Successful Orientation Programs - Brief Article

Training & Development, April, 2000

Info-line is ASTD 's how-to reference for training and performance professionals, with practical, concise information in an easy-to-read format that gets readers up-to-speed on training topics in a matter of minutes.

The following excerpt has been adapted from "Successful Orientation Programs," by consultants Phyllis Roderer and Stew Hickman, Info-line No. 8708.

The joys of job hunting are nothing compared with the fun of starting work at a new (to you) firm. For many people, self-confidence and enthusiasm about a new job give way on the first day to anxiety and confusion. (What am I doing here? What do they expect of me? Who can I go to for help?)

How long that mental mayhem lasts--an hour or a few months--can depend a great deal on the quality of the employee orientation.

Orientation is a process, not an event. It's part of the overall integration of new employees into an organization, by which it helps new employees adapt to the work environment and their jobs. Orientation is, in fact, a training opportunity to promote organizational effectiveness from the start of a person's employment.

Successful orientation speeds up the adaptation process by helping new employees feel comfortable in the organization and by making them more productive on the job. The process approach to orientation also results in reduced employee turnover.

You can conduct the orientation process any number of ways, but all programs should achieve the following outcomes:

* The new employee feels welcomed.

* The employee understands the organization in a broad sense (its past, present, and vision for the future) as well as specifics in key areas (its structure, culture, policies, and procedures).

* The employee is clear about what is expected of him or her in terms of work and behavior.

The first day is all-important. New employees can acquire a greater understanding of the organization later through a formal, group orientation presentation. Newcomers will have their employment decision reinforced if you make them feel that the organization is happy to have them. Provide them with the information they need to be productive immediately and introduce them to the people who will provide continuing support during the orientation process:

* their supervisor

* a peer advisor or "buddy"

* the HR manager.

A nice added touch is to give new recruits information about the surrounding community--such as community events, shopping, restaurants, places to go for a walk, and so forth. Another important welcoming gesture is to make sure that someone--the new employee's supervisor or buddy--takes him or her to lunch the first day.

Although the organization provides a framework and the necessary tools, newcomers share in the responsibility for their orientation process through the following activities:

* reading

* self-study

* training

* observation

* participation in coaching or mentoring opportunities.

They can work on their personal objectives for future development and learn more about the organization by asking for informational interviews with co-workers. Ideally, all of the other employees in the organization will contribute in one way or another to the orientation process--as supervisors, trainers, mentors, information suppliers, or just day-to-day contacts. Employees at all levels should be involved in developing and implementing the process.

An unsuccessful orientation can result in more than slowing down new employees' adaptation to the organization; it can mean no adaptation. No subsiding of first day anxieties. No clearing up of confusion. Loss of interest in pursuing a career at the organization. Resignations by still-new employees. Poor work from people with potential.

Once you have organization-wide understanding of the importance of employee orientation, you can begin a successful process.