This guidance helps managers to plan and prepare for the arrival of a new employee or team member. It includes the stages of induction that ensure employees are welcomed and supported.
This guidance is provided to assist managers in planning an effective induction programme that enables all staff new to the council, or existing staff moving into a new role, to settle into their new role and environment and enable them to deliver what is expected of them quickly and effectively.
Placing the employee at the centre of induction is key to ensuring that they are fully engaged in their induction process and that they have an enjoyable, positive experience.
Purpose of Induction
The success of the council depends upon our ability to recruit and retain excellent people at every level. An effective induction contributes to this and should:
- provide a welcome and orientation into the council
- provide clarity on expectations of the employee
- form a basis from which employees can quickly get up to speed, perform their duties effectively and begin to make a contribution to their team, their service and the council.
Induction is not a ‘one off’ event. It is a process which actually starts during recruitment and appointment through to the completion of a successful probationary period. The council has introduced an integrated approach to induction which incorporates the following stages:
Planning an Induction
To enable new members of staff to settle into their new role quickly and effectively, they should be provided with a planned induction programme covering information on the council, directorate or service and their specific job role. For those new to the council, induction will run concurrently with the probationary period.
Planning an induction programme should begin once the candidate has accepted the offer of employment and a start date has been agreed.
During an employee’s initial induction period, they will need to consume a great deal of information. So in developing an induction plan, the manager should follow these few principles:-
- Avoid over-loading. If the induction period is too intensive and involves a great deal of information being given in a short period of time it is likely to be ineffective
- Prioritise what information you need to provide and when
- Ensure you are clear about the employee’s work objectives and expected standards of performance
- Ensure that the information that you are planning to provide has a relevance to the employee’s job role or the council
- Ask the employee on their first day or preferably before they arrive, how they best learn and adapt the programme to meet these. Remember that people learn in different ways
- As elements of the council’s induction rely on the use of information technology, assess whether the employee has the relevant level of IT literacy skills and if not, provide the relevant support
- Involve other people. An important part of the induction process is getting to know your new colleagues and their work environment
- Do not assume that a transferring or returning employee does not need to follow an induction programme, they will
The induction should be planned making use of the manager’s pre-induction checklist
and the employee induction checklist
. These checklists provides a generic framework and therefore some topics will not be relevant and you have the scope to include other topics specific to the role of your team. It is acknowledged that the timescale for delivering the induction will vary according to the role and person.