Human Resources 101

Who has the time to orient employees? Why bother, they will figure things out soon enough, I just give a new employee to a trusted employee and they take it from there

In Canada anywhere from 5.5% – 7.5% of employees will quit their job this year? This works out to an average of 3,700 employees who have their first day on a new job, each work day of the year. One reason why people change jobs is that they never feel welcome or part of the organization. As a result, they choose to quit their jobs shortly after being hired and move on to another company.

The cost of hiring, orienting and training a new employee can cost anywhere from $5,000 to $30,000 per person, depending upon their position in the organization. Given this information, orientation is a sure way to cut costs in your organization and therefore, who can afford not to make time to orient new employees.

Objectives of an effective orientation program:

• welcome the employee
• develop positive perceptions about the organization
• confirm the employee’s decision to join the organization
• teach basic/fundamentals that each new employee should know
• put the employee at ease

The benefits of an effective orientation program for new employees:

• provides a genuine welcome
• presents complete information to new employee
• controls what gets communicated, when and how
• reduces chances for new employee mistakes
• reduces the likelihood of misinforming or totally neglecting the employee
• creates a positive impression for the new employee
• provides an opportunity for follow-up with new employees
• confirms the employe’s decision to join the organization
• reduces employee anxiety
• provides legal protection to the employer

The starting point of any orientation program:

The recruitment and selection interview. The following items at minimum should be covered:

• background of facility/organization
• job description
• probation period
• performance evaluation procedures
• work hours
• compensation
• vacation/time off benefits

Developing an orientation program:

1. Factors to consider
   • needs assessment
   • the type of employment status
   • size of the operation
   • number of employees hired at a particular time
   • potential employee audience
   • who will be responsible for orientation
2. length of orientation
   • Preparing for the new employee’s arrival
   • scheduling the orientation meeting
   • work area/phone/supplies
   • first job assignment
   • ‘new employee’ kit (booklets, paperwork, forms)
3. The Program:
   • What to include Who will do it? and When work assignments
   • welcome and intro, to co-workers
   • Company history
   • Workplace tour
   • job description
   • relevant policies & procedures
   • Salary
   • Overview of department
   • safe work practices
   • Benefits
   • general rules of behaviour
   • systems and equipment training
   • Administrative paperwork
   • Departmental policies & procedures
   • Organizational chart
   • pay policy
   • work schedule
   • Supervisor’s responsibilities to employee
   • Supervisor’s expectations of employee
   • Complaint, grievance or ‘asking questions’ procedures
4. The Kit
   • Employee Handbook
   • Policy on Employment Related Harassment
   • Employment Contract/Agreement
   • Forms: TDI, supplemental employee information, insurance forms
   • Copy of Collective Agreement (where applicable)
   • Sign off sheet
   • Evaluation

The Backbone of an orientation program

The Employee Handbook

Why have an employee handbook?

• establishes the conditions of employment present at the time of hire for example: hours of work, vacation entitlement, sick day payment, retirement age, etc.
• acts a reference tool for information about the employee benefit plan, payroll, overtime, pay increases etc.
• use as part of the orientation process to familiarize employee with the employer and his/her work location.
• communication tool to pass along organizational history, culture, and structure
• familiarization with the organization–who does what, identify appropriate avenues for information.
• reduces litigation because it clearly outlines what is expected from the employee – i.e. code of conduct, dress, language, smoking.
• establishes rules and regulations

Essentials of a Good Employee Handbook

• A disclaimer at the beginning of the handbook limits litigation concerning policies and procedures, hours of work, payment, benefits, etc. A good disclaimer will reserve the right of the employer to make changes to the content.
• A statement of the employer’s commitment to equal opportunity and to providing a harassment-free workplace.
• Introduction to the organization.
• Mission statement of the organization.
• Recruitment practices, how jobs are posted, positions are filled.
• Job evaluation methods.
• Salary Administration Practices:
  • merit increases
  • performance reviews
• Working Conditions:
  • hours of work
  • attendance
  • overtime
• training
• retirement
• computer/internet access policy
• code of conduct
• Special Services:
  • staff meals
  • security
  • health & safety
  • staff lounge
  • smoking room
  • parking
  • Advocacy
• Human Resources.
• Complaint/Grievance Procedures.
• Pay delivery and other payroll services (deductions):
  • Canada Savings Bonds
  • Charitable Donations
  • T4’s
  • Indirect benefits:
  • Group Insurance Benefits
  • Employee Assistance Plan
  • Group Pension/R.R.S.P
• Vacation
• Sick Leave provisions
• Leaves of Absence:
  • Maternity/Parental Leave
  • Jury Duty
  • Bereavement Leave
  • Personal Leave
• Guidelines for termination of employment.
• What to do if you cannot report to work.
• Acknowledgment of receipt of the book by the employee.
• Statement that the employer may have to treat some employees differently to ensure equal treatment.
• Personal Information:
  • how to update your file
  • release of information on your file, written request required
  • review of your records

Pitfalls in creating an employee handbook

• Information is written in language too difficult to understand.
• Carelessly chosen wording which creates an employment contract.
• Failure to state information will be updated from time to time (Management can reserve the right to do this).
• Inconsistency between sections of the handbook.
• Over promising or setting unachievable goals or standards.
• Too much information — less is more. It should be short simple English.
• Hardback copy makes updating extremely expensive and difficult.
• Too boring, no theme or sense of fun. Employee will not read.