The objectives which are to be considered in this scenario are: first, to increase the production of the new hire within a shorter span of time after joining the Company. Second, to enhance the level of synergism the new hire is able to showcase while at the new place of job. Third, is to determine the degree of integration that the new hire would depict in respect to the existing social network structures.
First, in terms of production, it is safe to assume that the firm’s desire is for a higher- level of production-tailored objective to be focused entirely on the new hire. Notably, a new employee is considered to be a valued element of the firm’s production activities. The key aspect of the orientation program is to narrow down the start-up time in order to get the new employee on the workplace, producing in the shortest time possible after hiring (Dunn & Jasinski,2009).
The common form of evaluation needed to measure whether or not higher-production level has been achieved at the right time is the manpower skills identified with new recruited employee as well as the completion of the program development which had been set for attaining within a given time-frame. Thus, in order to meet the objective of efficient and effective orientation program, according to Dunn & Jasinski (2009), contends a 4-to-8 hour span of time which should be committed to orientation program in order to place the new recruit at a fair position upon they can attain full production levels.
Second, in terms of synergism, it is fair to stipulate that the firm at hand is placed at a position upon which it deems crucial to seek for cohesive objectives which are meant to catapult effective utilization of team efforts as well as the focusing on the department or work group. Synergy-based objectives depict employees as active members of work teams which are considered to be more efficient as compared to individual employee working by their own efforts. Notwithstanding, the role of the employee orientation program is to increase the efficiency of a new employee through effective transition in order to work within a team. The senior management of a firm should assume narrow-based responsibilities for these orientation programs while avoiding direct form of involvement in the course of the development procedures (Dunn & Jasinski, 2009).
Thus, companies should be involved with development of orientation programs which have longer periods of the exercise at hand. The most applicable attribute which could be used to measure the effectiveness of employee’s synergistic goals is through measuring their ability to perform fairly within the aforesaid team groups.
Third, in terms of degree of integration, it is fair to assume that firms put in effort which is focused on the company as a whole through supporting the objectives stipulated under a workgroup and individual employee in respect to the strategic mission of the firm at hand. The effective way through which this notion is attained is letting the company identify and promote a unique designed culture. A designed culture allows firms to perceive employees as immediate stakeholders in the course of success of the company so that the new and existing employees are allowed to buy into the respective visions and mission of the aforementioned firm.
Therefore, the main focus of the orientation program procedure is to transmit culture and incorporate the new employee into the existing social framework of the firm in the course of the on-boarding development. The responsibility which had earlier been placed on the employee orientation program is later disseminated to the existing stakeholder in order to bring about immense success of the new employee. Furthermore, in this case, the firm’s resource materials are widened to include slots for both guides as well as peer-support for the new employee in that matter. A measurable period of 90 days is sufficient enough to allow for the integration to take effect and those new employees who depict acclimatization are gauged on the basis upon which they assimilate into any department activities without breaking existing social-network ties.
Critical Elements of the Employee Orientation Program. First, the orientation program is focused on allowing the newly hired employees to contact key staffs in order to establish a cordial form of relationship with them. It is certain that the employee orientation program brings together all staff members on a monthly basis upon which different member staff working within different departments are able to come together under a common platform and share their respective experiences in the course of duty.
This element of the program is considered to be working fairly especially because new employees are able to learn and comprehend challenges attributed with the senior most staff. Thus, the on-boarding process is included in this element in order to extend the contact newly employees access prior to the date of starting the job at hand.
The subsequent significant element of the employee orientation program is the alignment of a guide or mentor to the new employee. This ensures that the recruit undergoes a thorough orientation procedure so that they are not stranded in any manner. An experienced member of staff is granted the responsibility of showing the new recruit around the office structures and departments. The guide ensures that the recruit undergoes relevant introduction sessions as well as helps them access needed resource materials. Markedly, the guide ensures that the employee completes the training classes which include a site-specific nominal safety induction, training on confidentiality of the clients as well as the manner in which to handle clients.
Another significant introduction which the guide ensures the recruit is allowed to access is the knowledge about the department’s website whereby most of the firm’s policies and procedure are laid out in a systematic and approachable manner.
