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Elspeth Watt, director of Calibre HR & Training, explains how to help new joiners settle in and hit the ground running. Recruiting people costs money. So as well as helping new joiners get to grips with the job as quickly as possible, you also want to make sure they stick around. And don’t assume they will be happy just because they’ve got the job. Some 13% of new employees leave within six months. And the reason too often is simply a lack of support. Small businesses might not be the cold, intimidating places that big firms can be. However, with relationships, processes and cultures deeply entrenched and equally difficult to fathom, small firms can be just as daunting to the new recruit. So how can you help your new employee fit in and find their feet? Don’t forget to smile All new staff – including those returning from sick or maternity leave – are entitled to a good reception on their first day, and to be accepted and welcomed. It might sound obvious, but it doesn’t always happen. Explain the job New joiners should have some time with their manager on the first day. However, the induction itself can be spread over several days or weeks. The critical thing is to help new people quickly understand what is expected of them and how they fit in. Introduce people As well as meeting the key people in terms of performing their job, induction programmes can help new joiners settle in on a more social level. Establishing a buddy system with a more experienced colleague can relieve some of the pressure on time-pressed managers and help with day-to-day questions and making introductions to other colleagues, suppliers, partners etc. Remember people are different With a plan as guidance, tailor the induction for each new joiner. Everyone’s needs are different and some people need special attention, for instance school and college leavers or those returning from a career break. Remember to think about disabled employees’ access and equipment needs and their dealings with other colleagues. Keep a record Have a proper review at the end of the probationary period and ask new employees to counter-sign to acknowledge they have had the necessary training and read any relevant policies and procedures. This record can prove vital in the event of any health and safety incident or in any allegations concerning discriminatory behaviour. Induction checklist An organisational outline showing how the employee’s role fits into the company A clear outline of the job requirements and its purpose Details of how any probationary period and subsequent staff appraisal system will operate A description of where to find things and people such as employee representatives, stationery cupboard, canteen etc Legally required health and safety and anti-discriminatory behaviour information Some details of the organisation’s history, what it produces and its culture and values
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