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Induction should not be the ‘Cinderella’ of training Tracey Willmott, People Development Director at Eat the Elephant Limited

Author: Tracey Willmott, People Development Director at Eat the Elephant Limited
Last Updated: 4/12/2011 8:52:57 AM

Summary

When I was undertaking my CIPD (Chartered Institute of Personal Development) many years ago I read this quote from Fowler; “Induction should not be the Cinderella of training”. It’s resonated with me over the years and here’s why:

Article

When I was undertaking my CIPD (Chartered Institute of Personal Development) many years ago I read this quote from Fowler; "Induction should not be the Cinderella of training".  It's resonated with me over the years and here's why:

Have you ever finished your first day in a new job and thought 'have I made the right decision?'.  I would guess that you probably have.  Many people, myself included, have experienced those first few days in a new job with real scepticism.  

It's difficult (and often risky) enough to make the decision to move to another company, so when your first impressions of working there leave you feeling even more uncertain of your decision it's just not a good start to your new career for you or your new employer.

I have worked in many organisations and actually experienced induction being 'done to me' at break neck pace over my first day or week of employment. This could well be perceived as a tick box exercise. Had there been an exam at the end I'm not sure that I would have passed because of the barrage of information that was pretty much shoved in front of me during those first few days.

Worse still I remember obtaining a General Catering Manager's position and being issued with 2 diaries; a set of car keys and a manual with an announcement from my new boss along the lines of "I'll be back in a couple of weeks to see how you have settled in."

Experiences like mine are unfortunately common place.  Managers tend to see induction as a necessary evil that is time consuming and stops them going about their 'own' job.  We've all been there with a list of other priorities to get through that week, all deemed far more important than spending time with a new employee.  So we spend 10 minutes carrying out the obligatory 'meet and greet' and then simply issue our bewildered new employee with a 100 page handbook to read at their leisure.

This approach might save you a couple of hours from your busy week but it will cost you much more in the long term because the chances are you'll be looking to fill that same role again a lot sooner than you might want. This is not just time consuming, it is resource and investment hungry.

Cinderella (induction) should go to the ball

Many would argue induction should not start on day one of employment but instead that it should start at the point of recruitment - we all know first impressions count and stick.  Every single employee is an internal customer and ambassador for your business.   Do well by them and they will be a formidable marketing tool for you, let them down and they'll be quick enough to share those feelings with others too.  Remember there is a link between trust and cost to you and your business.

Consider your new employee, think about your own personal experiences of starting a new job too, what helped you the most to settle in to your new role, become good at it and achieve the best results?  You should also be thinking about the cost of recruitment in the 'tougher' financial climate and ensuring that you maximise your return on investment.  

When asked, most people will say that in all honesty they are still learning about their new organisations 6- 12 months after joining.  Effective induction is not an overnight process, it takes time but the rewards will be worth the effort.  Well planned, engaging and enthusiastically delivered inductions over realistic periods of time using a variety of methods create long lasting positive work relationships.  

And the good news is that this sustained, planned and carefully executed approach will pay dividends for your business.  Long term employee retention levels are usually at least 25% higher in organisations where effective induction programmes are used.  So we should put maximum effort into getting induction to the ball!

Will your induction get to the ball or turn into a pumpkin?

Q Does your induction sell and invite people to belong to your business, values and culture?

Q When did you last review your induction plans/training and are people actually using the materials provided?

Q How consistent are your inductions?  Do they give your people the right first impression of your business and show you care?

Q How easy to use and follow is your induction training? For example is it ordered in line with other documents for ease of reference?

Q Do you obtain timely feedback from new starters to constantly improve your inductions?

Q How well spaced out is your induction programme and what duration is your induction programme - is it interactive and a two way process?

If the person responsible for induction within your company doesn't know the answers to these questions or they are defensive or unenthusiastic then it's time to review your induction.