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Onboarding processes pronunciation8/6/2023 ![]() This ensures new recruits have something in their diary in the first few weeks, and understand where their role fits and how they can work with others. department information, job requirements and objectives), and an introduction, virtual or in-person, to the wider team. ![]() Induction should also include information about systems and procedures, company strategy and services (such as company values and behaviours), alongside job specific information (e.g. building orientation, equality, diversity and inclusion, health, safety, and wellbeing). Listen to our podcast on rethinking staff induction for case studies.Īn induction processes should cover practical information about organisational procedures (e.g. This might, for example, mean reviewing pre-employment communications sent out to new recruits to make sure they are welcoming and engaging. ![]() In many cases, this has led to a focus on the onboarding and induction process to ensure it reflects the employer brand and the values the organisation is promoting. People professionals increasingly recognise the value of employer brand as part of the induction process. These specialists may also implement some aspects of induction and will likely be the first point of contact the employee has with the organisation and ensure that important information (such as bank details, right to work documentation, etc) is collected and that the employee knows what to expect from the induction programme. Responsibility for the different elements of the induction process will vary depending on the size and structure of the business.Īlthough induction of a specific employee is the line manager’s responsibility, the design, development and evaluation of induction policy and programmes is largely the responsibility of HR or L&D specialists. Providing enhanced support to new starter.In particular it provides induction information for HR and people managers on: Our hybrid working guidance with the Flexible Working Taskforce looks at effective recruitment and induction when people are working in this way. With more people working remotely or in a hybrid way, thought also needs to be given to what makes an effective virtual induction. Some groups have specific needs, for example graduate trainees, people returning from career breaks, long-term absence or parental leave, technical specialists, senior appointments and directors. Managers (with guidance from HR) need to invest time in inducting all new employees. It should also provide information specific to their role. The induction should also familiarise the new employee with the company's working arrangements relating to time, location and patterns of flexible working, if available as well as its culture and values. These elements include health and safety information required by law and practical information on the working environment and facilities. New recruits need to understand the organisation, the culture, the people, and what’s expected of them in their role, so an effective induction will contain multiple, integrated elements. An effective induction ensures that employees integrate well into, and across, their new organisation.
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