The task of motivating employees is arguably the most difficult part of a manager’s job. Expert opinions vary on this topic, but decades of workplace studies more than suggests that managers can and do affect employee motivation both positively and negatively.
With respect to Communications, it's a fact that employees generally get as many attitudinal cues from their managers as they get from co-workers. Thus, managers need to be careful about their words and demeanor. And this extends to the tone, clarity, and relevance of how and what they write.
Simply stated, if bosses are “invisible” and do little more than habitually write memos on work rules, production, and deficiencies, employees will quickly come to the conclusion that the front office is out of touch with reality.
This all goes to a manager’s credibility, and once this is compromised all the motivational initiatives and gimmicks in the world wont do a thing to positively affect employees.
That said, the first thing a manager must do to motivate their employees is to get out among their employees and exhibit a genuine positive and helpful attitude. Keep in mind that the practice of “Management By Walking Around” is much more effective than “Management By Memo”.
As evidence, consider how employees generally distinguish between good and bad bosses. For the most part, this judgment is based not so much on a manager’s easiness or toughness, but rather how managers are perceived with respect to their fairness, helpfulness and leadership.
Of course, any manager can affect a short-term spike in Employee Motivation through intimidation, but aside from the expediency of such a tactic, the risk of poisoning a work atmosphere for short-term gains makes this a dubious motivational tactic, not to mention a reckless management practice.
Second, managers need to “get real”.
Employees today, whether they are adults or adolescents, are products of modern society complete with all the worldliness and cynicism of this age. The upshot is that managers who ignore this reality and persist with an autocratic "do as I say" style shouldn't be too surprised when employees ignore their motivational efforts.
Third, open up Communication Channels.
The fact is that employees do things for their own reasons and these reasons may not always coincide with an employer’s expectations. Granted, getting a handle on this is tricky as it is often difficult to read some individuals. Moreover, it is even trickier to presume what employees may be thinking.
The best practice is to encourage and facilitate open and frequent two-way communication.It’s a simple concept, but still the most effective way for managers to gain insights into employees’ wants and needs.
Fourth, managers need to be innovative in developing motivational tools.
Obviously, money can be a great motivator, but psychic rewards in the form of a “pat on the back” and formal recognition often have residual benefits that no amount of money can buy. And let’s face it, in the current economic climate, doling out financial rewards may not be an option anyway. However, that’s not to say the manager can’t spring for an occasional lunch.
Fifth, decide on either an incentive or reward approach and stick with your choice. But there are caveats to either of these approaches.
As such, be mindful that when motivational practices are treated as incentives, they can become a rationalization for unfairly manipulating employees. On the other hand, when used as reward mechanisms, they can become subjective and arbitrary.
In the end, no manager wants their good intentions to backfire, so the best advice is that whatever approach is chosen ensure that it is administered fairly, consistently and transparently.
But in order to make any motivational tool work, managers must set the proper tone and climate in their work units. In this regard, consider the following tips:
* Be a leader, not just a “boss”.
* Be approachable and helpful.
* Keep Memos to a minimum.
* Have frequent one-on-one meetings.
* Use Staff Meetings to recognize good performance.
* Discipline privately.
* Encourage innovation and risk-taking.
* Back your employees, don’t assume complaints are valid.
* Provide training opportunities.
* Promote excellent performers.
As a final word, it should be noted that Employee Motivation is fluid, and is often influenced by forces that may have little or nothing to do with the manager or the job itself.
Likewise, not every motivation peak and valley warrants a manager’s intervention. But what it does warrant is monitoring and the insight to deal with any downward trends.
Jack
Showing posts with label Employee Relations. Show all posts
Showing posts with label Employee Relations. Show all posts
Tuesday, October 12, 2010
Tuesday, October 5, 2010
Management and Supervision: Writing Objective Performance Appraisals
Any manager or supervisor would be quick to agree that appraisers are supposed to fairly and objectively rate job performance. In practice, however, this is often obscured when Performance Appraisals are used to do everything from managing salary budgets to putting problem employees on notice.
