In the modern workplace, employee induction programs are very important. The main reason why induction is important for an organization is that it helps to integrate new employees into the business and show them the procedures, systems, culture, and values of an organization. It also familiarizes them with the new environment. A well-performed induction communicates to employees that the business values and cares about them (Bornman, 2014). A proper induction reduces the number of accidents and mistakes at work and improves the quality of work and ensures that the customers are satisfied. However, various benefits arise from employee inductions to the company.
Importance of Employee Induction in the Modern Workplace
Reduces Costs and Turnover
The well-structured induction training program is an important and natural development of a recruitment process. The programs are important to ensure the success of a worker, ensure that they adapt easily to their new obligations. Every business intends to get its return on investment. Therefore, someone leaving in a half a year is not a good business result and not proper for an organization’s culture, productivity and morale. While a business is keen to get through the backlog within the shortest time possible, the new member of staff requires some time to arrive at an organization’s specific culture. They should also know their obligation in the business and become conversant with ‘why’ and ‘how’ to do such things, and see their queries regarding the company being addressed (Patwardhan, 2020).
Reduces Risks and Ensures Efficiency
New workers need to be across any legal and compliance needs related to a business, and the procedures and processes of “how” to do business. They should understand the culture, mission, vision, and goals of an organization. For them to operate efficiently and be involved in their job, they should be educated on the organizational policies. This includes understanding their duties and responsibilities as employees. It is important if they sign off on such policies to ensure that they understand, which is a good practice for risk management for possible confusion down the track. It cannot be assumed that because they know where the organization’s manual is on the internet, they understood it (Patwardhan, 2020).
Leads to a Smooth Changeover
With the correct form of induction, employees can clearly understand an organization’s corporate prospects and ensure that the new hires do not pick up a second-hand partisan view. A good induction program does not have to be wide or huge, but it is organized and simply rolled out to every new worker. Induction increases a worker’s initial experience with the business. It reveals that they are maintained, cared for and that the business is devoted to their success. From a practical viewpoint, it ensures that the transition into a business is measured, smooth, and relaxed (Patwardhan, 2020).
Gives the New Members of a Team Confidence in their Business Practices
Normally, new workers should feel anxious or insecure about the new responsibility and how they fit in the organization’s business practices and culture. The process of onboarding is a good business opportunity to make a perfect first impression. Induction enables new workers to clearly understand how an organization works, where it is, where it foresees itself in the future, and how they, as new workers can contribute to making such vision a reality. Inductees will have an understanding of the business’s background, values and culture, policies, learning and development, benefits, and health and safety guidelines, among others (Powers, 2019). Ultimately, the process of induction is a good opportunity to make the new workers proud of their new business. Inductees will feel included and valued because they will understand that their contributions to the business are valued.
Sets the Scene for New Role of Inductees
The induction process familiarizes the new workers with the organization and their main roles and responsibilities. After the induction process, the new staff should clearly understand their role in the business and have the information needed to prepare for the new role (Powers, 2019).
Shows the Professionalism of a Business
Induction is a good opportunity for a business to build a good impression. The process needs careful preparation and is a formal way of welcoming new employees into the business. This shows an organization’s commitment to observing the professional values as far as performing its business and handling its existing workers and new employees (Powers, 2019).
Gives the New Members a Structure to Settle
Inducting new workers gives a way for the business to give a structure and help them settle in their role and make the process of integration seamless. Typically, it includes a road map for new employees, which includes relevant training and their long-term goals (Powers, 2019).
Makes Sure that the Vital Elements of Workers and Practices are Well-Defined
Induction allows the new workers to meet and become familiar with other staff and the managerial team and socialize and begin to build relationships (Powers, 2019). Also, it ensures that inductees understand the rules and regulations, code of conduct, and employee expectations. A well-organized process of orientation is a witness to the business’s commitment to making its workers feel valued. Induction enables new employees to feel welcome and get rid of their worries and confusion. In the end, the business gains from a well-thought-out process of induction. This includes improved job satisfaction, performance, and improved employee retention.
