Employee Development and Orientation Imagine, if you will, a workplace free of all physical and psychological hazards allowing employees to perform their duties to the best of their abilities without any threat of grievance. Can this be possible?
Prepare to welcome new employees to your organization Your nonprofit is ready to hire a new employee. But are you ready to properly welcome him or her to your organization? Sure, you've got a lot to do.
It might be tempting to sit your new employee down at a half-cleared desk and get back to your own work. But if you want your new staff member to be productive — and ultimately stay — you must invest time and effort in welcoming and acquainting him or her with your organization.
A well-planned and thoughtful new employee orientation shows new employees that you care about and support them. The process can also reduce some of the anxiety that goes along with starting a new job while exciting your new hires about the work ahead.
Before the first day Prep a workspace Make sure your new employee has everything he or she needs to be functional, such as a desk, computer, phone, working email, software access and any other necessary tools or supplies.
This will allow the employee to concentrate on more important things than finding a pen and paper. Create an onboarding agenda Make an outline for the new employee's first week. Include the date, time and participants for each agenda item, such as first-day introductory meetings for the new hire and his or her supervisor and key colleagues, team meals, training sessions, staff meetings and check-ins.
This should be one of the first documents given to the new employee on the first day. Deal with the paperwork If possible, have your new employee complete Employee orientation necessary employment forms and review employee policies and benefits ahead of time.
Otherwise, set aside time on the first day for signatures and document review. Introduce your organization Send the new employee your annual report, current budget, an updated organizational chart, staff bios and a summary of your strategic plan.
Include a copy of his or her job description and his or her supervisor's job description. You might also include an inspirational video about your mission or a link to a meaningful speech given by leadership about what makes your nonprofit unique.
The first day Be welcoming Arrange a welcome breakfast or lunch. Use the meal as an opportunity for your new hire to get to know your staff, what they do and how they each relate to the organization as a whole. In the meantime, let your staff know when to expect the new hire and encourage them to introduce themselves.
Make it personal Meet with your new hire one-on-one. Give him or her an office tour. Go over your background, what brought you to the organization and what your nonprofit is about. Don't be afraid to share some of the challenges your organization might currently be facing.
Also explain your office culture, communication guidelines and general expectations. Together, define what a successful first 60 to 90 days would look like.
At the end of the day, ask your new employee if he or she has any questions and thank him or her for joining your team. Cover the bases By the end of the first day, make sure you: Match your new employee with a colleague who can provide helpful answers and guidance in the coming days and weeks.
Be sure to intersperse training with opportunities to meet and mingle with other staff and senior leaders. By the end of the first week, make sure you: Resolve any issues with the workspace or equipment Provide an overview of the organization's mission and vision Explain the roles of the board and the executive director Describe how the employee's job contributes to the organization's goals Assign a buddy to serve as an informal guide Arrange for the new employee to shadow his or her supervisor to learn more about the organization and its culture Review the employee's job description and duties Discuss performance expectations and explain the annual performance review process The first month and beyond Expect minimal productivity while your new hire is learning the ropes.
Remember to keep feedback balanced. Don't give only corrective feedback. Look as well for opportunities to reward initiative, information seeking and other positive behaviors.
By the end of the first month, make sure the new employee: Has met all staff members Has identified performance and professional development goals Has completed or is enrolled in any required training programs, such as health and safety training Understands additional learning opportunities, including internal and external resources Then, at three months: Meet with the new employee to discuss what's going well and what could be improved keeping in mind that most new hires should be carrying a normal workload by this point Meet with the new employee and his or her supervisor to discuss the orientation process and any additional training that would be helpful for the employee Ask the new employee to provide feedback on the orientation process Periodically review the orientation process Be sure to regularly review your new employee orientation process.
Are the goals of the orientation being met? Talk to new employees and their supervisors about what's working and what's not — and how you can improve the process.
Body Disclaimer MissionBox editorial content is offered as guidance only, and is not meant, nor should it be construed as, a replacement for certified, professional expertise.Employee Orientation & Onboarding Welcome to the Commonwealth Employee Resource Center!
You’ll find informational resources for newly hired and existing employees, as well as those who are considering state service. Employee Services holds a one-on-one orientation shortly after hire.
During the orientation, a review of University benefits and general policies and procedures are discussed. Orientation On the day of orientation, you should park in visitor lot on Spring Street in between McDonald's and the Holiday Inn located in front of Harborview Office Tower.
You will receive a temporary pass for your vehicle for the day of orientation. Orientation is the planned introduction of new employees to their jobs, coworkers, and the organization. However, orientation should not be a mechanical, one-way process.
Because all employees are different, orientation must incorporate a sensitive awareness of the anxieties, uncertainties, and needs of the individual. Orientation in one form or another is offered by most employers. Whether you're a new, existing or prospective employee, use this site to get better acquainted with our city, our organization, and the programs, services and benefits available to our employees.
Welcome to the University of Rochester! Soon you will be attending our Orientation Program. To ensure that you are well prepared for Orientation, we are providing the following information: Location: Staybridge Suites Genesee Street.