Of these two examples,the first one is arguably the worst use of Performance Appraisals.
Simply put, most organizations use Performance Appraisals as their main basis for doling out annual salary increases. As such, it is not uncommon for appraisers to "play it safe" by giving appraisals that assures everyone gets a merit increase.
Of course, this practice is a good deal for the mediocre performer, but quite an inequitable one for the superior performer. It goes without saying that appraisers who rate this way are sewing the seeds of employee discontent as well as damaging their own supervisory credibility.
The second example, i.e., using appraisals as a “catch-all” Employee Relations Tool, can be a valid use of appraisals, but only if the problem being identified is performance-related.
Granted, work rule violations, chronic or not can have a detrimental affect on one’s performance; however, managers who wait until the annual review to confront employees with these problems are simply not doing their job.
Obviously, there's no fool-proof way to avoid all appraisal problems, but the following tips can help appraisers ameliorate many appraisal pitfalls:
1. Document facts, not opinions.
2. Compare performance to goals and standards previously set.
3. Comment on observed actions and results, and avoid hearsay
4. Take the entire reporting period into account.
5. Describe performance, not attitude.
6. Be consistent and evaluate every one's performance in like manner.
7. Ensure comments are consistent with performance ratings, and vice-versa.
8. Strive for clarity and eliminate vague language and boilerplate.
Of all these tips, the first one, Documentation, is the key. As such, planning and preparation are critical. In practical terms this means that an appraisal is an on-going and proactive process that goes far beyond the mechanical exercise of filling out a form.
Consider that effective managers, as a matter of practice, collect appraisal information on a continuing basis. They do this by recording significant facts regarding an employee's performance (both positive and negative) for future reference.
Obviously, this takes time, but less time than it would take to reconstruct this information from memory when actually writing the appraisal.
The upshot is that documentation helps eliminate much of the subjectivity in the appraisal process, and thus contributes to a more objective and less anxiety-provoking experience for both the appraiser and the employee.
Any discussion of Performance Appraisals would not be complete without mentioning some of the more common rating errors made by appraisers. It should be noted that these mistakes are universal in nature and should be viewed as tendencies that even experienced appraisers have to be on guard against.
Halo Effect: This refers to the tendency to rate an employee either high or low on all facets of the job because the appraiser likes or dislikes one aspect of the employee's performance.
Central Tendency: This refers to the problem of rating all employees as middle or average performers. In effect, this" keep the peace" appraisal strategy punishes superior performance and rewards mediocrity.
Personal Bias: Refers to the unfortunate tendency of some appraisers to rate an employee unfairly because of the appraisers personal feelings or biases about an individual or individuals.
Like-Me: This refers to appraisers who have a tendency to rate employees higher who are closer to themselves in style, attitudes, and work habits than employees who exhibit different characteristics.
Use Bias: This refers to the tendency of letting the purpose of the appraisal unduly influence the ratings. In other words, raters may be more critical of performance when appraisals are used for developmental reasons than for appraisals used for merit raises or promotion.
Averaging: This is a common practice when determining an overall appraisal rating. What this means is that while individual aspects of the employee's performance could influence the overall rating, appraisers should not use these individual aspects to compute an average overall rating.
In the end, the appraiser's job is to monitor, document and evaluate performance objectively. That said, any reward or disciplinary action associated performance should be dealt with as a separate and subsequent Salary or Employee Relations Issue.
This is an effective Management Practice for sure, but it also works to maintain the integrity of the Appraisal Process by forcing appraisers to focus on objective performance criteria as opposed to subjective or isolated instances.
Related Links:
Basics Of Conducting Employee Performance Appraisals
Writing Effective Performance Reviews
How To Write A Performance Appraisal
Writing Performance Appraisals
Jack
Of these two examples,the first one is arguably the worst use of Performance Appraisals.
