The Induction Toolkit

Transcription

1 A sample activity from the Trainer s Toolkit: The Induction Toolkit Written by Lesley Myland Thank you for downloading this sample activity. You are welcome to use this material in your training programs. This sample activity is just one of 9 contained in The Induction Toolkit, published by Owen-Stewart Performance Resources Inc.

2 #6 - DEFINING RESPONSIBILITY DESCRIPTION There are six tools in this unit: 6A Induction Code of Practice for Managers: a statement of commitment that forms a standard of performance for you to subscribe to when inducting your new members of staff. 6B Induction Code of Practice for Managers Template: enables you to create a customized Code of Practice for managers. 6C Induction Code of Practice for Team Members: a set of behavioural guidelines that enables your team to assist in the induction of their new colleagues. 6D Induction Code of Practice for Team Members Template: enables you to create a customized Code of Practice for team members. 6E Induction Code of Practice for Inductees: guidelines for new members of staff about what will be expected of them during their induction period. 6F Induction Code of Practice for Inductees Template: enables you to create a customized Code of Practice for inductees. PURPOSE These tools are designed to help line managers clarify their responsibilities within the induction process and communicate to their teams and new members of staff what commitment they will be expected to make. WHEN TO USE THE TOOLS Use Tools 6A to 6F when defining and updating departmental and individual responsibilities within the induction process. 1

3 BACKGROUND The Responsibilities of Managers and Team Members The first few days and weeks of employment offer the chance for new employees to form lasting bonds with their colleagues and for managers to demonstrate their organization s responsible approach to managing its staff. It is therefore essential that the new employee s own team occupies the highest profile at this time and that both managers and peers are clear about what role they will play in the induction program. Although it may fall to HR/Training Departments to promote and co-ordinate a consistent approach to induction training throughout the organization, the prime mover in seeing that induction is carried out well will undoubtedly be the line manager. The whole initiative may stand or fall by the manager s commitment to it, and it s important to define some clear expectations, so that the success of any individual s introduction to the organization doesn t merely depend upon their luck in having a manager who believes in thorough induction training. Traditionally, the induction process was seen very much as the domain of the HR/Training function, mainly because this type of training rarely extended beyond the tour of facilities and a look through the Conditions of Employment booklet. The HR function would often be the first point of contact for the new recruit, and, in some cases, the only point of contact for some time before being introduced to their manager and colleagues. In the meantime, the new employee may have wrongly identified HR as the function ultimately responsible for them, and built up increasing apprehension at the delay in finding out what their new job was really going to be like. More recently, the scope of induction training has widened considerably. It is now seen as a unique opportunity to embrace the enthusiasm usually offered by new employees, and channel it into supporting the goals and objectives of the _ 2

4 organization. Induction will cover subjects as diverse as the organization s environmental policy and a practice run on the whole gamut of fire-fighting equipment! This wider approach to induction requires new members of staff to identify immediately with their managers and peers so that they can recognize and understand the context and range of their new responsibilities very quickly. In order to maintain good quality induction training, all participants in the induction process need to be clear about the commitment they will be expected to make and the standards they will be expected to work to. The Commitment of the Inductee Induction is not generally regarded as a two-way process, but it certainly benefits from an approach that is designed to involve the induction trainees and encourage their participation at every stage. An induction program that is delivered as a form of indoctrination is neither stimulating nor welcoming. A series of activities that involve trainees in pursuing their own learning, such as self-administered modules or short research projects, are likely to be more interesting in the short term and have greater impact in the long term. This approach does, however, require considerably more commitment from induction trainees. It s important to ensure from the outset that trainees are aware of how much involvement is required from them and that induction training is not merely a series of rest periods, during which time they are given lengthy talks. They will need to understand that successful completion of their induction program will depend as much upon their commitment and participation as the skill of those who are responsible for facilitating the program. HOW TO USE THE TOOLS Use Tools 6A, 6C, and 6E as guidelines when planning activity within the department to support induction. The Codes of Practice will need to be written for, by or in consultation with line managers. They are designed to encourage them and their team members to subscribe to a _ 3

