1. what is an induction program?
Induction is a process which aims to familiarise new employees with the organisation and their job. A well planned induction program will include information about the organisation, safety rules, general conditions of employment and the employees duties in the section or department in which they are employed. The induction process also gives new employees a feeling for the culture and values of the company in which they will be working for.
Inductions can be informal, such as when a new employee is greeted and shown to his/her place of work, or a formal program. Examples of formal programs include buddy systems and modules provided for the employee so that learning takes place during work, or in the employee's own time.
The induction process can be used for all new recruits, irrespective of their level of job or whether they are full-time, part-time or a casual worker. It can welcome new employees to the company as well as give refresher training to employees within the organisation so that they are aware of any "health and well being" policies and the procedures of the organisation.
Inductions can be informal, such as when a new employee is greeted and shown to his/her place of work, or a formal program. Examples of formal programs include buddy systems and modules provided for the employee so that learning takes place during work, or in the employee's own time.
The induction process can be used for all new recruits, irrespective of their level of job or whether they are full-time, part-time or a casual worker. It can welcome new employees to the company as well as give refresher training to employees within the organisation so that they are aware of any "health and well being" policies and the procedures of the organisation.
2. factors to take into consideration when planning an induction program
There are a multitude of factors involved when planning an induction program. Ten of the main factors to take into consideration are listed below. Please click here to be directed to a site that gives some more information on some other factors to take into consideration when planning an induction program.
1. Link the induction program to the organisation's objectives and strategy. For example, if the organisation wants to help new employees to build social networks within the department, a program may include lunch meetings, social outings and bringing inductees and work colleagues together.
1. Link the induction program to the organisation's objectives and strategy. For example, if the organisation wants to help new employees to build social networks within the department, a program may include lunch meetings, social outings and bringing inductees and work colleagues together.
2. A good induction process shows that the organisation cares and values its employees. In contrast, a poor induction experience could make new employees contemplate leaving the organisation and put at risk future retention and the reputation of the company.
3. Clearly define the roles and responsibilities of Human Resources, the line manager, mentors or buddies within the induction process. This is perhaps achieved by utilising an induction checklist which allocates specific responsibilities and timelines to the various players.
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4. The induction process is like a journey. Consider planning a mini induction during the first 3 days with an immediate supervisor. A more comprehensive induction training session may follow during the first 3 weeks and then a review meeting after 3 months to check everything is on track.
5. As soon as an employee accepts an offer with the organisation, it is a good idea to start to engage the inductee with the organisation. This may include a phone call prior to the start date, social activities and ensuring that all relevant administrative and IT arrangements are in place.
6. When designing an induction program, ensure that there are clear learning objectives for training sessions. It is also important to take into consideration the different learning preferences and where possible include a variety of induction delivery styles.
7. As a trainer, take into consideration the different needs of new employees. Within the organisation, the induction needs of a senior employee, a school leaver and a returning employee may be different. To secure engagement of all employees, consider tailoring the induction program so it is relevant to the needs of different groups of employees.
8. Design and develop carefully thought out content and choose trainers who can motivate and engage the new employees with a quality experience.
9. When considering the planning of the induction program, consider whether the design of the new induction process is something that can be updated on an ongoing basis. Using e-based induction materials can be one method to ensure that induction content is easily maintained and updated.
10. While planning the induction program design and delivery, it is also important to evaluate the success of the induction program. Some measures that can guide the trainer to evaluate the induction program are outlined below.
a) Feedback from the new employees who have gone through the process.
b) Monitoring the retention rates of new entrants into the organisation.
c) Examine exit interviews as it may contain valuable information on the success of the induction program.
d) Monitor common queries from new employees and see whether this forms parts of the induction program and if not, to include in the induction process.
e) Consider utilising an employee engagement survey. This tool could be an effective way to monitor employee commitment, motivation and engagement following an induction process.
a) Feedback from the new employees who have gone through the process.
b) Monitoring the retention rates of new entrants into the organisation.
c) Examine exit interviews as it may contain valuable information on the success of the induction program.
d) Monitor common queries from new employees and see whether this forms parts of the induction program and if not, to include in the induction process.
e) Consider utilising an employee engagement survey. This tool could be an effective way to monitor employee commitment, motivation and engagement following an induction process.
