people is to let them know how they are performing.
:arious methods of performance appraisal can be used and an important output from this
process should be an assessment of an employee;s training needs. Training programmes
should be focused on meeting those needs.
"ssuming training is e7ective+ then+
<mployees feel more loyal to the business
.hows that business is taking an interest in its workers
<mployees should beneft from better promotion opportunities
<mployees to achieve more at work = and perhaps gaining fnancially from this
'depending on the remuneration structure(
induction training and induction checklist
induction training design guide and free induction training checklist
nduction Training is absolutely vital for new starters. >ood induction training ensures
new starters are retained, and then settled in 1uickly and happily to a productive role.
nduction training is more than skills training. t!s about the basics that seasoned
employees all take for granted+ what the shifts are? where the notice%board is? what!s
the routine for holidays, sickness? where!s the canteen? what!s the dress code? where
the toilets are. @ew employees also need to understand the organisation!s mission,
goals, values and philosophy? personnel practices, health and safety rules, and of
course the job they!re re1uired to do, with clear methods, timescales and
e#pectations.
An the point of values and philosophy, induction training o7ers a wonderful early
opportunity to establish clear foundations and e#pectations in terms of ethics,
integrity, corporate social responsibility, and all the other converging concepts in this
area that are the bedrock of all good modern responsible organisations. .ee also love
and spirituality in organisations+ trainers and new starters % anyone % can bring compassion
and humanity to work. The starting point is actually putting these fundamantal life%
forces on the workplace agenda.
$rofessionally organi*ed and delivered induction training is your new employees! frst
proper impression of you and your organi*ation, so it!s also an e#cellent opportunity to
reinforce their decision to come and work for you.
$roper induction training is increasingly a legal re1uirement. <mployers have a formal
duty to provide new employees with all relevant information and training relating to
health and safety particularly.
"s a manager for new employees it!s your responsibility to ensure that induction
training is properly planned. <ven if head oBce or another !centre! handles induction
training % you must make sure it!s planned and organised properly for your new starter.
"n induction training plan must be issued to each new employee, before the new
employee starts, and copied to everyone in the organisation who!s involved in
providing the training, so the new starter and everyone else involved can see what!s
happening and that everything is included. 6reating and issuing a suitable induction
plan for each new starter will help them do their job better and 1uicker, and with less
dependence on your time in the future. <mployees who are not properly inducted need
a lot more looking after, so failing to provide good induction training is utterly false
economy.
"s with other types of training, the learning can and development can be achieved
through very many di7erent methods % use as many as you need to and which suit the
individuals and the group, but remember that induction training by its nature re1uires
a lot more hand%holding than other types of training. <rr on the side of caution %
ensure people are looked after properly and not left on their own to work things out
unless you have a very specifc purpose for doing so, or if the position is a senior one.
"s with other forms of training their are alternatives to !chalk and talk! classroom%style
training. $articipation and !>""CACD! methods '>o "way "nd Cind Aut Cor Dourself( can
be e7ective, particularly for groups and roles which re1uire a good level of initiative.
Eere are some e#amples of training methods which can be used to augment the
basics normally covered in classroom format+
on the job coaching
mentoring
delegated tasks and projects
reading assignments
presentation assignments
attending internal briefngs and presentations, eg !lunch and learn! format
special responsibilities which re1uire obtaining new skills or knowledge or
e#posure
video
internet and e%learning
customer and supplier visits
attachment to project or other teams
job%swap
shadowing 'shadowing another employee to see how they do it and what!s
involved(.
9e creative as far as is realistic and practicable. @ecessarily induction training will
have to include some fairly dry subjects, so anything you can do to inject interest,
variety, di7erent formats and e#periences will greatly improve the overall induction
process. There are lots of ideas for illustrating concepts and theories relating to
induction training on the acronyms page 'warning+ contains adult content(, and also
the stories page.
nduction training must include the following elements+
eneral training relating to the organisation, including values and philosophy
as well as structure and history, etc.
Mandator! training relating to health and safety and other essential or legal
areas.
"ob training relating to the role that the new starter will be performing.
Training evaluation, entailing confrmation of understanding, and feedback
about the 1uality and response to the training.
"nd while not strictly part of the induction training stage, it!s also helpful to refer to
and discuss personal strengths and personal development #ishes and
aspirations$ so that people see the! are valued as individuals #ith their o#n
uni%ue potential, rather than just being a name and a function. This is part of
making the job more meaningful for people % making people feel special and valued %
and the sooner this can be done the better.