5 high standard in induction training, and to encourage new members of staff to understand that their commitment is essential to a successful induction program. Tools 6B, 6D and 6F are for you to customize and update your Codes of Practice. 4

6 for Managers 6A THE QUALITY WIDGET COMPANY Supporting Best Practice in Induction Training Code of Practice for Managers Production Team Managers and team leaders will undertake the following activities to ensure that induction training carried out within the department is of a high standard. Ensure that every member of the team is aware of their responsibility for the induction of new members of staff Liaise with the HR department to ensure that all appropriate arrangements have been made in preparation for the new member of staff, and that appropriate documentation has been dispatched Prepare an induction checklist and schedule, ensuring that any special needs are catered for within the program Ensure that the induction process is equally accessible to all employees regardless of ethnicity, gender or physical ability. Prepare and facilitate a basic job training/familiarization program Book any necessary courses, appointments or training sessions Ensure that the new member of staff s workstation is adequately prepared and that all other relevant preparations have been made Ensure that all necessary equipment, stationery and resource material is ordered continued 5

7 for Managers 6A Ensure that adequate provision is made for any new members of staff with a disability Inform all team members and necessary parties when a new member of staff is expected Appoint a buddy for the new member of staff and ensure that any team members who undertake this role are adequately trained and briefed to do so Ensure that an appropriate welcome is planned for the new employee on their first day Carry out or delegate designated training sessions, as required, as a part of the induction program Take part in induction course sessions, as required, or arrange departmental familiarization sessions for inductees from other departments Ensure that the induction schedule is adhered to as far as is practical and replan it where necessary Ensure that adequate cover is arranged so that induction trainees may attend off-the-job training sessions Meet regularly with induction trainees to evaluate progress and counsel Seek feedback from induction trainees to evaluate the induction process Collaborate with HR/Training department to evaluate and improve the induction program and materials. 6

8 for Managers Template 6B Organization: Managers and team leaders will undertake the following activities to ensure that induction training carried out within the department is of a high standard. 7

9 for Team Members 6C THE QUALITY WIDGET COMPANY Supporting Best Practice in Induction Training Code of Practice for Team Members Production Team You are asked to undertake the following activities to ensure that induction training carried out within the department is of a high standard and that new members of staff are made to feel welcome and useful as quickly as possible. Ensure that you personally welcome your new colleagues to the team and offer them help and support Attend any briefing or training sessions designed to help you to assist new employees to the team Keep your manager or team leader informed if you have any doubts or concerns about any aspect of the new member of staff s progress in settling into the organization Act as a designated buddy to a new member of staff, following appropriate training for the role Assist with job familiarization or training, where qualified to do so Provide cover for induction trainees when they are required to attend off-the-job training sessions Offer any suggestions that will improve the provision of induction training within the department or organization. 8

10 for Team Members Template 6D Organization: Department: You are asked to undertake the following activities to ensure that induction training carried out within the department is of a high standard and that new members of staff are made to feel welcome and useful as quickly as possible. 9

11 for Inductees 6E THE QUALITY WIDGET COMPANY Supporting Best Practice in Induction Training Code of Practice for Inductees Production Team As a new member of staff, you are asked to work in partnership with your managers and colleagues to ensure that your induction period runs smoothly and is completed successfully. You are asked to commit to the following standards: To maintain your own copy of their induction checklist and schedule and inform your manager if any parts of it get behind schedule, do not take place, or are not carried out satisfactorily To keep all appointments made on your behalf, and to take a full and active part in all training that is provided To maintain your induction manual and let your manager know if any resources are not provided, or are unclear To make full use of the induction resource materials provided for your benefit To complete any questionnaires or practical work that are required as an aid to learning To attend briefing and feedback sessions with your managers as arranged and to communicate openly if you are particularly satisfied with your induction training, or if you are having problems To assist the organization in improving its induction program by taking part in the evaluation exercise that is completed by the HR Department at the end of the induction program. 10

12 for Inductees Template 6F Organization: Department: As a new member of staff, you are asked to work in partnership with your managers and colleagues to ensure that your induction period runs smoothly and is completed successfully. You are asked to commit to the following standards: 11

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