The following information and tools have been prepared to assist you with the planning & preparation involved in the orientation and on-boarding of a new employee.
Recognizing that our people are our most valuable resource, we are committed to investing time and effort in order to foster an environment where individuals can reach their potential from day one. As such, an employee orientation is one of the most important responsibilities for an AIDS Service Organization.
What is On-Boarding?
On-boarding is broader than the initial orientation. It is a longer process designed to reinforce the employee’s decision to join your organization and it starts before their first day on the job and can continue for months. Here are the 5 stages of on-boarding:
- The First Day – New staff members arrive on their first day with a mixture of excitement, nerves and enthusiasm. It is your responsibility to support new staff members through this on their first day. Lack of time and effort at this stage can turn a carefully recruited employee into another turnover statistic.
- The Offer – What information do you include in your offer packages? Is it too little? Too much? Is it customized and relevant to the individual engaged? Is the individual given a site tour prior to his/her first day? Time taken at this stage strengthens the relationship and helps the individual to start to feel accustomed to their new environment.
- Orientation – What does the new employee need to know about the ASO and their role to do their job effectively? What is the best means of transferring this knowledge? Good orientation programs aim to educate employees about the ASO and the unique aspects of the job.
- Post-Orientation – Even though the orientation program has finished for a new employee, the on-boarding process continues. Consider extending the on-boarding process until the end of the first year. This sets the stage for a long-term relationship by improving morale and ensuring that the expectations of the ASO and the new employee are recognized and monitored. Developing concrete performance goals, providing development opportunities, and ensuring regular feedback and supervision meetings are key factors in the first year of employment. Conduct a 3, 6 and 12 month assessment with the new employee to ensure that their expectations are being met and that their goals are closely aligned with those of the organization. Think of other methods that you can utilize to maintain the engagement of the new hire in the first year. When planning for the first year it is also helpful to survey other employee to find out what kept them engaged and, what they would suggest doing for future hires.