The will help in building their strong career as well as companies profit. We are inviting you with this hope that your meaningful attendance will help our employees to get a proper knowledge about the work by the help of your brilliant suggestions and rich ideas. Therefore we will be very much obliged if you help us to guide our juniors by the help of your participation. We are very happy to be able to invite you at our orientation program for the year of Mention the details to welcome the new recruits of the company Mention the name and details of the company on the day of Mention the details.
The venue of this special event is Mention the details and the starting time is Mention the details. We hope you all will try your best to attend this event and encourage and inspire our new employees with your amazing experiences and unique skills.
The format of your orientation is the medium through which material is presented. Varying the format is one way to keep the orientation interesting and fresh. Methods are the techniques you choose to present the content of your orientation. As is probably clear from the previous parts of this section, you have a range of possibilities in deciding what to actually do in an orientation.
The whole thing can be conceived of, for instance, as a straight presentation of information It generally makes more sense to think in other ways:. Another advantage to running a participatory orientation is that, if you're a grass roots group, it probably reflects your organizational philosophy, thus reinforcing it in the minds of new staff.
Decide who will conduct the orientation. In the ideal world, the orientation would be conducted by the person or people who know the most about the areas covered.
In reality, most organizations don't have the resources to make this happen. In small organizations, orientation may be conducted by one person -- probably the director or the new staff member's supervisor.
In a larger organization, many people may be involved, each presenting information about her particular job or responsibilities. In either case, a new staff member should meet with all other staff, either individually or in small groups, both to get to know them and to understand what they do and how they fit into the organization as a whole. If the orientation is conducted by a number of people, it is still important that one person oversee the process, acting as the main contact for the new staff person and making sure that he gets appropriate information, completes assigned tasks, has no trouble arranging meetings, and gets his questions answered.
Decide on the length of the orientation. Knowing the content and your goals, you should be able to estimate how much time you'll need to run the orientation you want to. You may run an informal orientation some conversation, introductions to other staff, some reading to do , which may take up part of the first day, or be spread out over a few days.
Another possibility is a formal orientation i. Or you may choose to designate an orientation period at the beginning of a staff member's employment, during which she may be working, but may also be involved in orientation-related activities.
In the former cases, orientation might last only a few hours or a day or two. In the latter, it could last a week or a month, or even several months, and would probably include initial training.
If you designate an orientation period that encompasses staff members' first few weeks or months of work, it still makes sense to ensure that they get the important information and introductions they need before they actually begin work. Then the rest - organizational history, for instance - can be passed on over time as they learn their jobs and settle into the organization. An advantage of a long orientation period is that it gives people the time to absorb what, in most organizations, is actually a considerable amount of information.
If it's all handed to a new staff member at once, she'll forget at least some of it before she turns around, and only have to relearn it anyway. As is true for most of the material in this and many other sections of the Community Tool Box, the above refers to an ideal world, one in which there are the time and resources for a proper orientation period to take place.
In reality, especially in a small grass roots or community-based organization, the position has probably been empty for longer than it was supposed to be, other staff have been working overtime to do the job until someone could be hired, the new staff member is going to have to start work the instant he appears, and no one in the organization has time to spare to actually run an orientation. Even if your organization can't devote much time solely to orientation, however, it's absolutely crucial to regard at least the first week or two as an orientation period, and to support a new staff member by providing information, helping him to make contact with other people inside and outside the organization, and introducing him to the community.
It will make all the difference in the long run, both in the quality of his work and his attitude toward the organization. When an organization hired a new Associate Director, she had to start instantly on a grant proposal that was due only days after she began work. The Executive Director worked with her on the proposal, and made sure she spent some time every day getting to know other staff members. He took her to every meeting he had for the first six weeks or so of her employment, so she could meet people from other agencies and the community, and understand the issues that the meetings addressed or exposed.
In daily conversations, he tried to tell her everything he could about the organization that wasn't obvious or available from printed material. As a result, she was able to write a successful proposal, and to slide seamlessly into the job. She ultimately became a key figure in the development of the organization. Evaluate your orientation each time you run it. Evaluation will help you make your orientation more effective, which, in turn, will make your staff more effective. An evaluation should include feedback from those evaluated, and can be built right into the orientation itself.
A final piece of the process might be reflection on what has taken place, and some ideas about what was missing, what was particularly helpful, and what could have been done better. You might also consider asking staff members to reevaluate their orientation after they've been on the job for a while. At the end of the orientation, they may not yet know what's most or least helpful, and what they'll use or not use.
They might have a better perspective on those issues in three or six months. Create some sort of marker for the end of the orientation or orientation period. A small party, an official welcome to the staff, the presentation of keys This kind of closure - and it doesn 't have to be tremendously formal - can help to facilitate the transition from "new " to "regular" staff member.
An orientation at the very beginning of their employment is an important tool in helping new staff members understand and adjust to the organization and their jobs, and to become effective as soon as possible. It also gives new staff members the chance to meet their colleagues and to start the process of becoming integrated into the organization. Orientations should include introductions to the organization, the target population, the community, and the job itself, as well as an evaluation and something to mark the transition to "regular employee.
If you've never run an orientation for new staff - or if you're a new organization - now is a good time to create one. If you've been running orientations for years, you might reexamine yours, and see how it could be improved to better serve your organization and its new staff. An orientation that does its job can improve both the effectiveness of your organization and the quality of life for new staff members.
Note: With the exception of the Ron Kaufman article, these websites demonstrate different forms of orientation and different ways to use the internet as a tool for or supplement to a new staff orientation. They aren't meant as models, but simply as examples. The Big Picture in Adult Education. Includes links that relate to various parts of the orientation. This sort of thing can be used as a teaching tool or as a way to make available more material than can be presented in the orientation itself.
An article by Ron Kaufman, a Singapore-based consultant, about new staff orientation in a business context. Containing some useful information about orientation, this seems to be one of few internet-available articles on this topic, and is reproduced in numerous places on the Web. The University of North Carolina Medical Center uses its website to publish an outline of the new nursing staff orientation, with information on forms that need to be completed, and information regarding various policies, requirements and reminders.
Skip to main content. Toggle navigation Navigation. Chapter Chapter 10 Sections Section 1. Advertising for Positions Section 4. Interviewing for Positions Section 5. However there were certain areas that require improvement and certain unforeseen crisis which should have been looked into. Like for e. But in spite of these drawbacks the crisis were well handled and did not cause any sort of chaos, and the objectives were met, so overall it was a great outcome.
Welcome to the world of case studies that can bring you high grades! Here, at ACaseStudy. Keep this in mind if you become nervous about asking questions. A supervisor or human resources professional should check in with new employees at predetermined points to make sure they are comfortable and succeeding at their job.
These points are typically two weeks in, a month, two months. Each company can choose the intervals that work best for the circumstances.
These check-ins should touch on the following questions:. Do they understand the company and its role within the organization? Has communication with their managers been productive? What ideas do they have regarding employee development in the future? Was the job-specific training they received helpful? Did it cover the right areas and was it worth the time and resources spent on them?
Remember, the purpose of employee orientation is to provide basic information to prepare new employees to actively contribute to the organization.
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