3. ADVANTAGES AND DISADVANTAGES (DRAWBACKS) OF USING AN INDUCTION PROGRAM
Advantages of using an Induction program
- Good way to make an employee fit into the organisation. - Provides an introduction to the working environment and the set up of the employee within the organisation. - According to Derven (2008), a well developed induction program reinforces a new employee's decision to join the organisation and fosters a feeling of belonging. - Effective staff induction can boost retention rates and productivity levels among new recruits. - It can reduce the amount of time it takes for new employees to adjust in an organisation and to reach full working capacity. - If the induction program is effective, it can lead to cost savings. - Can lead to developing a psychological contract which leads to increased employee engagement and a better reputation. - The induction program plays a critical role in the socialisation of the individual to the organisation, in terms of expected performance, attitudes and organisational commitment. - An effective induction program can reduce stress and anxiety associated with a new job and assist in fostering commitment to the company. - It helps to ensure new employees have adequate direction and support and can provide feedback so that employee dissatisfaction can be addressed early on. - The induction program is a positive influence on existing staff involved who are involved in the process. Current employees are reminded of the positive attributes of their organisation and motivated by their involvement in the process. - An organisation that has an effective induction program is perceived externally as a good employer who cares and works hard to integrate new staff. This is likely to act as a positive attraction tool for new hires. |
Disadvantages of using an Induction program
- If an organisation is competing on cost minimalisation, induction may be very basic and aimed at meeting legal compliance rather then optimising benefits of fitting employees into the organisation. - If not done well, new staff may not stay and the organisation may lose its return on investment and incur further costs recruiting again. - If not inducted properly, an employee may be unable to provide adequate service to customers, resulting in customers taking their business elsewhere. - If new employees are not inducted properly, the business reputation may be damaged. - If an employee feels confused or lost after the induction process (depending on his/her personality) they may take their co-workers away from their work to help with resolving queries. This creates a disadvantage in terms of employee efficiency which may translate into poor company productivity. |
4. HINTS FOR USING THE INDUCTION PROGRAM EFFECTIVELY
By viewing the You Tube video above, what are the main elements of the induction process that are missing? How would you, as a trainer, use strategies to more effectively induct an employee into the organisation?
How to use the Induction program effectively?
Induction programs fluctuate within organisations as they vary in length, flexibility, scope and delivery. While there are a multitude of factors to take into consideration when planning and designing an effective induction program, I have listed the eleven main elements which I believe will be handy hints for new trainers who are incorporating induction programs for their organisations training needs.
1. Human element
Having face to face delivery methods provides a better connection and sense of belonging. Buddy schemes and coaching appear to be effective tools to provide a human connection to the organisation.
2. A clear, flexible approach
Having a tailored induction program that meets the needs of particular groups or individuals can be effective in meeting all employee needs.
3. Training and guidance for supervisors and managers
The provision of training for front line managers on how to deliver and tailor the induction program has been found to be critical to its successful delivery.
4. The program should cover basic information such as orientation in the building, where the new person fits into the organisation, health and safety information and employment terms and conditions.
5. Connecting induction to future learning
To engage employee's with the organisation, an effective induction program will include links to the inductee's personal development plan and career development plan.
6. Top management involvement.
7. Continuous review and evaluation of the induction process and building an organisation that values striving for continued improvement.
8. Carefully structure the induction program so that it covers a period of time. For example, this may occur before the employee formally starts work and covers the first day, week and months.
9. Induction programs should go further so that new employees learn how to build a network of relationships within the organisation and learn about the culture and values of the organisation.
10. A trainer should consider whether elements of induction are online, paired up one-to-one with a mentor, in a group, or a self-directed program of study whereby inductees are encouraged to work between departments to source information about the organisation.