Simply put, most organizations use Performance Appraisals as their main basis for doling out annual salary increases. As such, it is not uncommon for appraisers to "play it safe" by giving appraisals that assures everyone gets a merit increase.
Of course, this practice is a good deal for the mediocre performer, but quite an inequitable one for the superior performer. It goes without saying that appraisers who rate this way are sewing the seeds of employee discontent as well as damaging their own supervisory credibility.
The second example, i.e., using appraisals as a “catch-all” Employee Relations Tool, can be a valid use of appraisals, but only if the problem being identified is performance-related.
Granted, work rule violations, chronic or not can have a detrimental affect on one’s performance; however, managers who wait until the annual review to confront employees with these problems are simply not doing their job.
Obviously, there's no fool-proof way to avoid all appraisal problems, but the following tips can help appraisers ameliorate many appraisal pitfalls:
1. Document facts, not opinions.
2. Compare performance to goals and standards previously set.
3. Comment on observed actions and results, and avoid hearsay
4. Take the entire reporting period into account.
5. Describe performance, not attitude.
6. Be consistent and evaluate every one's performance in like manner.
7. Ensure comments are consistent with performance ratings, and vice-versa.
8. Strive for clarity and eliminate vague language and boilerplate.
Of all these tips, the first one, Documentation, is the key. As such, planning and preparation are critical. In practical terms this means that an appraisal is an on-going and proactive process that goes far beyond the mechanical exercise of filling out a form.
Consider that effective managers, as a matter of practice, collect appraisal information on a continuing basis. They do this by recording significant facts regarding an employee's performance (both positive and negative) for future reference.
Obviously, this takes time, but less time than it would take to reconstruct this information from memory when actually writing the appraisal.
The upshot is that documentation helps eliminate much of the subjectivity in the appraisal process, and thus contributes to a more objective and less anxiety-provoking experience for both the appraiser and the employee.
Any discussion of Performance Appraisals would not be complete without mentioning some of the more common rating errors made by appraisers. It should be noted that these mistakes are universal in nature and should be viewed as tendencies that even experienced appraisers have to be on guard against.
Halo Effect: This refers to the tendency to rate an employee either high or low on all facets of the job because the appraiser likes or dislikes one aspect of the employee's performance.
Central Tendency: This refers to the problem of rating all employees as middle or average performers. In effect, this" keep the peace" appraisal strategy punishes superior performance and rewards mediocrity.
Personal Bias: Refers to the unfortunate tendency of some appraisers to rate an employee unfairly because of the appraisers personal feelings or biases about an individual or individuals.
Like-Me: This refers to appraisers who have a tendency to rate employees higher who are closer to themselves in style, attitudes, and work habits than employees who exhibit different characteristics.
Use Bias: This refers to the tendency of letting the purpose of the appraisal unduly influence the ratings. In other words, raters may be more critical of performance when appraisals are used for developmental reasons than for appraisals used for merit raises or promotion.
Averaging: This is a common practice when determining an overall appraisal rating. What this means is that while individual aspects of the employee's performance could influence the overall rating, appraisers should not use these individual aspects to compute an average overall rating.
In the end, the appraiser's job is to monitor, document and evaluate performance objectively. That said, any reward or disciplinary action associated performance should be dealt with as a separate and subsequent Salary or Employee Relations Issue.
This is an effective Management Practice for sure, but it also works to maintain the integrity of the Appraisal Process by forcing appraisers to focus on objective performance criteria as opposed to subjective or isolated instances.
Related Links:
Basics Of Conducting Employee Performance Appraisals
Writing Effective Performance Reviews
How To Write A Performance Appraisal
Writing Performance Appraisals
Jack
Tuesday, September 28, 2010
Management & Supervision: Documenting Employee Problems
A lament often heard from managers is that it is nearly impossible to discipline or terminate problem employees these days. It’s a common complaint for sure, but hardly true.
