Constantia Park Weltevredenpark Roodepoort Gauteng 1709 South Africa

Inducting A Team Member – US 242812 (Demo)

2 days

TARGET POPULATION
HR practitioners, managers and supervisors.
PURPOSE

  1. To create awareness of the need to induct both new employees and employees who have been transferred into a new team.
  2. To provide learners with a system and the confidence, knowledge and skills to induct a new member into a team.
  3. To provide learners with the knowledge and skills required to monitor and evaluate a new team member’s performance and provide corrective feedback.
  4. To enable learners to develop customised induction material to enable them to conduct induction in their workplaces.

CONTENT

Icebreaker Why do we need to induct employees? Inducting new members of a team is a critical leadership function that every manager and supervisor needs to know and be able to do.
Leading Group Discussions Team Exercise. TLs lead discussion, are assessed by observers and are given feedback by observers. Group then assesses and gives feedback to the observers.
Preparing for induction Briefing the team beforehand. Things to be made ready for induction include: induction booklet, new employee’s desk or work space; personal locker; documents for signing on – contract, pension/provident fund and medical aid application forms; computer; access code; HR policies and procedures; SOPs.
Templates supplied for an Induction Checklist and Senior Staff Self-directed Induction are customised for the new team member.
The difference between inducting a new employee and inducting a new team member who
Roles for the parties in the induction process are clearly defined.
An induction checklist and Senior Staff Self-directed Induction are customised for the new team member.
Preparing a work space
Inducting the new member into the team
 
Welcoming the new member (after signing on). Situational leadership learning cycle, providing an overview of the business – include historical background; business focus; customer focus; organisation structure; values or creed – principles employees are expected to live by; business plans and career opportunities.
Job profile as the starting point for training and understanding responsibilities. KPAs and KPIs/KPMs.
Site tour and introductions to staff.
Learning styles – principles to observe
Performance measures and how these are communicated. Performance measures may include budgets; financial and sales targets; production targets; material useage; turn-around times; reject/rework rates; customer returns/complaints; absenteeism and staff turnover; accident and incident statistics; balanced scorecard
Inducting the new member into the team
 
Operating documents for use in induction. Policies & procedures; SOPs; Recognition Agreement, Supplier service level agreements; legislation.
Arranging off-site visits. Off-site visits may be to other operating centres, customers or supplies and may involve making travel and accommodation arrangements.
On-job one-to-one training and instruction Preparing a task analysis; guidelines for one-to-one training – preparation, demonstrating the task, try-out and put to work.
Create awareness of developmental opportunities Company processes to develop employees. Processes include manpower planning, performance management, talent management, skills audits and WSP, coaching and mentoring processes.
Creating a development plan Employee to take primary responsibility for own career development – what does this mean?
Team Exercise Create a mission statement in relation to career development; analyse a development review template and list questions to ask in a career development discussion.
Monitoring & assessing performance Probation   – why it is necessary and why close monitoring during probation is necessary. LRA provisions in respect of probation and dismissals for poor performance.
Addressing poor performance and non-conformance to rules and standards. Procedural fairness requirements; monitoring employee performance; Symptoms of a troubled employee; distinguishing between poor performance and misconduct.
Team exercise – Formative Assessment Group discussion – teams complete Formative Assessment (this will be done individually as a Summative Assessment for learner’s POEs. TL feedback on the exercise.
POE Exercises Prepare an Induction Checklist for your department POE exercises are aimed at requiring learners to prepare documents that they will use for induction going forward. These must be customised for their workplace.
Prepare a Senior Staff Self-directed Induction.
Prepare a Self-Development Plan for a senior team member.
Prepare a summative assessment to assess the departmental induction of a team member.
POE Exercises Design a Task Analysis for a task a new team member must perform.
Prepare a Practical Skills Assessment form for a task a new team member is required to perform.
Summative assessment – provide evidence of inducting a team member.

BENEFITS

  • A system for inducting new employees and team members is created and implemented.
  • Improved employee engagement and morale through effective induction process.
  • Improved performance management of new and transferred employees.
  • This course supports the Generic Induction by providing line managers and supervisors with the skills to conduct employee induction professionally.

Learners will develop

  • Knowledge and skills to induct a new team member.
  • Understanding of LRA probation requirements and why close monitoring of new employees is important.
  • Confidence to enforce disciplinary rules and standards.