11. To add fun and engaging induction activities, consider experiential learning through various activities. Examples of innovative methods to induct new joinees include theatre workshops, bonding over social networks, lessons in teambuilding and ice breaking sessions. Please click on the below links to be directed to some induction games (El-Shamy, S. 2007).
- Please click here for an example of a warmup game and ice breaker.
- Please click here for an example of a game that gets inductee's to know their work environment.
- Please click here for an example of a game that gets inductee's to know more about safety.
Induction programs fluctuate within organisations as they vary in length, flexibility, scope and delivery. While there are a multitude of factors to take into consideration when planning and designing an effective induction program, I have listed the eleven main elements which I believe will be handy hints for new trainers who are incorporating induction programs for their organisations training needs.
1. Human element
Having face to face delivery methods provides a better connection and sense of belonging. Buddy schemes and coaching appear to be effective tools to provide a human connection to the organisation.
2. A clear, flexible approach
Having a tailored induction program that meets the needs of particular groups or individuals can be effective in meeting all employee needs.
3. Training and guidance for supervisors and managers
The provision of training for front line managers on how to deliver and tailor the induction program has been found to be critical to its successful delivery.
4. The program should cover basic information such as orientation in the building, where the new person fits into the organisation, health and safety information and employment terms and conditions.
5. Connecting induction to future learning
To engage employee's with the organisation, an effective induction program will include links to the inductee's personal development plan and career development plan.
6. Top management involvement.
7. Continuous review and evaluation of the induction process and building an organisation that values striving for continued improvement.
8. Carefully structure the induction program so that it covers a period of time. For example, this may occur before the employee formally starts work and covers the first day, week and months.
9. Induction programs should go further so that new employees learn how to build a network of relationships within the organisation and learn about the culture and values of the organisation.
10. A trainer should consider whether elements of induction are online, paired up one-to-one with a mentor, in a group, or a self-directed program of study whereby inductees are encouraged to work between departments to source information about the organisation.
11. To add fun and engaging induction activities, consider experiential learning through various activities. Examples of innovative methods to induct new joinees include theatre workshops, bonding over social networks, lessons in teambuilding and ice breaking sessions. Please click on the below links to be directed to some induction games (El-Shamy, S. 2007).
- Please click here for an example of a warmup game and ice breaker.
- Please click here for an example of a game that gets inductee's to know their work environment.
- Please click here for an example of a game that gets inductee's to know more about safety.
games_for_inclusion.docx | |
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games_for_work_environment.docx | |
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compliance_games.docx | |
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5. what are the core activities within an induction program?
Induction programs vary in length, scope and flexibility. Planning is integral to ensuring a new employee is made to feel welcome to the company and understands their role within the company.
To provide guidance to trainers please refer to the below induction program template which presents the three typical components that constitute an effective induction program; namely content, support, follow-up and process.
To provide guidance to trainers please refer to the below induction program template which presents the three typical components that constitute an effective induction program; namely content, support, follow-up and process.
Content activities
- Welcome and introduction to the organisation, including the history, culture, mission and expectations of work standards. - Role clarification, how employee contributes to the company goals. - Health and safety policies. - IT policy. - Meeting with new employees regarding job performance. - Lunch with managers and co-workers. |
Purpose/ Outcomes of content activities
- Makes new employee feel at ease and comfortable with the organisation. - Company identification. - Provides clarity to job role and expected performance. - Fosters social connections with other employees - Increased engagement and retention of staff. |
Support activities
- Provide support contact details and necessary paperwork. - Provide CD-ROM's with policies and relevant information. - Appoint buddy or mentor. - Have induction social activities, games that involve the new employee with the values and culture of the organisation. |
Purpose/ Outcomes of support activities
- Company identification. - Increased engagement and retention of staff. |
Follow-up activities
- Follow-up meetings (ie on performance goals, personal and career management. - Track integration process and how new employee is settling in. - Evaluation and continual monitoring of the induction process. |
Purpose/ Outcomes of follow-up activities
- Clarity of performance goals and setting further objectives. - Engagement and increasing motivation of employee who can see the progression of their role within the organisation. |
An example of an induction plan that is designed over a probation period and covers content, support and follow up activities is found on the below link.
induction_program_example.doc | |
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6. an example of an induction program
Between appointment and the first day (Person responsible - Line Manager)
- Send out contract and confirmation letter of employment.
