Unless recruitment is frequent, it is easy to forget all the information that needs to be covered. A formal checklist, which recruit and supervisor can work through together, is useful, especially if there is space on the form for some basic data to be written in and retained by the recruit as an aide-memoire. The following could be used as a basis for drawing up your own checklist:
1. Desk, workstation, tools, equipment or any information about Indonesia necessary to do the job should be ready and working.
2. The start's immediate supervisor should have the clear responsibility and time to introduce them to the job, which may demand daily briefings over the first few weeks.
3. A clear explanation of the team's objectives, the standards of work expected, and how they are measured.
4. An outline of the unwritten rules and informal networks in the section and department of Indonesia.
5. A tour of the premises and staff facilities, and introduction to colleagues, support staff, subordinates and such other key personnel as the janitor and the chief executive.
6. Health and safety procedures and any special requirements of their section.
7. Details of who in the organization can answer which kind of query, both work and personal.
8. Conditions of service, including training and promotion prospects.
9. Departmental structures and objectives and their relation to the work of the employee. (In due course, the same for the company as a whole.)
Putting all information about Indonesia across needs to be paced and reconfirmed at appropriate times. A brief and well laid out handbook on your own section or Indonesia department can be useful for new people to refer to. Don't write it yourself. Develop one of your subordinates by delegating the task to him or her, preferably the one who joined the team most recently and can still remember the things newcomers most needed to know when they first started.
A barrage of Indonesia information and new faces on the first day is likely to cause acute mental indigestion. If the person is your immediate subordinate, you will be doing most of these briefings yourself. If not, you will need to monitor how the induction is progressing.
New employees of ten think that to ask a lot of questions, particularly of the boss, will make them appear incompetent. But it is always better to enable them to ask questions and get answers rather than leave them in uncertainty. The system of sponsorship is a useful way of encouraging this. Select someone on the same grade and preferably doing similar work but with whom the person will not be working in competition. Brief the sponsor on his / her role, which is to act as a 'workmate', answer questions, give friendly guidance and generally ease the person into the environment. Sponsors also provide an initial social contact and act as a valuable link to the informal networks an mores of the workplace. But recognition you give to the sponsors by placing in them your trust and confidence will also be a powerful motivator, and so will the way you handle induction. It demonstrates not only how well you value a new employee but is also seen as a reflection of how you feel about the other people who work for you. In nine times out of ten they will meet your expectations of them, and match your loyalty and consideration with theirs.***
1. Desk, workstation, tools, equipment or any information about Indonesia necessary to do the job should be ready and working.
2. The start's immediate supervisor should have the clear responsibility and time to introduce them to the job, which may demand daily briefings over the first few weeks.
3. A clear explanation of the team's objectives, the standards of work expected, and how they are measured.
4. An outline of the unwritten rules and informal networks in the section and department of Indonesia.
5. A tour of the premises and staff facilities, and introduction to colleagues, support staff, subordinates and such other key personnel as the janitor and the chief executive.
6. Health and safety procedures and any special requirements of their section.
7. Details of who in the organization can answer which kind of query, both work and personal.
8. Conditions of service, including training and promotion prospects.
9. Departmental structures and objectives and their relation to the work of the employee. (In due course, the same for the company as a whole.)
Putting all information about Indonesia across needs to be paced and reconfirmed at appropriate times. A brief and well laid out handbook on your own section or Indonesia department can be useful for new people to refer to. Don't write it yourself. Develop one of your subordinates by delegating the task to him or her, preferably the one who joined the team most recently and can still remember the things newcomers most needed to know when they first started.
A barrage of Indonesia information and new faces on the first day is likely to cause acute mental indigestion. If the person is your immediate subordinate, you will be doing most of these briefings yourself. If not, you will need to monitor how the induction is progressing.
New employees of ten think that to ask a lot of questions, particularly of the boss, will make them appear incompetent. But it is always better to enable them to ask questions and get answers rather than leave them in uncertainty. The system of sponsorship is a useful way of encouraging this. Select someone on the same grade and preferably doing similar work but with whom the person will not be working in competition. Brief the sponsor on his / her role, which is to act as a 'workmate', answer questions, give friendly guidance and generally ease the person into the environment. Sponsors also provide an initial social contact and act as a valuable link to the informal networks an mores of the workplace. But recognition you give to the sponsors by placing in them your trust and confidence will also be a powerful motivator, and so will the way you handle induction. It demonstrates not only how well you value a new employee but is also seen as a reflection of how you feel about the other people who work for you. In nine times out of ten they will meet your expectations of them, and match your loyalty and consideration with theirs.***