Let's face it, dealing with Employee Relations Problems is one of the toughest parts of a manager’s job. And "dealing" is the operative word as these problems rarely resolve themselves.
Most managers have no issue with terminating someone "for cause", as this usually pertains to instances of gross misconduct on company time or on company property. And though these are usually difficult situations, their resolution is mostly quick and obvious.
On the other hand, resolving performance problems or work rule infractions is not so cut and dry. In so much as these situations are disruptive and non-productive, it is understandable that managers want quick solutions; however, the prospect of embarking on a protracted Employee Relations Process is what often frustrates managers.
That said, the process is meant to be deliberate for good reason -- it protects employees from arbitrary managers, while also forcing companies to create a "paper trail" in the event of legal action. In this context, what we are talking about is Documentation.
Granted, Documentation often causes confusion and consternation among managers, but in reality, these would include such sources as:
* Job Descriptions
* Policy and Procedures Manuals
* Past Performance Appraisals
* Employee Handbooks
* Summaries of Counseling
* Oral and Written Warnings
* Feedback from others
Of these, the first four will normally exist as normal Management Communications Tools, while the next three are created as a result of a specific Employee Relations situation. These typically take the form of letters or memos, signed or acknowledged by the manager and the employee, and then placed in the employee’s Personnel File.
As far as documenting the problem or infraction, here are several tips to consider:
* Clearly identify the problem (Performance or Work Rules)
* Itemize how and where the employee is falling short of expectations.
* Prescribe a remedial course of action with time frames and benchmarks.
* Identify possible subsequent actions (final warnings, reprimands, docking of pay)
* Articulate the consequence of failure to rectify the situation. (suspension, termination)
* Solicit and include the employee’s input and reaction.
* Indicate a follow-up date.
It goes without saying that each of these actions should be applied consistently and in accordance with established policy.
Companies with a Human Resource Department will be able to guide managers through this process; however, businesses without a formal HR Department should consult with outside experts or appropriate Legal Counsel.
For additional information on this topic, there are many available desktop and online resources easily found with a quick Internet Search.
Related Links:
How To Document Employee Behavior
Employee Relations Documentation Documenting Performance Issues
Dealing With Problem Employees
Jack
Let's face it, dealing with Employee Relations Problems is one of the toughest parts of a manager’s job. And "dealing" is the operative word as these problems rarely resolve themselves.
Most managers have no issue with terminating someone "for cause", as this usually pertains to instances of gross misconduct on company time or on company property. And though these are usually difficult situations, their resolution is mostly quick and obvious.
On the other hand, resolving performance problems or work rule infractions is not so cut and dry. In so much as these situations are disruptive and non-productive, it is understandable that managers want quick solutions; however, the prospect of embarking on a protracted Employee Relations Process is what often frustrates managers.
That said, the process is meant to be deliberate for good reason -- it protects employees from arbitrary managers, while also forcing companies to create a "paper trail" in the event of legal action. In this context, what we are talking about is Documentation.
Granted, Documentation often causes confusion and consternation among managers, but in reality, these would include such sources as:
* Job Descriptions
* Policy and Procedures Manuals
* Past Performance Appraisals
* Employee Handbooks
* Summaries of Counseling
* Oral and Written Warnings
* Feedback from others
Of these, the first four will normally exist as normal Management Communications Tools, while the next three are created as a result of a specific Employee Relations situation. These typically take the form of letters or memos, signed or acknowledged by the manager and the employee, and then placed in the employee’s Personnel File.
As far as documenting the problem or infraction, here are several tips to consider:
* Clearly identify the problem (Performance or Work Rules)
* Itemize how and where the employee is falling short of expectations.
* Prescribe a remedial course of action with time frames and benchmarks.