- Supervisor/Manager to call employee to welcome the new employee to
the organisation.
- Inform other colleagues within the department when the new employee
is to start and their responsibility to support the new inductee.
- Invite the new employee to any social outings before the first day so
they can form a social connection with other employees.
- Send out contract and confirmation letter of employment.
- Supervisor/Manager to call employee to welcome the new employee to
the organisation.
- Inform other colleagues within the department when the new employee
is to start and their responsibility to support the new inductee.
- Invite the new employee to any social outings before the first day so
they can form a social connection with other employees.
First Day (Person responsible - Line Manager)
- Meet and greet the new employee.
- Give them a tour of the building and introduce to staff.
- Show the new employee where all the facilities are and where their desk
is.
- Provide the new starter with a "buddy".
- Provide training on the office systems such as how to use the phones,
computers and faxes.
- Provide the new employee with relevant stationery, phone lists,
business cards.
- Provide the new employee with a copy of the company induction pack to
read.
- Meet and greet the new employee.
- Give them a tour of the building and introduce to staff.
- Show the new employee where all the facilities are and where their desk
is.
- Provide the new starter with a "buddy".
- Provide training on the office systems such as how to use the phones,
computers and faxes.
- Provide the new employee with relevant stationery, phone lists,
business cards.
- Provide the new employee with a copy of the company induction pack to
read.
First week (Person responsible - Line Manager)
- Supervisor/ manager to sit down with the new employee and outline the day to day responsibilities and set Key Performance Indicators (KPI's) for the first three months in line with the organisational performance management process.
- Supervisor/ manager to assess within the week if any training is required and arrange if necessary.
- Supervisor/ manager to outline the personal development plan and how this will be measured.
- Supervisor/ manager to sit down with the new employee and outline the day to day responsibilities and set Key Performance Indicators (KPI's) for the first three months in line with the organisational performance management process.
- Supervisor/ manager to assess within the week if any training is required and arrange if necessary.
- Supervisor/ manager to outline the personal development plan and how this will be measured.
First month (Person responsible - Line Manager)
- Supervisor/ manager to review employee's progress and performance against agreed Key Performance Indicators.
- Discuss positives and areas for improvement and plan remedial action if necessary.
- Supervisor/ manager to review employee's progress and performance against agreed Key Performance Indicators.
- Discuss positives and areas for improvement and plan remedial action if necessary.
Third month (Person responsible - Line Manager)
- At the end of the three month probation period, supervisor/ manager are to consult and review the new employee's contribution to date and performance against agreed Key Performance Indicators.
- If employee has performed to agreed standards, supervisor/ manager will confirm appointment.
- Employee will be requested to provide feedback on the induction process so organisations trainers can work at continually improving the program for all employees.
- At the end of the three month probation period, supervisor/ manager are to consult and review the new employee's contribution to date and performance against agreed Key Performance Indicators.
- If employee has performed to agreed standards, supervisor/ manager will confirm appointment.
- Employee will be requested to provide feedback on the induction process so organisations trainers can work at continually improving the program for all employees.
Some examples of induction evaluation forms are attached below. These will be useful for trainers who are looking at continually reviewing their induction programs.
workplace_evaluation_induction_form.docx | |
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induction_questionnaire.docx | |
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7. other considerations to take into account when planning an induction program
Time to plan induction
An effective induction program takes significant time and commitment to plan and inplement. If planned, designed and delivered well, it usually pays off for the employee, the department, and the organisation. An effective induction usually covers pre-induction, the first day and week and follows into the probationary period.