Another element boosted by the employee orientation program is the communication platform which is created for numerous purposes. First, it ensures that the newly recruited employee is placed under right team networks whereby they can access most of the assistance they need while undergoing induction processes. This communication platform also ensures that the names and other contacts like the email addresses are added to both contact and email databases within the firm (Cirilo & Kleiner, 2003).
The recruit induction tracking form is also an element which has been critically established in order to provide for directions to the procedures involved as well as in ensuring that there are no steps of the process which are missed. This “tracking form” is kept at the vicinity of the mentor who had previously been assigned to the new recruit. The mentor ensures that the new recruit undergoes full induction program and training and as a proof that the recruit has attained this status; the form is stored as permanent records of the recruited employee.
The form stipulates that the induction process should be initiated even before the arrival of the new recruit. First, the supervisor concerned with operational activities of the firm gets to receive a notification from Human Resource management which acknowledges the acceptance of the potential recruit to work with the firm. The form also is used by the operational supervisor to confirm with the recruit as well as ensure that they are on the right course of action on day-one in their workplace environment
The Blend of Training Delivery Methods used to Facilitate Efficient Working of the Elements. For the first element, which deals with ensuring that the new recruit gets to know senior management as well as experienced staff on an individual term can be conducted fairly through mentor-paced models whereby the guide ensures that the new recruit gets to know most of the entire staff working within the firm irrespective of their ranks or position. In that manner, the new recruit is tasked with the responsibility of getting to interact extensively with different social networks in operations. However, it should be noted that the training model can be transformed into a self-paced initiative. The purpose of selecting this model over the others is for the mere fact it cuts down on costs and time (Hacker, 2004).
For the second element, this deal with assigning the new recruit with a mentor should also be conducted on a mandatory pace. This is to ensure effectiveness as well as efficiency of the program at hand. The selection of this form of training model is based upon the utilization of the resources which the firm, at hand, has committed into ensuring the effectiveness of the orientation program in order to meet the different goals set at a formidable time and pace.
For the communication element of the employee orientation program, it is fair that the training model take both forms of models which are self-paced as well as mentor-based models. Mentor-paced model is meant to introduce the new recruit into the manner in which contacts are listed on the Company’s database. This is considered to be significant in the sense that it conforms to the steps laid-out in the course throughout the unfolding the induction process. Self-paced model is later applied in order to ensure that the new recruit gets to understand the need to update their respective contacts on an ad hoc basis.
The communication element should be matched up with a self-paced model since it cuts down on costs and ensures that more time is available for the completion of other key aspects in the program. For instance, the model approach can cut down on the amount of time spent for communication element and allocate it on issues which affect the operation of the Company directly like customer service, learning of the Company’s website and so on and so forth.
Evaluation Process that should be used to Measure Success of the Program:
Evaluation of the success of the employee orientation program can easily be measured using such attributes as integrity of data fed into databases, productivity-level of employees and the rates of retention as well as recruiting.
Data integrity is further measured through accessing the percentage rate of incorrect and missing customer data in the system databases. A reduced percentage rate is a clear indication that the orientation program performed its duties intensively. The implementation of the program should cut down on costs used for locating missing data and data duplication as well.
In terms of productivity-level as an element of measuring the success of the orientation program, a fair evaluation should depict an increase in the production level of the new recruits after implementation of the program took place and at the absence of it. A well-formulated employee orientation program should showcase increments in the production which are attained at half the amount of time used while the investment was absent.
Through the use of retention facet as an evaluative measure for the success of the employee orientation program, it should be noted that an effective and efficient programs cuts-down significantly on the rate at which employee turnover takes place (Jamrog, 2004). The recruitment exercise should also be at a minimum in order to stipulate low-employee turnover.
Identification of the knowledge, skills and abilities is expected from the Participants. First, the participants of the program should be able to identify the different processes of production stages since the manufacturing is an activity that constitutes immense operations. Ability to distinguish between machine-models and products is required given the fact that production is an on-going process. Second, in terms of meeting the objective of integration as well as synergism, participants are expected to possess social skills so that interactions are made effectively and efficiently.
Teams need people who can communicate fairly and are able to express their ideas immensely without hitches thus, communication skills come in handy. Teams require fundamental report-writing skills which require participants to record information in the course of meetings.