* Identify possible subsequent actions (final warnings, reprimands, docking of pay)
* Articulate the consequence of failure to rectify the situation. (suspension, termination)
* Solicit and include the employee’s input and reaction.
* Indicate a follow-up date.
It goes without saying that each of these actions should be applied consistently and in accordance with established policy.
Companies with a Human Resource Department will be able to guide managers through this process; however, businesses without a formal HR Department should consult with outside experts or appropriate Legal Counsel.
For additional information on this topic, there are many available desktop and online resources easily found with a quick Internet Search.
Related Links:
How To Document Employee Behavior
Employee Relations Documentation Documenting Performance Issues
Dealing With Problem Employees
Jack
Tuesday, September 21, 2010
Human Resources: Writing Employee Handbooks
For large and medium-sized businesses alike, the Employee Handbook is a common and traditional Management Communications Tool. That said, even the smallest businesses will often compile a written summary of general policies and guidelines for their employees.
As a Business Writing Exercise, putting together an Employee Handbook is a reasonably straightforward process. Granted, the overall design will vary according to a company’s size and budget, but whether the final product is plain or fancy, the handbook should stand as a clear and useful reference of pertinent policies and services that relate to employment.
This sounds simple enough, but there is a caveat. Employee Handbooks have been the source of legal concerns with respect to "Employment At Will" Issues. (This basically has to do with the legal argument that an Employee Handbook may infer the creation of an Employment Contract).
Suffice it to say, that writers and developers of Employee Handbooks, especially in the U.S., should confer with appropriate legal counsel prior to finalizing and distributing a new or updated handbook.
Getting back to the task of writing, the first order of business is to decide on the topics to be included in the handbook.
Obviously, the contents of handbooks will vary from company to company, but there are universal topics that should be part of any Employee Handbook. Some of these include the following:
* Overview of Company History and Philosophy
* Equal Opportunity Statement
* Work Rules
* Absenteeism and Lateness Policies
* Pay and Salary Policies
* Benefits
* Vacations, Holidays, Leaves
* Performance Evaluation
* Employee Relations
* Employee Services
The next step for the writer is to review up-to-date policies, guidelines, mission statements, and existing company histories.
For the most part, these communications will serve as the primary sources for compiling the handbook. However, it should be noted that if a written source does not exist, or is out-of-date, the writer will have to coordinate with the appropriate content experts or authorities in order to create or update such a communication.
From here, it is basically a task of summarizing, organizing, and packaging information. Of course, the process can be very labor-intensive, and the initial draft will no doubt go through many reviews and revisions. But in the end, the finished handbook should be factual, consistent with policy, and easy to read.
An Internet Search will yield information on many desktop, online, and template examples for compiling and writing Employee Handbooks. Check out the related links at the bottom of this page to help you get started.
Related Links:
Employee Handbooks: Government Guidelines
Top 10 Employee Handbook Mistakes
Business Owner's Toolkit: Employee Handbooks
Employee Handbook: Small Business Notes
Jack
As a Business Writing Exercise, putting together an Employee Handbook is a reasonably straightforward process. Granted, the overall design will vary according to a company’s size and budget, but whether the final product is plain or fancy, the handbook should stand as a clear and useful reference of pertinent policies and services that relate to employment.
This sounds simple enough, but there is a caveat. Employee Handbooks have been the source of legal concerns with respect to "Employment At Will" Issues. (This basically has to do with the legal argument that an Employee Handbook may infer the creation of an Employment Contract).
Suffice it to say, that writers and developers of Employee Handbooks, especially in the U.S., should confer with appropriate legal counsel prior to finalizing and distributing a new or updated handbook.
Getting back to the task of writing, the first order of business is to decide on the topics to be included in the handbook.
