Recruitment and Selection Induction

Recruitment and Selection Induction






Induction

There is a lot of evidence to support the correlation between a good induction process and the time a new employee takes to become fully effective. It can also play a role in the retention of that individual.

Yet interestingly it is often an overlooked or badly managed process. Frequently an employer will spend lots of time and money hiring someone and yet are happy for them to turn up to a workspace with no stationary or computer and be left to ‘read about the company' for hours on end.

Some Key Questions
  • Have you had a site induction organised? This should cover safety and other aspects of working at your location.
  • Have you a induction plan in place? Or at least a checklist of whom they should meet etc.
  • What are the likely initial training needs?
  • What skills and knowledge will be required to be effective in the job?

Recommended Practice

  • Plan this and stick to the plan. It is far too easy to get caught up with the short term activities and miss the opportunity. Good induction pays dividends in terms of speed to achieving performance and retention
  • Involve the individual in the planning and delivery - take their preferences into account
  • It is OK to make it a joint responsibility, or indeed to set the individual an objective to manage their own induction (having given them a framework and some help, of course) When planning an induction you should think of it in the following time frames:
    • First day (take care that the person does not feel lost or abandoned and has plenty to do)
    • First week
    • First 100 days
    • First year
  • Identify something tangible and useful the individual can do in their first week which they can do during any ‘down time'. Frequently something which benefits from a fresh view can be useful - or something that is needed but has just never managed to be fit in.
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