On-boarding and inductions

When you start a new position a process of welcoming you and guiding you through the service processes is known as an induction.

This is the first opportunity for an organisation to engage with the new employee.

It is also the first experience for the new employee so offers the ideal opportunity to showcase the organisation, the service’s philosophy, policies, and procedures.

Additionally, it also forms an important part of the National Quality Framework.

An induction facilitates new employees gaining a true understanding of their roles and responsibilities respective to the organisation and under the National Law and National Regulations.

Inductions vary from orientation, with an induction focusing on the practical, tactical side of a new employee starting.

Whereas typciall an orientation focuses on getting everything set up including making sure you get paid,  providing you with any work equipment such as a laptop, learning how to expense purchases and get reimbursed, etc.

Orientation gives you access to the basic tools for your role, whereas on-boarding and inductions makes sure you know how to use those tools and navigate with them.

Completing induction training not only enables the organisation to welcome the new employee with the aim to ensuring they understand the systems and procedures but can provide a new employee a sense of belonging. Additionally, it covers the rights as the employer,  employee rights and the terms and conditions of employment.

The purpose of an induction is for an employee not to feel like they have been ‘thrown in the deep end’, but rather have an understanding and knowledge of the organisational management process as well as feel an integrated member of the team with clear roles.

A good induction can not only increase staff retention and reduce the time needed for a new staff member to settle into the workplace, it has been proven to commonly make for a more contented work environment and culture.

Good inductions should be intentional. They should ideally:

• Be interactive.
• Clearly disseminate information in a variety of formats, not just via PowerPoint or electronically.
• Flexible delivery meeting individual needs and roles.
• Well organised.
• Consistent.
• Induction should be relevant. An induction should not just cover rosters, positions, ratios. It should demonstrate what are the service values and why.
• Should be supportive of the new employee to learn about their new setting and the requirements of their role.
• Inductions should be well planned. Ideally, there should be an induction plan so that everyone has a clear idea of what to expect and the time frame for the induction.
• Consider a buddy system. This is particularly useful within larger organisations and can be critical for the new employee in the first few months.
• Should have a time frame of periods to check in with the employee during their probation period. It is important to schedule meetings with new employee to touch base with them and provides the opportunity for both parties to informally discuss how they are going, address any questions or possible issues, etc.
• Critically reflect on each induction. This ensures that the process is continually evolving and maintains currency to the environment. Asking questions such as: Is the induction and orientation process relevant? Does it need of updating or expanding? Are there things that have been continued out of habit? Is there a more efficient way?

1. A welcome pack. A welcome pack makes it intentional, purposeful, and welcoming. There is no prescribed list of what should be included within a welcome pack. It may include a personal touch or be solely related to the industry and include the organisation’s code of conduct, confidentiality agreements, policies and procedures manual, rosters, Early Years Framework, National Quality Standards, the ECA Code of Ethics brochure, a copy of the service’s Acknowledgement of Country, resources, etc. A welcome pack links in with the administrative component of the induction.
2. There is some administration must haves for an effective and suitable induction. This information can be quite labour-some so should be made available as a resource to access whenever they need it and be able to read through. Relating the main points of company policies and procedures (time off, payroll, grievance procedures, etc), health and safety, first aid, evacuation procedures, etc are necessary and providing the opportunity to read is essential. This can be achieved by a signed page to be returned for the employee to confirm they have read and acknowledge the content. A deadline for return is good practice.
3. A tour. Being guided around the service is important in not only identifying the various areas but enables the discussion on expectations and involves sharing some vital elements and run down on the facilities. Who doesn’t want to know important things like where the loo is, how to work the coffee machine, put your lunch and bag, where the stationary is kept, lunch breaks, smoking guidelines, etc. This should all be covered in the tour and discuss the basic rules and include usage.
4. Introductions to other staff. This generally happens during the tour, however, there may be other staff that need introductions. Providing an organisational structure can be beneficial as well for them to refer as it can seem quite overwhelming to meet so many staff at one time. This will also enable the new staffer to know who to report to.
5. Company policies, procedures, values, and goals. This covers elements of the administration component of the induction; however, it is important to be mindful that an induction reflects the company culture and is the first impression for the new employee. This outlines the expectations from the outset and enables the employee a clear understanding in relation to the vision. Additionally, it is proven that sharing this information clearly in an induction assists with staff retention, performance, and engagement.
6. Training. Of course, there may be training required in relation to the specific role but should also include organisational training such as IT or using the telephone, or operational such as alarms, etc.
7. Contact details. Provide the new employee with all the relevant contact details should they need to contact or have any questions etc. This should include role title, phone numbers and email address.
8. Provide the opportunity for feedback and questions.