Obviously, the contents of handbooks will vary from company to company, but there are universal topics that should be part of any Employee Handbook. Some of these include the following:
* Overview of Company History and Philosophy
* Equal Opportunity Statement
* Work Rules
* Absenteeism and Lateness Policies
* Pay and Salary Policies
* Benefits
* Vacations, Holidays, Leaves
* Performance Evaluation
* Employee Relations
* Employee Services
The next step for the writer is to review up-to-date policies, guidelines, mission statements, and existing company histories.
For the most part, these communications will serve as the primary sources for compiling the handbook. However, it should be noted that if a written source does not exist, or is out-of-date, the writer will have to coordinate with the appropriate content experts or authorities in order to create or update such a communication.
From here, it is basically a task of summarizing, organizing, and packaging information. Of course, the process can be very labor-intensive, and the initial draft will no doubt go through many reviews and revisions. But in the end, the finished handbook should be factual, consistent with policy, and easy to read.
An Internet Search will yield information on many desktop, online, and template examples for compiling and writing Employee Handbooks. Check out the related links at the bottom of this page to help you get started.
Related Links:
Employee Handbooks: Government Guidelines
Top 10 Employee Handbook Mistakes
Business Owner's Toolkit: Employee Handbooks
Employee Handbook: Small Business Notes
Jack
Tuesday, September 14, 2010
Human Resources: Designing Employee Orientation Programs
For employers, getting new hires signed-up for payroll and benefits is obviously paramount, however, most companies, large and small, expand these routine sign-up activities to include some form of Employee Orientation Program.
Likewise, Orientation Programs can run the gamut from formal group sessions to one-on-one meetings with key individuals. But often, companies will structure Employee Orientation as a combination of both types, especially for professional-level positions.
Regardless of how limited or expansive an Orientation Program may be, the objective should be the same, i.e., to facilitate the introduction of new employees into the work force. Granted, this seems logical and obvious, but many times Orientation Programs fall far short of this objective.
Simply speaking, an Orientation Program should be more than an exercise in filling out forms, interspersed with a few speakers or generic video presentations. Unfortunately, this is more often the case than not, and is one of the main reasons Orientation Programs often receive less than positive feedback.
That said, writers charged with developing Orientation Programs need to carefully plan the format, content and timing of these sessions with purpose and detail.
First and foremost, developers need to champion the idea that New Employee Orientation is a Process, and not something that can be effectively accomplished in only a few hours or even in a single day.
Second, in line with this, a determination has to be made as to what needs to be done on the first day of employment versus what can and should be done after the first day.
The completion of payroll and tax forms, an organizational overview, a general summary of policies and "housekeeping" issues are appropriate and necessary day one activities. On the other hand, detailed benefits presentations, sessions on Performance Appraisal and training opportunities are generally more relevant later in the Orientation Process.
The same holds true for activities whose intent is to integrate and ”orient” new employees into the culture of the organization.
In this regard, presentations by Senior Managers detailing Company History, Philosophy, Products and Services, Business Conduct, Public Relations, etc. will be better-received once the new hire has had some time to become acclimated to their working environment.
Third, writers need to factor in Departmental Orientation as a vital part of the overall Orientation Strategy.
In a nutshell, department managers need to prepare for their new employees. Unfortunately,it is not unusual for new employees to be escorted to workstations, and then be ignored by supervisors and co-workers alike. Having a formal Departmental Orientation and a sponsor will preclude these occurrences.
Fourth, getting an organizational consensus and commitment on these three areas will provide the framework of an effective Orientation Program.
With this commitment in place, developers will be able to articulate a strategy and objectives, and then design an Orientation Program that has Management’s support. As such,here is an of how one might model an extensive Employee Orientation Program:
* Part One - First AM on the job: Formal Welcome, Company Overview, Payroll and Benefits Sign-up.
* Part Two - First PM on the job: Work Unit Orientation.
* Part Three - Within the first month of hire: Senior Management Presentation, comprehensive Benefits Presentation, Company Products and Services Overview.
* Part Four - Within three months of hire: Training and Development Overview, Performance Evaluation Procedures, Promotional Opportunities, Human Resources Q. and A.
