HR Manager: Personal Insights when it comes to Onboarding New Staff

by Lily Jane Horn HR Specialist and Blogger

From my experience, when onboarding new staff, induction programs normally run with one of two themes behind them. The first is a rose smelling happy feel good HR experience which tries to sell how great the organisation is, and how welcome the new employee is to walk within the halls. The second wags the finger at the employee, continually reminding them of company expectations and that termination will be the result of failing to meet these expectations.

 

Both of these viewpoints do come from a valid foundation. Making new employees feel welcome and a part of the team is as vitally important as detailing organisational expectations through policies and procedures. However one must not forget about the role inductions play in workplace safety when onboarding new staff.

 

Inductions are a good kick start in workplace safety for several reasons. Firstly, this is when you are most likely to shape an employee’s attitude towards safety. If you do not take safety seriously from the outset, neither will the new employee. Furthermore, an employee is most eager to learn and take on ideas when they are new. Typically the thirst for knowledge is at its greatest when an employee is fresh and eager to impress. When you add the fact that a new employee is more likely to injure themselves regardless of age, sex or occupation not only does it make sense that inductions are necessary when onboarding new staff, but that they should be geared around ensuring a new employee learns how to do their role safely within your organisation.

Further to being best practice in safety, there are legislative requirements to the induction of new staff. Looking at NSW as an example, Sec 13 of the Occupational Health and Safety Act 2001 NSW, sets out the requirement of employers to ensure that each new employee receives induction training. More than this, the Act is specific in what the training must cover. Management arrangements of workplace health and safety, health and safety procedures and access to safety information are all part of the Act.

 

To ensure this is properly done keep the following in mind when creating induction materials to help with onboarding new staff:

1. Separate “corporate” and site inductions. Centre corporate inductions on company background, expectations, rights and responsibilities, general policies and procedures. Centre site inductions around emergency procedures, safe work method statements, PPE storage and use, hazard and incident reporting procedures, hazard identification such as hazardous substances or work practices and consultation procedures. Also during site inductions, explain to an employee how policy and procedures explained in the corporate inductions work in reality. For example, corporate induction may explain a hazardous substance policy whereby a register of all hazardous materials is kept in the site office with copies of MSDS. At the site induction physically show the employee the register and where the materials are stored and how they are used. Then explain hazards associated with each chemical and relevant PPE and safe work procedures which are required to work with the chemical safely. Remember, a site induction must be completed for every site where an employee is required to work.

 

2. Inductions need to be documented, but don’t drown the employee in paperwork. Sitting a person down in front of a computer for hours on end or giving them a 1000 page induction booklet will not encourage their learning. Don’t be afraid to prioritise the information and set the induction out over a couple of days. I have seen highly effective induction programs which are run over 2 weeks!

 

3. Show, don’t tell, visual learning is often the best way of transferring information when onboarding new staff. For example, physically take the employee on a site tour and show them where the emergency exits are rather than pointing it out on a site map.

 

4. Assign the new employee a mentor or buddy with a dual purpose of ensuring the correct supervisor is assigned to the employee, and also allowing the employee to have an immediate avenue to raise any concerns.

 

5. Re-induct all staff a minimum once every year.

 

Inductions should be viewed as a way of not only introducing the employee to the organisation, but also to safety within the organisation. A good start here may set the tone for the length of your new employee’s service.

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Created on Dec 31st 1969 18:00. Viewed 0 times.

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