The Benefits

Hiring new employees is a big undertaking. While it might seem important to expedite the process to fill a position quickly, you could be undermining long term goals by not adequately preparing new employees. Your efforts to attract and hire new employees could be wasted if they quit soon after being hired, or if they are not prepared to be productive or safe on the job.

An effective orientation program can have several benefits. It can help with employee retention as well as provide an opportunity to immediately engage employees in company goals. A formal orientation process also can help new employees feel welcome, informed, prepared and supported. When surveyed, organizations perceive effective orientation as improving time to productivity (68 percent), employee engagement (67 percent), retention (51 percent) and new hire assimilation (49 percent).  These and other long-term outcomes can benefit a company’s bottom line.

Companies are also more likely to have a safer workforce. Research by Travelers shows that 28 percent of workplace injuries occur within the first year of employment.  This is attributed to new hires not being familiar with work environments, equipment, peers, managers, and policies and procedures.

Orientation is when new employees develop their first impression of a company. It is the first opportunity for the employer to influence a new hire’s attitude toward safety and communicate that safety is valued and will not be compromised. This is the best opportunity to ingrain values, expectations and the worker’s responsibilities for both safety and productivity in the workplace.

Getting Started

Orientation should start before new employees begin work. Planning ahead provides employees a smoother transition into the workplace. Having an orientation schedule and a checklist of topics, along with supporting materials, prepared in advance, can help orientation go smoothly and help ensure all relevant information is covered. Representatives from human resources, safety, and the new employee’s immediate supervisor should be included in the orientation process. The person(s) covering the topic should initial the orientation section as it is covered.

Take time early in the process to answer basic questions, which might include: When do I get paid?  Who is my boss?  When is lunch?  Where is the restroom? From an instructional perspective, focus on items that fit the new hire’s immediate concerns and questions. Avoid initial information overload.

Some job roles might require safety training before new hires begin work. By instructing new employees first, they are more likely to be prepared to begin hands-on training. A solid orientation program should orient employees not only to the company and the workplace, but also to safety procedures, policies and culture. When reviewing an employee safety handbook, have the employee highlight key points and go through them together.

The level of formal education may vary among the new hires. Generational and cultural differences may also influence learning preferences. When developing your orientation and training program, consider your audience. People learn at different speeds and through different methods. Offer a variety of activities, such as classroom training, online training and small group exercises. Consider demographic factors. Provide training and supporting materials in the language new employees understand.

Orientation is the time to confirm that new hires won’t struggle with the physical demands of the job, and to identify accommodations to help them meet these demands, if needed. This is also the time to establish medical baselines for workers new to a job that may involve environmental hazards.

Job and Site-specific Orientation

Job and site-specific orientation is important to ensure new employees understand their tasks and responsibilities, how to use specialized tools and equipment, safety rules and job-related policies and procedures. Supervisors play a key role in this process.

The new employee’s supervisor should:

• Assess past experience. Ask about the employee's previous work to better understand their skills and experience. Take a sincere interest in the employee. A good relationship from the start can help encourage the employee to ask questions and report problems.
• Explain job tasks and responsibilities. New employees need to clearly understand the job tasks they will be asked to complete, as well as how to operate tools and equipment that are part of the job.
• Explain safety rules. Demonstrate the rules and the safe way to use equipment. Inform them about required safety inspections. Cover the consequences for not following safety rules.
• Give workers a tour. Explain the worker’s role in the overall operations. Point out potential hazards and the controls in place to help eliminate those hazards. Include restroom locations; break areas; and emergency equipment, such as phone, fire equipment, first aid and chemical spill response materials. Take time to introduce new employees to other workers.
• Provide safety equipment. Make sure new employees receive the right safety equipment for the job. Have them demonstrate that they know how to use it properly.
• Confirm understanding. Make sure new employees understand their job assignments and how to safely operate tools and equipment. Have them demonstrate their ability to use them safely. If they are not able to do so, provide additional training. Ask open-ended questions to confirm a new employee’s understanding. For example, ask questions like:  “Tell me what you need more help understanding.”
• Involve other employees. Ask other employees to help monitor new employees and provide guidance on safe work procedures, if needed.

Using a Mentor

Many new employees are eager to begin working as quickly as possible, even if they are uncertain about the hazards and the work to be done. Consider assigning a mentor to provide a new employee guidance and support. The mentor should be in the same department as the new employee and should be a seasoned employee with experience performing the same work tasks. The mentor should be able to demonstrate how to use tools and equipment safely. Personal traits needed for effective mentoring include good planning, communication and persuasive skills. Mentors should discuss safety topics seriously and show respect for the rules.

Hands-on Training

Once the new hire has received basic instruction about the job and necessary safety procedures, they are ready to put some of what they have learned to work. Hands-on training helps to ensure the new employee remembers what they have learned. Work should not begin without assistance and oversight by an assigned mentor. This is especially important with new employees since they often have a strong desire to please their managers and may express understanding when, in fact, they do not.

Follow Up

To determine a new hire’s ability to perform job tasks safely, establish a probationary period to evaluate and monitor their performance. A minimum 90 day probationary period is suitable for most roles. Depending on the job’s complexity and the employee’s past experience, a probationary period lasting up to one year may be appropriate. During the probationary period, observe new employees regularly and ask for feedback to help reinforce what they have learned and identify opportunities for additional training. Questions for the employee’s supervisor to explore during these follow-up meetings include:

• Are there any topics that were covered during orientation about which you now have questions?
• What training did you receive this week?
• What questions do you have about your job? Is it what you expected?
• How could we make your job safer?
• What questions do you have about the company and your role in meeting the company’s goals?

Summary

New employees are more likely to be injured on the job regardless of their previous work experience. To help reduce this risk, employers can provide a well-planned, comprehensive orientation program that includes safety coaching from an effective mentor and regular two-way communication with their immediate supervisor.