Establishes Good Communication
Induction training helps new workers establish good communication with an organization. As part of the training program, the new workers are introduced to their direct supervisor, other workers, leads, and managers of an organization. This makes them calmer when communicating with them later (Antonacopoulou & Güttel, 2010).
Employer Brand Building Opportunity
Each organization wants to employ the best talent in the market. Brand building rotates on packaging a company to stimulate job applicants or potential workers to an organization. Each organization is looking for the best talent in the market and must prove that as an organization they have the best processes, systems, benefits/perks, employee development opportunities that might be employed in the organization. Induction makes a company excite the new worker about its products, systems, services, structures, growth opportunities, and line management support (Antonacopoulou & Güttel, 2010). Once new workers are excited, they would recommend such an organization to their friends, family, school mates, among other people, and endorse the brand of that specific organization. More people may apply to such an organization and then the business can recruit the very best talents.
Research by Brandon Hall Group recommends that firms with strong onboarding processes boost their new hire rate of retention by 82 percent and their worker productivity by over 70 percent. The need for employee induction cannot be overstated. Robert Half found out that 59 percent of hiring managers in Australia have had workers resign during their probation time because of poor processes for onboarding and 43 percent of managers lost new workers within one month of hiring them (Bryson, 2018). Despite such alarming statistics, it appears that managers are missing a beat regarding the efficiency of their induction efforts. The Robert Half survey above shows that 28 percent of employment managers believe their present onboarding process is ‘excellent’, 51percent consider their process as ‘good’, and 16 percent believe what they do in the induction space is ‘sufficient’ (Bryson, 2018). Such disparity in manager insight and retaining figures proposes there is an important detach between how managers believe they perform from an induction viewpoint and what is happening when a new worker joins an organization. The paradigm is just simple, to ensure the success and retention of new employees, an organization must ensure their induction experience is consistent, structured, and positive.
Organizations that do not value induction training often risk personnel having the feeling of being drowned. They may also feel that they are wasting their time learning about the systems, protocols, and processes that everybody else appears to know about, and are scared to ask others (everybody appears so busy, leaving them to feel unskilled and misused). New workers should instead focus on tasks with a stronger financial outcome (Edwards, 2005). Therefore, rather than consider inductions a wastage of time, it is important to view a good induction program as a process of helping people become more productive. A good program should comprise system training and if the system used by an organization is complex, then there should be a schedule for formal training. A good induction program should not necessarily be a long process but if the work is complex, possibly consider running it for some time to prevent information burden for the workers. Inductions are important for organizational employees and the health of an organization.
Each new worker must go through induction to get the right impression on the business. Induction can be an advantage for each organization to reduce turnover of employees, boost efficiency and help the organization to be an employer of choice for extremely skilled employees. Also, new workers will adjust and mix quickly into the company and perform to their best. A well-performed induction communicates to employees that the business values and cares about them. How a new worker fails or succeeds at work may depend on the process of induction.
Antonacopoulou, E. P., & Güttel, W. H. (2010). Staff induction practices and organizational socialization: A review and extension of the debate. Society and business review.
Bornman, L. (2014). Exploring Realistic Job Previews in the modern workplace: an employee perspective (Doctoral dissertation, University of Pretoria).
Bryson, A. (2018). Mutual gains? The role of employee engagement in the modern workplace. In Rethinking Entrepreneurial Human Capital (pp. 43-62). Springer, Cham.
Edwards, M. R. (2005). Employer and employee branding: HR or PR. Managing human resources: personnel management in transition, 4, 266-286.
Patwardhan, S. (2020). Employee volunteering programs: an emerging dimension of modern workplaces. Mandated Corporate Social Responsibility, 215-243.
Powers, K. (2019). Stress and the Modern Workplace. Workplace Psychology.