Implementing a Self-Start Induction Programme

Purpose

This implementation guide provides suggestions of how new employees and their managers can make best use of SelfStart - a flexible work-based learning tool.

selfstart

introducing you to your job and your organization

30 self-help activities designed to integrate new employees into their company and their job, quickly and effectively

   1.      understanding my role
   2.      knowing the business
   3.      working with others

What is selfstart?

selfstart is a three stage, self-help programme designed to ease new employees into the organization and their job. The aim is to make them effective in their new job, and to build understanding of their organization, fast. Ideally the programme should be completed within their first month.

How does it work?

Each stage consists of a series of activities which are undertaken on a self-help basis or, where appropriate, with a colleague acting as mentor.

At the end of each stage, the new employee should set up a meeting with their line or personnel manager to discuss their findings and any queries they may have. It will give the manager the opportunity of developing those issues which are felt to be important, and of clarifying any misconceptions. These sessions are called 'talking points'.

You may wish to appoint a mentor (normally an experienced peer or colleague from the same department). The mentor's role is not to carry out the activities but to provide guidance of how information may be found to enable the new employee to carry out the activities themselves.

During the course of selfstart, the new employee will be listing useful information and data. You may think it of value that they house the activities within a ringbinder which can become the property of the new employee and act as their personal factfile.

When you give out this file to the new employee, be sure to brief them on the self-help process. Introduce them to their mentor and manager and ensure they are briefed. Explain their role in helping the new employee undertake the Activities and in conducting the 'talking points' sessions.

Programme contents

selfstart is designed to be undertaken in three stages - each stage comprising a series of activities - or on a pick 'n mix basis to suit the organization and the employee.

Stage 1 : Understanding my role

Activity 1 Understanding My Job
Activity 2 Identifying My Regular Work Team
Activity 3 My Essential Work Tasks
Activity 4 My Essential Work Contacts
Activity 5 Essential Office Facilities
Activity 6 Applying Essential Office Procedures
Activity 7 Knowing My Personal Helplines
Activity 8 Knowing My Telephone System
Activity 9 Knowing My IT System
Activity 10 Managing and Prioritising Work
Activity 11 Working with my Manager

Stage 2 : Knowing the business

Activity 1 What Business Are We In?
Activity 2 What Do We Do?
Activity 3 Who Are Our Customers and Suppliers?
Activity 4 Our Organization's Values
Activity 5 Our Organization's Aims
Activity 6 Our Organization's Image
Activity 7 Applying Relevant Quality Standards
Activity 8 Applying Health, Safety and Security Regulations
Activity 9 Getting to Our Offices

Stage 3 : Working with others

Activity 1 Working with My Team
Activity 2 Understanding How Things Get Done Around Here
Activity 3 Keeping Up with What's Going On
Activity 4 Managing Communications
Activity 5 Maintaining Good Customer Relationships
Activity 6 Treating Others Fairly
Activity 7 Being Treated Fairly by Others
Activity 8 Managing My Role Positively
Activity 9 Making a Positive Contribution
Activity 10 Developing Myself Further

It is suggested that these three stages are punctuated by meetings with the new employee's line or personnel manager. Suggested 'talking points' for each stage are shown on the next three pages which you might give out as part of your briefing to each employee.

At the end of selfstart, you may like to seek feedback from the employee on the programme's effectiveness and on activities which could be improved to suit your organization. A feedback sheet is included at the back of this Implementation Guide to give to each employee at the final 'talking points'.

REVIEWING PROGRESS

Understanding my role

Once you've completed Stage 1, organize a time when your manager has half an hour to review your progress.

As well as discussing the completed activities, you may want to broaden the discussion. Here are some Suggested Questions:

• What are the department's priorities over the next six months?
• How does my role impact upon these priorities?
• Are there any specific tasks on which I need to focus to help meet these priorities?

Make sure you have the following:

• your completed activities
• a list of any outstanding queries
• your job description/key goals

Knowing the business

Once you've completed Stage 2, organize a time when your manager has half an hour to review your progress.

As well as discussing the completed activities, you may want to broaden the discussion. Here are some Suggested Questions:

• Does the company have a mission statement?
• What are the company's core values?
• Is the company running any current advertising campaigns?
• What is the company's competitive position in the markets in which it does its business?

Make sure you have the following:

• your completed activities
• a list of any outstanding queries
• your job description/key goals

Working with others

Once you've completed Stage 3, organize a time when your manager has half an hour to review your progress.

As well as discussing the completed activities, you may want to broaden the discussion. Here are some Suggested Questions:

• Do you have any particular procedures you would like me to adopt in carrying out my job?
• How would you describe the strengths of our team?
• How close do we want to be to our customers and suppliers?
• What are the strengths of the company's communications systems? What are the weaknesses I should be aware of?
• What encouragement does the company give to employees developing their own skills?

Make sure you have the following:

• your completed activities
• a list of any outstanding queries
• your job description/key goals

Reproduced with the permission of www.learningmatters.com

Echelon Learningmatters.com