Invest in induction rather than recruitment

Induction is an essential component of the recruitment and selection process, but as Business Systems Specialist Tamara Simon explains many employers make the mistake of overlooking this important process.

Businesses spend substantial amounts of time and money on recruitment each year; and yet, for many, induction is just a simple tour of the office rather than a structured program.

Why is this the norm rather than the exception? Unfortunately many employers feel that it's not important, say they don't have time or just aren't sure what to put into an induction program.

A structured induction program should include training, allocation of work and a performance review at the end of the probation period. Research shows over 35% of employees leave organisations within the first 12 months due to:

  • Lack of understanding about their role
  • Unrealistic work expectations
  • No formal or informal performance review, and thus no idea of how they are fitting in
  • Uncertainty in where to find things
  • Unsure of the 'correct' way to do things

Here are some of the things you need to develop to minimise employee turnover in the first 12 months.

Induction Kit
Develop an induction kit which includes key names, positions and contact numbers. Have an office layout plan with names to show where everyone sits. Have information about HR policies, procedures and relevant forms. Give new employees a copy of their position description, signed letter of employment and a procedures manual which details tasks specific to their position.

Buddy/Mentor
Allocate a buddy or mentor to the new employee. It's important to provide the buddy/mentor with training too.

Training
During the induction program, the new employee should receive training in the email system and how to book meetings in an electronic calendar, any technical software and business systems such as policies and procedures specific to your organisation.

Performance Review
Ensure the buddy or supervisor holds informal meetings at the end of each week with the new employee to give and receive feedback, ensure they are settling in, and to address any concerns. These should be supported by formal monthly performance reviews during the probationary period.

The relevant manager should hold a formal performance review with the new employee upon completion of the probation period to determine if employment continues.

Feedback
Provide ongoing formal and informal feedback so the new employee feels valued and part of the team. Investing in induction will ensure a better return on your recruitment investment, and will help keep knowledge and skill in your business rather than have it walk out the door.

Submitted by Tamara Simon AFAIM