Cost and benefits of implementing an induction program
An effective induction program takes significant time and commitment to plan and inplement. If planned, designed and delivered well, it usually pays off for the employee, the department, and the organisation. An effective induction usually covers pre-induction, the first day and week and follows into the probationary period.
Cost and benefits of implementing an induction program
Cost to the organisation
Turnover in the early stages of employment is costly to the employer because of the following reasons:
- Cost of recruitment – Initial advertising and recruitment costs will not have been recouped and will be doubled by having to repeat the process.
- Loss of return on investment – if an employee leaves within the first
three months of employment, the company will receive little, if any, return
on investment for the training and resources provided.
- Loss of productivity – The duties/priorities of other employees will need
to be reorganised to cover the duties of early leavers.
- Cost of temporary replacement – Temporary staff may be hired to
fill the gap, bearing an additional cost to the company.
Benefits to the organisation and employees
In addition to reducing early employee turnover, effective induction offers the following benefits.
- It reduces a new employees anxiety by assisting them to adapt to the new environment a lot more quickly.
- The level of productivity and efficiency is reached earlier.
- There is less reliance on the supervisor/manager for direction and;
- Existing employees may be given the opportunity to mentor new employees as development
activities.
Investment in an effective induction process will ensure new employees are:
- Made to feel welcome and valued.
- Engaged and committed.
- Provided with adequate direction and support, and;
- Encouraged to provide feedback so that employee dissatisfaction can be addressed early on.
Turnover in the early stages of employment is costly to the employer because of the following reasons:
- Cost of recruitment – Initial advertising and recruitment costs will not have been recouped and will be doubled by having to repeat the process.
- Loss of return on investment – if an employee leaves within the first
three months of employment, the company will receive little, if any, return
on investment for the training and resources provided.
- Loss of productivity – The duties/priorities of other employees will need
to be reorganised to cover the duties of early leavers.
- Cost of temporary replacement – Temporary staff may be hired to
fill the gap, bearing an additional cost to the company.
Benefits to the organisation and employees
In addition to reducing early employee turnover, effective induction offers the following benefits.
- It reduces a new employees anxiety by assisting them to adapt to the new environment a lot more quickly.
- The level of productivity and efficiency is reached earlier.
- There is less reliance on the supervisor/manager for direction and;
- Existing employees may be given the opportunity to mentor new employees as development
activities.
Investment in an effective induction process will ensure new employees are:
- Made to feel welcome and valued.
- Engaged and committed.
- Provided with adequate direction and support, and;
- Encouraged to provide feedback so that employee dissatisfaction can be addressed early on.
Catering to the different needs of individuals and groups of inductees
Your induction program must cater for the needs of
various employees. For example, mature-aged workers, graduates, school leavers and apprentices will have different needs for induction. Their learning processes will also vary. Considering these different needs will help you get the most out
of your induction program.
Be mindful that your staff induction program doesn't breach any anti discrimination or Equal Opportunity Laws.
Your induction program must cater for the needs of
various employees. For example, mature-aged workers, graduates, school leavers and apprentices will have different needs for induction. Their learning processes will also vary. Considering these different needs will help you get the most out
of your induction program.
Be mindful that your staff induction program doesn't breach any anti discrimination or Equal Opportunity Laws.
8. other alternatives or variations
- The most common induction delivery methods are found to be informal on the job training, workplace tours to meet colleagues, group presentations and information packs. Please refer to the graph below on the induction approaches adopted by organisations.
- Other variations are becoming increasingly popular. Buddy schemes, mentoring and coaching are other delivery methods.
- To make the induction process fun, engaging and challenging to the new employee consider using delegated tasks and projects, presentation assignments, attending internal briefings and presentations, video, internet and e-learning, attachment to projects of other teams, job swap and shadowing.
- On-boarding is another process that is used to help an employee make the transition to a new organisation, from the point of offer to the first day. Ice-breakers are a common technique used in this stage to encourage the new employee to feel welcome to the organisation and its culture.