Cor e#ample the following 1uestion5positioning statement is a way to introduce this
concept of !whole%person! development and value+
8Dou!ve obviously been recruited as a 'job title(, but we recognise right from the start
that you!ll probably have lots of other talents, skills, e#periences 'life and work(,
strengths, personal aims and wishes, that your job role might not necessarily enable
you to use and pursue. .o please give some thought to your own special skills and
uni1ue potential that you!d like to develop 'outside of your job function(, and if there!s
a way for us to help with this, especially if we see that there!ll be benefts for the
organisation too 'which there often are(, then we!ll try to do so...8
Abviously the organisation needs to have a process and capacity for encouraging and
assisting !whole person development! before such a statement can be made during
induction, but if and when such support e#ists then it makes good sense to promote it
and get the ball rolling as early as possible. 4emonstrating an true investment in
people % as people$ not just emplo!ees % greatly increases feelings of comfort and
satisfaction among new%starters. t!s human nature % each of us feels happier when
someone takes a genuine interest in us as an individual.
ncluding a learning styles self-assessment "uestionnaire or a multiple intelligences self-
assessment "uestionnaire within the induction process also helps to !draw out! strengths
and preferences among new starters, and will additionally help build a platform for
meaningful work and positive relations between sta7 and employer. <nsure that new
starters are given control of these self%tests % it is more important that they see the
results than the employer, although it!s fne and helpful for the employer to keep a
copy provided permission is sought and given by the sta7 members to do so. -ine%
managers will fnd it easier to manage new starters if they know their strengths and
styles and preferences. &onducting a learning st!les assessment also helps the
induction trainer to deliver induction training according to people's
preferred learning st!les(
.o much of conventional induction training necessarily involves !putting in! to people
'knowledge, policies, standards, skills, etc(? so if the employer can spend a little time
!drawing out! of people 'aims, wishes, uni1ue personal potential, etc( % even if it!s just
to set the scene for !whole person development! in the future % this will be a big breath
of fresh air for most new starters.
Fse a feedback form of some sort to check the e7ectiveness and response to induction
training % induction training should be a continuously evolving and improving process.
Cree e#amples of training feedback forms and induction training feedback forms are
available on the free resources section.
Take the opportunity to involve your e#isting sta7 in the induction process. Eave them
create and deliver sessions, do demonstrations, accompany, and mentor the new
starters wherever possible. This can be helpful and enjoyable for the e#isting sta7
members too, and many will fnd it rewarding and developmental for themselves.
3hen involving others ensure delivery and coverage is managed and monitored
properly.
>ood induction training plans should feature a large element of contact with other
sta7 for the new person. ,elationships and contacts are the means by which
organisations function, get things done, solve problems, provide e#cellent service,
handle change and continually develop. 2eeting and getting to know other people are
essential aspects of the induction process. This is especially important for very senior
people % don!t assume they!ll take care of this for themselves % help them to plan how
to meet and get to know all the relevant people inside and outside the organisation as
soon as possible. 6ertain job roles are likely to be flled by passive introverted people
'Guality, Technical, $roduction, Cinance % not always, but often(. These people often
need help in getting out and about making contacts and introductions. 4on!t assume
that a director will automatically fnd their way to meet everyone % they may not % so
design an induction plan that will help them to do it.


induction training checklist
Eere is a simple checklist in three sections, to help you design an induction plan to suit
your particular situation's(.
.ee also the free induction training chec!list wor!ing tool with suggested training items 'which
is an 2.<#cel working fle version of this page(.
3hilst the order of items is something that you must decide locally, there is some
attempt below to reHect a logical se1uence and priority for induction training subjects.
6onsider this an induction checklist % not an agenda. This checklist assumes the
induction of an operational or junior management person into a job within a typical
production or service environment. '.ee the training planner and training*lesson plan
calculator tool, which are templates for planning and organising these induction training
points, and particularly for planning and organising the delivery of job skills training
and processes, and transfer of knowledge and policy etc.(
general organisational induction training checklist
<ssential !visitor level! safety and emergency procedures
3ashrooms
Cood and drink
.moking areas and policy
Timings and induction training overview
Arganisational history and background overview
<thics and philosophy
2ission statement's(
Arganisation overview and structure
-ocal structure if applicable
4epartmental structure and interfaces
3ho!s who 'names, roles, responsibilities(
.ite layout
Ather sites and locations
4ress codes
9asic communications overview
Cacilities and amenities
$ay
"bsenteeism and lateness
Eolidays
.ickness
Eealth insurance
$ension
Trades Fnions
,ights and legal issues
$ersonnel systems and records overview
"ccess to personal data
Time and attendance system
.ecurity
Transport and parking
6reche and childcare
>rievance procedures
4iscipline procedures
6areer paths
Training and development
-earning .tyles .elf%"ssessment
2ultiple ntelligences .elf%"ssessment
"ppraisals
2entoring
"wards and ncentives
Eealth and .afety, and ha*ard reporting
$hysical e#aminations, eye test etc.
