Employee orientation is an important part of the hiring process. It is also the most neglected part of the process. It is designed to reduce first-day-jitters and to bring the employee into the work process as quickly as possible by familiarizing them with their jobs and specific and general company operations, policies, procedures, and products.
When done properly, orientation sessions can instill positive attitude about the organization; ensure quicker productivity; reduce the likelihood of problems from misunderstandings and misconceptions about company policies; and improve communication between employees. The more effort made to get employees started right, the better your chances they will stay and become great employees.
The main objectives of an orientation program are:
- Make a good impression from the first day.
- Make new employees feel welcome and at ease.
- Explain what the company is about and explain the policies, procedures, benefits, and programs.
- Show the new employee the products and what the company does even if it is not in his/her direct department or job description.
Studies show that the first few days and weeks on the job set the whole tone for how the employee will react with his/her new environment, and subsequently perform. In designing a program some key points to keep in mind are:
- An effective program requires time. New employees should not be given tons of information at once. Information given over a period of a few days will be remembered a lot longer. Follow-up sessions after a couple of weeks will reinforce the important items.
- Listen to the new employee; answer questions when asked. Make the new employee feel comfortable when he/she asks a question – not a bother.
- The supervisor should be given specific orientation responsibilities; such as, provide a tour of the immediate work area, introduce them to co-workers, and generally explain nitty-gritty procedures.
Having a co-worker assigned as a ‘buddy’ to a new employee sometimes helps to ease the new employee’s concerns.
The main thing that sets orientation programs apart is advance planning. A program that lacks well-thought-out objectives will only make the new employee more nervous and make the transition more difficult.
The time involved in the orientation of an employee could be one or two days or several weeks depending on several factors:
- The size and complexity of the organization.
- The objectives of the orientation program.
- The number of employees participating in the program.
- The complexity of the new employee’s job – what the employee needs to know to perform at the employer’s standards.
Orientation checklists can be very useful in assuring that the new employee receives the information that he/she needs. A checklist is basically a guide for implementing the orientation program. Included for your use is a sample checklist you may adapt as your own.
Introductory Period
Most employee handbooks state, and most new hires are told, that the first 90 days (or 120 days, etc.) are a probationary period and that the company reserves the right to terminate the employee at any time within this period. Basically, the at-will statement above is as it should be, to make sure there is no misunderstanding. The employer needs flexibility in terminating all employees, especially new hires. But once you state “probationary period,” the implication can be found by a court that once this period has passed, the employment becomes permanent. In addition, if you go to great lengths to say probationary employees are at-will, someone may decide that, that must mean that after the probation period, employees must be no longer at-will and thus they can only be terminated for cause.
To reserve the most protection, employees should always be told that the company reserves its right to terminate all employees at-will. For example, the handbook might say:
Your first 90 days of employment at the Company is an Introductory Period. This Introductory Period will be a time for getting to know your fellow employees, your supervisor, and the tasks involved in your job position, as well as becoming familiar with Company’s products and services. During this Introductory Period, you have your first opportunity to evaluate the Company as a place to work and the Company has its first opportunity to evaluate your work as an employee. Being on introductory status does not affect the at-will, voluntary nature of your employment; either you or the Company may terminate your employment at any time.
The above paragraph conveys the correct impression. For instance, if this statement is made:
If during this Introductory Period the Company determines you are not a good fit, the Company may terminate your employment.
There is an implication that some kind of cause is necessary to terminate employment. The reason being that termination is phrased in terms of the employer’s ability to do the job. In order to preserve the at-will employee status, the company must always reserve the right to terminate arbitrarily for no reason at all.
Finally, avoid phrases such as “after the introductory period, you will become a permanent employee.” Courts have held that, if you imply long-term employment, including calling employees “permanent,” they are permanent. You cannot then terminate them unless you have legally sufficient “good cause.”
Employee Orientation Checklist
Please initial the items as they are accomplished.
———– Delivery of an Employee Handbook.
———– Explanation of work assignment.
———– Hours of job, explanation of time cards.
———– Parking, rest rooms.
———– Introduction to other workers.
———– Discussion of department/company functions and services.
———– Importance of customer relations.
———– Explanation of the company’s organization.
———– Pay check information, when, where, who to contact if there is ever a problem.
———– Safety requirements.
———– Eligibility of benefits, (insurance, pension, etc.)
———– Sick leave policy, call in requirements, tardiness.
———– Vacation, holiday schedule, and policies affecting each.
———– Any introductory period.
———– Outside work policy.
———– Promotions, transfers, performance review system.
———– Acknowledgment of Employee Handbook.
———– Confirm that employee understands the at-will nature of the job.
———– Confirm that no one has made any statements that: “if he/she does a good job, he/she has a job until he/she retires” or “that after the Introductory Period, he/she is considered permanent,” or that no one has stated that “he/she can be terminated only for good cause.”