- To make the induction process fun, engaging and challenging to the new employee consider using delegated tasks and projects, presentation assignments, attending internal briefings and presentations, video, internet and e-learning, attachment to projects of other teams, job swap and shadowing.
- On-boarding is another process that is used to help an employee make the transition to a new organisation, from the point of offer to the first day. Ice-breakers are a common technique used in this stage to encourage the new employee to feel welcome to the organisation and its culture.
40freeicebreakers.pdf | |
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Please refer to the video below for an example of ice-breaker activities used as part of an on-boarding program at an organisation.
9. links to other useful websites on the induction process
http://www.impactfactory.com/gate/registered/induction_programme_skills_training_development
/registeredgate_1544-10101-35776.html - Provides information on factors to consider when planning an induction program.
http://www.hr.com/en/communities/training_and_development/designing-a-buddy-program_eacwm5gu.html - Provides information for trainers on how to design an effective buddy program.
http://www.mindtools.com/pages/article/newLDR_89.htm - Details on the coaching and mentoring process.
http://www.careerbuilder.com/jobposter/small-business/article.aspx?articleid=ATL_0192ONBOARDINGTIPS_s - Goes through the ten commandments of the on-boarding process.
http://www.businessballs.com/inductiontrainingchecklist.htm - Gives information regarding what to include in an induction program and provides examples of checklists and templates to use while planning and designing the induction program.
http://humanresources.about.com/od/icebreakers/tp/Everything-Ice-Breakers.htm - Provides examples of Ice breaker activities to include as part of a trainers induction process.
http://www.teambuildingportal.com/games - Handy site that provides some examples of team building games that can invigorate your induction program.
http://www.business.vic.gov.au/operating-a-business/employing-and-managing-people/recruiting-staff/induction-and-probation - Gives examples of a induction checklist to use when delivering the program.
http://www2.hull.ac.uk/administration/staff_induction/inductiontoolkit/evaluation.aspx - Gives some examples of blank induction evaluation forms.
/registeredgate_1544-10101-35776.html - Provides information on factors to consider when planning an induction program.
http://www.hr.com/en/communities/training_and_development/designing-a-buddy-program_eacwm5gu.html - Provides information for trainers on how to design an effective buddy program.
http://www.mindtools.com/pages/article/newLDR_89.htm - Details on the coaching and mentoring process.
http://www.careerbuilder.com/jobposter/small-business/article.aspx?articleid=ATL_0192ONBOARDINGTIPS_s - Goes through the ten commandments of the on-boarding process.
http://www.businessballs.com/inductiontrainingchecklist.htm - Gives information regarding what to include in an induction program and provides examples of checklists and templates to use while planning and designing the induction program.
http://humanresources.about.com/od/icebreakers/tp/Everything-Ice-Breakers.htm - Provides examples of Ice breaker activities to include as part of a trainers induction process.
http://www.teambuildingportal.com/games - Handy site that provides some examples of team building games that can invigorate your induction program.
http://www.business.vic.gov.au/operating-a-business/employing-and-managing-people/recruiting-staff/induction-and-probation - Gives examples of a induction checklist to use when delivering the program.
http://www2.hull.ac.uk/administration/staff_induction/inductiontoolkit/evaluation.aspx - Gives some examples of blank induction evaluation forms.
10. references
A guide to Australia's anti-discrimination laws. (2007, January 27). Retrieved from the Australian Human Rights
Commission: http://www.humanrights.gov.au/guide-australias-anti-discrimination-laws
Best, W., & Lashley, C. (2002). Employee induction in licensed retail organisations. International Journal of
Contemporary Hospitality Management, 14(1), 6-13.
Biswas, S., Puri, M., & Sengupta, D. (2012, July 7). India Inc using innovative ways of employee inductions to
make its brand new employees learn the ropes. The Economic Times, p.22.
