Summary On job competence is the result of good induction.
Every new employee wants a positive introduction to working with your company.
So do you.
Understanding the following essentials will ensure that everyone wins.
The Purpose of Induction Induction is the final stage of staff selection.
Induction seeks to have the new employee settled and competent on the job as quickly as possible.
That's what the new employees want too.
They want to be seen as competent contributors to the business and as effective members of their workgroup.
Whose Responsibility? The manager or supervisor is responsible.
The actual induction can be delegated to a competent, reliable and experienced co-worker provided the co-worker is a good instructor For the first few days the manager should review progress every half day.
The review should be very specific.
The inductee should be able to demonstrate competence in the review.
The time between reviews increases as the new employee becomes competent.
But only the manager can declare the induction complete.
As Long As It Takes The success of induction can be determined only by the on job success of the new employee.
Cover the simplest parts of the job first so that the new employee can demonstrate some on job competence as quickly as possible.
Test competence before commencing induction.
Using clear performance goals and standards you can discover what the new employee already knows and can do.
This saves unnecessary training.
Allow flexibility to that the employee can move faster than scheduled as they master skills.
Performance Stoppers In Induction Avoid boring or useless tasks e.
g.
"read the manual", "review these files", "stay with me and I'll show you the ropes".
Meeting everyone is also unnecessary at the start.
Avoid anything that may prejudice the new employee against the new job or company.
Don't confuse induction with company orientation.
Familiarization with company history, corporate identity and similar issues should follow induction.
"Competence first" is the key.
Conclusion Good job induction can make or break a new employee.
Do it well and the new employee will be competent and comfortable very quickly.
Do it poorly and you'll both suffer.