Orientation Program for New Employees: Steps and Benefits

This article discusses the steps involved in an orientation program for new employees, including facility tours, review of paperwork and handbooks, and assigning a mentor. It also covers financial incentives and professional development programs for employees. The benefits of workforce diversity are also highlighted.

Running head: ORIENTATION PROGRAM 1
Orientation program
Name
Institution

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Orientation program
Introduction
New employee’s introduction to their new premise of work through a process called orientation. The
orientation is one of the operations that enable the new employees to adapt to the new place to work
gradually. The process involves the following steps.
New Employee Orientation
Tour Facility and Introduction to Co-workers
The new employee has to be conversant with their new firm. Organise a tour of the firm
introducing them to offices, crucial positions such as their executive's office, the reproduction area, and
IT departments. (Anthony,2017)
While touring, introduce the new members of staff to colleagues. Organize a formal meeting
where all members will be available for introduction purposes.
Review Employees paperwork and Handbooks
An employee handbook comprises a firm's rules and regulations. It also provides data on
company legal activities, payment date, paid-time-off, state, and federal employment laws and acts.
Emphasize on the essential sections of the handbook and have the employee study it during orientation.
Provide the new workers with the part of the handbook where they're supposed to sign as per terms and
conditions of the firm.
Review Employees support sources

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The support sources contain the information to enhance the understanding of the employee to the
new workplace. These sources may include a computer, the organization website or secondary storage
such as DVD. Let the employees be aware of these sources and how to access them.
Review Goals and Job Expectations
A new worker needs exposure to the objective of the business to know his/her role. Let the work
be aware of the progress of the firm towards its goal. Outline the functions of each employee and the
expectation regarding when to go to work, at what time, in what department and how to carry out his/her
work
Assign a Mentor
Being new in a firm is not always an encouraging state for employees. To make the new
employee have a better stay in the firm, assign an informal mentor to direct them to their first few weeks
with a firm who they can go to with questions or for the encouragement
The orientation aids the workers by learning the rules and regulations of the firm and job
specifics and position. (Kadushin and Harkness, 2014) Employees will undergo the necessary formalities
of the firm, access and review the employee guide. The program leads to employee satisfaction, increased
morale and early involvement in organization functions which acts as a motivation factor and employee
retention.
Part 2
Employees who perform better than others and who are familiar with working condition better
and who doesn’t just come and leave the company are subjected to Financial Incentives Motivate. These
incentives comprise cash rewards, paid time off, profit sharing plans, bonuses, and employee stock
options.

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Professional Development Program
Career development is a crucial factor as an occupation is concerned (Sharf, 2016). Every day the
employees in the firm strive to improve their services, and they're productive to earn reward, incentives,
and promotion in the organization. The process of professional development program used to aid in career
development, and it follows steps.
a) Self-assessment- The worker assesses his/her skills, abilities, morals, strong point and weak point.
b) Evaluate your existing position and your work environment
The worker assesses the requirement of her or his job at existing and by what means the needs of
his area and organization may change
c)Classify development activities
Identify the finest ways to accomplish your progress goals. There are numerous methods to
provide staffs with education chances as follows: The On-the-work expertise, relations and response, and
off-the-work education.
1.On-the-work expertise
It is the experience and skill that the employee acquires where still working. One can obtain this
skill through the conferences and forums, field trips, peer-assist learning, special projects and many other.
2.Relations and response
These are skills you acquire from skilled personnel who teaches new ideas and expect you to
demonstrate the same skills to him/her. It can be done through coaching, mentoring or the networking
where you have to listen and observe what the specialist is doing to gain that knowledge or skill.
3.off-the-work education

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Here the employees take a break from the normal activities of the firm and concentrating on
improving or acquiring new expertise from a secondary firm. It is possible by taking a course at the
university or college, organize reading groups or have self-study.
d)Put your plan in action
It is where you begin your development in your career. At this stage you are aware of your
weakness and what you require to improve in your skill. Still, you have decided on the method to us
either the off-the-work education or the on-the-work expertise.
Workforce diversity is the act of bringing together people with a wide range of experiences,
characteristics, and background to one workplace (Landy and Conte,2016). It has some benefits
including positive reputation, creativity creation, innovation, and more and thus encourages the individual
to use their unique talents thus increasing the productivity.
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References
Sharf, R. S. (2016). Applying career development theory to counseling. Nelson Education.
Landy, F. J., & Conte, J. M. (2016). Work in the 21st century, Binder ready version: An introduction to
Industrial and Organizational Psychology. John Wiley & Sons.
Anthony, S. D. (2017). The Little Black Book of Innovation, With a New Preface: How It Works, How to
Do It. Harvard Business Review Press.
Kadushin, A., & Harkness, D. (2014). Supervision in social work. Columbia University Press.