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