Lead with the Right Foot: Conducting New Staff Orientation Programs
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1 Lead with the Right Foot: Conducting New Staff Orientation Programs Jacquelyn D. Elliott SACRAO Vice President for Professional Development & Marion Military Institute Chief Enrollment Specialist
2 Agenda for Session Icebreaker Why should we invest in staff orientation? Onboarding vs. Orientation Preparing Before the hire Basic training procedures How to implement Expectations Team building Guest training How to evaluate Feedback Evaluations
3 Goals of the Session Gain a better understanding as to why orientation is so important Recognize the difference between orientation and onboarding Be able to identify the three steps: preparing, implementation, and evaluation as well as techniques for each area Be able to better prepare new staff (or student) orientation sessions upon return to your institution
4 WHY DO WE INVEST OUR TIME?
5 Why Invest? Confirms applicant s choice to take the job Builds confidence in new employee to start contributing as a valuable member of team Orients person to culture, policy, and expectations Production output more immediate Makes your team stronger, thus, improving your own success It s the right thing to do
6 Why Programs Fail Not planned Employee was unaware of the job requirements The employee did not feel welcome Adult learning concepts not incorporated Doing Feeling Thinking Watching
7 ORIENTATION vs. ONBOARDING
8 Is There a Difference? Orientation The event that usually takes place on or near day one that provides the information regarding the organization and provides necessary paperwork to complete. Onboarding The bridge between the resume screening, interviewing, and selection of a job candidate and the annual review measuring how that employee is doing in his or her job (Watkins, 2003)
9 Orientation An event Usually more of a one-way flow of information to the new employee A one-size fits all program Logistical and tactical Usually classroom style learning Upon completion employees are still new Onboarding A process Allows information to flow through several channels of the organization Delivers an organizational overview in relation to the person s job role Integrative and strategic Blended learning approach Employees are fully integrated at end Adapted from McGraw Hill Professional
10 PREPARING
11 Scenario Imagine it's your first day at a new job. You arrive at an office where no one seems to be expecting you. After locating your workstation, you realize that no one has shown you how to log into your computer or get an outside line on your phone. You do not have a clear idea of what you are expected to do first in your new job. Your supervisor is nowhere to be found, and you are starting to question your decision to accept this position. Scenario from GuideStar
12 PREPARE! Before the Hire Arrives Send a welcome package Notify Payroll Notify Security Office Announcements Create and and Voic Account Work Space Business Cards and Nameplates
13 Basic Training Procedures Delegate training wisely Socially and professionally mentor the new hire Put it in writing Create a safe learning environment Make allowances Don t micromanage Provide the tools to succeed Eliminate roadblocks Segment the training Cross-train only when the main duties are being successfully achieved Be generous with praise, stingy with criticism
14 IMPLEMENTING
15 Expectations
16 High achievement always takes place in the framework of high expectation. -Charles Kettering Professional Expectations -Review and discuss individual job responsibilities/performance expectations within office and overall institution Personal Expectations -Highlight expected work ethic, representation outside of the institution (social media, etc.), attitude, team work Guest Service Expectations -Illustrate the expected guest experience (phone etiquette, personal greeting, first impressions, prompt responses to requests) Office/Institution Expectations -Review office policies (time off, lunch hours, office hours, salary vs. hourly employment)
17 Team Building
18 Coming together is a beginning. Keeping together is progress. Working together is success. -Henry Ford Integrate new staff member into the current team and overall campus community Open door policy from leadership Accept new ideas and encourage feedback Share the vision! Identify strengths of individual team members Involve team members in decision making Have fun together! Set goals and offer team rewards Team building games and exercises Respect, encourage and support each other Lend a helping hand Encourage questions and discussion
19 Feedback and Evaluations
20 I have yet to find the man, however exalted his station, who did not do better work and put forth greater effort under a spirit of approval than under a spirit of criticism. -Charles Schwab Feedback Reinforce strengths Point out positives Allow performance feedback as a daily occurrence Allow mistakes and encourage learning Address errors quickly and privately Focus on team improvement Pursue excellence at all times Evaluation Multiple evaluation opportunities Self-evaluation Supervisor performance review No surprises Identify areas and opportunities for professional and personal growth
21 Training is everything. The peach was once a bitter almond; cauliflower is nothing but cabbage with a college education. -Mark Twain Benefits Reduced turnover Enhanced departmental image Risk management Diversity Harassment Increased Job satisfaction Employee motivation Efficiency Capacity to adopt new technology Innovation in strategies
22 References Watkins, M. (2003). The first 90 days: Critical success strategies for new leaders at all levels. Boston, Mass: Harvard Business School Press.
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