Structuring the induction training plan

You should strive to organise the induction plan and give it to the new starter before
they join you. This means thins need to be planned well in advance because the plan
will necessarily involve other people's time and availability.

Here's an example of how an induction programme might be shown using a template

planner. A schedule is also a useful method for circulating and thereby confirming
awareness and commitment among staff who will be involved with the induction of
the the new starter.

induction training plan example

Guide to the Induction Process
This Guide is to assist organisations that may not have a formal induction process.

The objective of induction is that the employer will have explained to the new
employee, and the new employee will fully understand the objectives of:

• the organisation;
• the department;
• the organisational policies; and
• their own key performance indicators.

• All aspects of the employment relationship;

• The organisational structure;
• All communication channels within the organisation;
• The geography of the workplace.

Benefits of Induction include:

• Avoiding any doubt on the part of the new employee, especially in respect of
levels of quality of performance required by the organisation;

• Giving the new employee a sense of certainty in not only their job but their
total professional environment;

• Avoiding any possible personal grievance actions through the failure of the
employer to adhere to Performance Management procedures.

This Guide uses the term ‘Employer”. This may also include ‘Human Resources
Manager’, ‘Departmental Manager’ or ‘Line Manager’.

Organisational/Departmental Objectives

1. The employer should advise the new employee of the Organisational

Objectives. This will help to focus the new employee upon where the
organisation is going.

2. The new employee should then be explained the departmental objectives.

The employer should deal with any questions which may arise.

3. All organisational policies should be included in this session. This would

include issues such as Health & Safety, Smoking and Sexual Harassment.

Performance Management

1. The employer should explain the Key Performance Indicators derived from
the Job Description and make clear to the new employee what is expected
of them.
 2. Within this process, the employer should make clear what acts or omissions
are regarded as disciplinary offences and the level of consequences of such
acts or omissions. The employee should be completely clear about what
behaviour would result in dismissal, written or verbal warnings.

By discussing these issues from the outset and giving regular performance feedback,
the employee will be aware of:

• satisfactory/exemplary progress;
• unsatisfactory progress leading to disciplinary proceedings.

Organisation Handbook

The organisation should, if one does not exist, consider producing an organisation
handbook outlining the various issues contained in this Guide.

Organisation and People

1. A list of ‘required people’ should be given to the new employee, and the new
employee should meet with these key people as soon as possible. Such
people would include:

• those carrying out the human resources function;

• those responsible for health and safety;
• the new employee’s departmental head.
2. A new employee should be told who they should raise a personal grievance
with should one occur.

3. The new employee’s co-workers should have been informed of the new
employee’s arrival and commencement of employment. Ideally the new
employee should meet with all their co-workers as soon as possible.

4. The new employee should be given a chart of the organisational structure

with the names of those who will be an integral part of the new employee’s
professional life.

Organisation and Place

The new employee should be shown all the common functions in the organisation,
such as:

 Toilets;
 Human Resources office/department;
 Source of First Aid;
 Fire exits and meeting points;

Organisational culture

1. If there is a formal ‘corporate culture’ then the employee needs to be given

guidance on this matter. This would include the informality/formality of the
organisation.

2. In a workplace which may be ‘culturally diverse’, the new employee should be

advised of any policy concerning cultural sensitivity between ethnic groups
and matters of a common language between all employees.

Collective Agreement

If there is a recognised union in the workplace, the new employee should be

informed of this fact and given the name of the convenor in the workplace.

Change

Any future change in the structure or direction of the organisation should be

disclosed to the new employee. This would have already been disclosed to existing
employees. This will avoid any disorientation on the part of new employee.

Mentor

If the organisation has a mentoring programme, the new employee should be

assigned to a mentor who, ideally, should be:

• not the new employee’s line manager;

• one or two hierarchical levels above the new employee.

The mentor should be available to the new employee for a specific period, for
example, 1 to 2 months and should provide guidance and support to the new
employee. There are many matters that the new employee will wish to ask after the
first day of employment and the mentor should be the person they can refer to.

Induction training review and feedback

As with any type of training, it is vital to review and seek feedback after induction
training. It is particular important to conduct exit interviews with any new starters
who leave the organisation during or soon after completing their induction training.

Large organisations need to analyse overall feedback results from new starters, to be
able to identify improvements and continuously develop induction training planning.

Seek feedback also from staff who help to provide the induction training for new
starters, and always give your own positive feedback, constructive suggestions, and
thanks, to all those involved in this vital process.
The Induction process should conclude with the completion of a Checklist of issues
that both the employer and new employee should sign off.

Date Process/Issue Employer’s New Employee’s

signature signature
The Employer has complied with the
provisions of the ERA00.

The New Employee should have been

given an Individual Employment
Agreement.
The Employer has explained the
contents of the Individual
Employment Agreement with the
New Employee.
The New Employee has a copy of the
Organisation’s Mission
Statement/Organisational
Objectives.
The New Employee has a copy of the
Departmental Objectives.
The New Employee has a copy of the
Organisational Policies
The Employer has explained the Key
Performance Indicators of the post.
The New Employee now has an
Organisation Handbook
The New Employee has made contact
with the organisation’s ‘required
people’
The Employer has informed the New
Employee’s professional colleagues
of their appointment
The New Employee has received an
Organisational Chart.
The New Employee has made contact
with their mentor.

The employer should sign off on all these matters and ensure that the New Employee
does not have queries about their post and their professional environment.

Date Sign Off Employer New Employee