<mergency procedures, fre drill, frst aid
"ccident reporting
$ersonal $rotective <1uipment
Fse, care, and issue of tools and e1uipment
Ather housekeeping issues
>eneral administration
,estricted areas, access, passes
job and departmental induction training checklist
The induction training process also o7ers the best opportunity to help the new person
more 1uickly integrate into the work environment % particularly to become known
among other sta7 members. Eence the departmental tours and personal introductions
are an absolutely vital part of induction. Arganisations depend on its people being able
to work together, to liaise and cooperate % these capabilities in turn depend on
contacts and relationships. 3ell%planned induction training can greatly accelerate the
development of this crucial organisational capability.
-ocal departmental amenities, catering, washrooms, etc.
-ocal security, time and attendance, sickness, absenteeism, holidays, etc.
-ocal emergency procedures
-ocal departmental structure
4epartment tour
4epartmental functions and aims
Team and management
$eople and personalities overview 'e#tremely helpful, but be careful to avoid
sensitive or judgemental issues(
,elated departments and functions
Eow the department actually works and relates to others
$olitics, protocols, unwritten rules 'e#tremely helpful, but be careful to avoid
sensitive or judgemental issues(
The work%How % what are we actually here to doI
6ustomer service standards and service How
Eow the job role fts into the service or production process
,eporting, communications and management structures
Terminology, jargon, glossary, defnitions of local terms
Fse and care of issued e1uipment
3ork space or workstation
-ocal housekeeping
.tationery and supplies
)ob description % duties, authority, scope, area5coverage5territory
<#pectations, standards, current priorities
Fse of job specifc e1uipment, tools, etc.
Fse of job specifc materials, substances, consumables
Eandling and storage
Technical training % sub%categories as appropriate
$roduct training % sub%categories as appropriate
.ervices training % sub%categories as appropriate
)ob specifc health and safety training
)ob%specifc administration, processing, etc.
$erformance reporting
$erformance evaluation
Training needs analysis method and ne#t steps
nitial training plans after induction
Training support, assistance, mentor support
3here to go, who to call, who to ask for help and advice
.tart of one%to%one coaching
Training review times and dates
4evelopment of personal objectives and goals
Apportunities for self%driven development
:irtual teams, groups, projects open to job role
.ocial activities and clubs, etc.
nitial induction de%brief and feedback
6onfrmation of ne#t training actions
3ider site and amenities tour
other induction training activities for managerial$ e)ecutive$ *eld-based or
international roles
Eere are some typical activities to include in the induction training plans for higher
level people. The aim is to give them e#posure to a wide variety of e#periences and
contacts, before the pressures of the job impact and limit their freedom. "s with all
roles, induction also serves the purpose of integrating the new person into the work
environment % getting them known. nduction training is not restricted to simply
training the person? induction is also about establishing the new person among the
e#isting sta7 as 1uickly as possible. This aspect of induction is particularly important
for technical personalities and job roles, who often are slower to develop relationships
and contacts within the organisation.
.ite tours and visits
Cield accompaniment visits with similar and related job roles
6ustomer visits
.upplier and manufacturer visits
:isits and tours of other relevant locations, sites and partners
"ttendance of meetings and project groups
.hop%Hoor and !hands%on! e#periences 'especially for very senior people(
"ttendance at interesting functions, dinners, presentations, etc.
<#hibition visits and stand%manning
Averseas visits % customers, suppliers, sister companies, etc.


structuring the induction training plan
Dou should strive to organise the induction plan and give it to the new
starter before they join you. This means thins need to be planned well in advance
because the plan will necessarily involve other people!s time and availability.
4evelop a suitable template, into which you can slot the arranged activities.
4epending on the needs of the situation the induction training plan may e#tend over a
number of weeks, progressively reducing the pre%arranged induction content, as the
person settles into their job.
Eere!s an e#ample of how a week!s induction might be shown using a template
planner. " schedule is also a useful method for circulating and thereby confrming
awareness and commitment among sta7 who will be involved with the induction of the
the new starter.
.eeing a professionally produced induction plan like this is also very reassuring to the
new starter, and helps make a very positive impression about their new place of work.
"dding a notes and actions section helps the new starter to keep organised during a
time that for most people can be 1uite pressurised and stressful. "nything you can do
to make their lives easier will greatly help them to settle in. get up to speed, and
become a productive member of the team as 1uickly as possible.
induction training plan e)ample
induction training plan (name, date, organisation, etc)
mon tues wed thur fri
am
times times times times times
activities*sub%e
cts
with whom
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lunch
times
with whom
location
times
with whom
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times
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times
activities*sub%e
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activities*sub%ec
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action
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induction training revie# and feedback
"s with any type of training, it is vital to review and seek feedback after induction
training. 4i7erent induction feedback templates and sample forms are available on
the free resources section.
t is particular important to conduct e#it interviews with any new starters who leave
the organisation during or soon after completing their induction training.
-arge organisations need to analyse overall feedback results from new starters, to be
able to identify improvements and continuously develop induction training planning.
.eek feedback also from sta7 who help to provide the induction training for new
starters, and always give your own positive feedback, constructive suggestions, and
thanks, to all those involved in this vital process.