Buddy program organisational structure. (n.d.). Retrieved from the Cite.Co Web Site:
http://www.citehr.com/24268-buddy-program-organizational-structure.html
Coach and mentor definitions. (n.d.). Retrieved from the Coaching and Mentoring Network Web Site:
http://www.coachingnetwork.org.uk/resourcecentre/whatarecoachingandmentoring.htm
Crail, M. (2006, July 4). Good quality staff induction is crucial to success. Personnel Today, p. 51.
Designing a buddy program. (n.d.). Retrieved from the HR.com Website:
http://www.hr.com/en/communities/training_and_development/designing-a-buddy- program_eacwm5gu.html
Docstoc. (n.d.). Workplace induction evaluation form. Retrieved from
http://www.docstoc.com/docs/44488489/Workplace-Induction-Evaluation-Form
Effective induction for new employees. (2006, May 27). South China Morning Post, p. 4.
Effective staff inductions lead to broader benefits. (2009, April 7). Personnel Today, p. 39.
El-Shamy, S. (2003). Dynamic induction: Games, activities and ideas to revitalize your employee induction
process (Ebook library version). Retrieved from http:site.ebray.com/lib/ecu/Doc?id=10211310&ppg=72
Equal Opportunity for you. (n.d.). Retrieved from the Equal Opportunity Commission Western Australia
Website: http://www.eoc.wa.gov.au/YourRights/EOForYou.aspx
First day job orientation [You Tube Video]. (2007). Retrieved from http://youtu.be/1i338pTsurY
Five handshakes in five minutes - Fun, interactive ice-breaker [You Tube Video]. (2011). Retrieved from
http://youtu.be/DV9C3CUd8jQ
Garrett, A. (2007, October). Crash course in...effective induction. Management Today, p.22.
Hendricks, K., & Louw-Potgieter, J. (2012). A theory evaluation of an induction programme. SA Journal of Human
Resource Management, 10(3), pp. 1-9.
Icebreakers, energisers and games. (n.d.). Retrieved from the Training Games Web Site: www.training-
games.com
Induction programmes - Begin as you mean to go on. (n.d.). Retrieved from the Impact Factory Website:
http://www.impactfactory.com/gate/registered/induction_programme_skills_training_development/
registeredgate_1544-10101-35776.html
Linked Consulting. (2008). Induction checklist for new employees. Retrieved from
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McNeil, J. (2012, December). Onboarding and induction. Keeping Good Companies, pp. 687-689.
Portsmouth Government. (n.d.). Staff induction plan. Retrieved from
http://www.portsmouth.gov.uk/media/Induction_Programme_-_example(2).doc.
The GROW model - A simple process to coaching and mentoring. (n.d.). Retrieved from the Mind Tools Website:
http://www.mindtools.com/pages/article/newLDR_89.htm
The ten commandments of employee onboarding. (n.d.). Retrieved from the Career Builder for Employers Web
Site: http://www.careerbuilder.com/jobposter/smallbusiness/article.aspxarticleid
=ATL_0192ONBOARDINGTIPS_s
Training, coaching, mentoring, training and learning design - developing people. (n.d.). Retrieved from the
Business Ball Web Site: http://www.businessballs.com/traindev.htm#mentoring
University of the Highlands and Islands. (2012). Recruitment and selection - Induction days. Retrieved from
http://www.inspiringenterprise.org/Recruitment-and-Selection_1/StepUp5/page_06.htm
Commission: http://www.humanrights.gov.au/guide-australias-anti-discrimination-laws
Best, W., & Lashley, C. (2002). Employee induction in licensed retail organisations. International Journal of
Contemporary Hospitality Management, 14(1), 6-13.
Biswas, S., Puri, M., & Sengupta, D. (2012, July 7). India Inc using innovative ways of employee inductions to
make its brand new employees learn the ropes. The Economic Times, p.22.
Buddy program organisational structure. (n.d.). Retrieved from the Cite.Co Web Site:
http://www.citehr.com/24268-buddy-program-organizational-structure.html
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