* Part Five - Within six months of hire: Orientation Evaluation and Follow-up.
Note that the above model is only offered as a starting point for writers. It does not take into account organizational customs, operational issues, or scheduling. As such, coordination with departmental managers and presenters will be necessary.
The end result of a well-planned Orientation Program should be employees who “buy-in” to the culture, vision, and purpose of the company. Of course, this wont happen overnight, but the long-term benefits of committing time and effort to affecting this mind-set cannot be overlooked.
Related Links:
How To Design A New Employee Orientation Program
A Quick Guide To Employee Orientation
Orientation vs. Integration
Jack
Likewise, Orientation Programs can run the gamut from formal group sessions to one-on-one meetings with key individuals. But often, companies will structure Employee Orientation as a combination of both types, especially for professional-level positions.
Regardless of how limited or expansive an Orientation Program may be, the objective should be the same, i.e., to facilitate the introduction of new employees into the work force. Granted, this seems logical and obvious, but many times Orientation Programs fall far short of this objective.
Simply speaking, an Orientation Program should be more than an exercise in filling out forms, interspersed with a few speakers or generic video presentations. Unfortunately, this is more often the case than not, and is one of the main reasons Orientation Programs often receive less than positive feedback.
That said, writers charged with developing Orientation Programs need to carefully plan the format, content and timing of these sessions with purpose and detail.
First and foremost, developers need to champion the idea that New Employee Orientation is a Process, and not something that can be effectively accomplished in only a few hours or even in a single day.
Second, in line with this, a determination has to be made as to what needs to be done on the first day of employment versus what can and should be done after the first day.
The completion of payroll and tax forms, an organizational overview, a general summary of policies and "housekeeping" issues are appropriate and necessary day one activities. On the other hand, detailed benefits presentations, sessions on Performance Appraisal and training opportunities are generally more relevant later in the Orientation Process.
The same holds true for activities whose intent is to integrate and ”orient” new employees into the culture of the organization.
In this regard, presentations by Senior Managers detailing Company History, Philosophy, Products and Services, Business Conduct, Public Relations, etc. will be better-received once the new hire has had some time to become acclimated to their working environment.
Third, writers need to factor in Departmental Orientation as a vital part of the overall Orientation Strategy.
In a nutshell, department managers need to prepare for their new employees. Unfortunately,it is not unusual for new employees to be escorted to workstations, and then be ignored by supervisors and co-workers alike. Having a formal Departmental Orientation and a sponsor will preclude these occurrences.
Fourth, getting an organizational consensus and commitment on these three areas will provide the framework of an effective Orientation Program.
With this commitment in place, developers will be able to articulate a strategy and objectives, and then design an Orientation Program that has Management’s support. As such,here is an of how one might model an extensive Employee Orientation Program:
* Part One - First AM on the job: Formal Welcome, Company Overview, Payroll and Benefits Sign-up.
* Part Two - First PM on the job: Work Unit Orientation.
* Part Three - Within the first month of hire: Senior Management Presentation, comprehensive Benefits Presentation, Company Products and Services Overview.
* Part Four - Within three months of hire: Training and Development Overview, Performance Evaluation Procedures, Promotional Opportunities, Human Resources Q. and A.
* Part Five - Within six months of hire: Orientation Evaluation and Follow-up.
Note that the above model is only offered as a starting point for writers. It does not take into account organizational customs, operational issues, or scheduling. As such, coordination with departmental managers and presenters will be necessary.
The end result of a well-planned Orientation Program should be employees who “buy-in” to the culture, vision, and purpose of the company. Of course, this wont happen overnight, but the long-term benefits of committing time and effort to affecting this mind-set cannot be overlooked.
Related Links:
How To Design A New Employee Orientation Program
A Quick Guide To Employee Orientation
Orientation vs. Integration
Jack
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