Build great Teams – People management

New Hire – Why Bother With Induction?

New Hire - Why Bother With Induction?

Once you get your new hire on-board your work is not finished. Most people starting a new job want to make a meaningful contribution as soon as they can. They want to be successful and they want to start developing new skills and knowledge as quickly as they can.

Capitalize on their energy and make sure you put them through a structured induction process or program. If you don’t, you they may leave quicker than you expect. I have worked with many companies who lost employees in the first week or first few months. In some cases it was because reality didn’t meet expectation. The manager didn’t set expectations appropriately during interview. Other times it the new hires said there was a lack of structure and they felt that they were just sitting around waiting to be given something to do.

Keep Your New Hire Engaged

Make sure your new hire becomes effective as quickly as possible by giving them a well-structured start. Engage them from the outset so they can feel part of your company as quickly as possible. Give each new hire the same information so that nothing is forgotten. Small things that are second nature and somewhat insignificant to you may well be a great mystery to a new hire. Providing a consistent, structured induction process or program helps you do this and applies whether you employee new people often or rarely.

Communicate relevant information about your specific products, or technical or operational processes. Don’t forget health and safety requirements which may be second nature to you and your current staff, but not necessarily to you new hire. Don’t assume anything. Spell everything out and then you know you’ve covered it all. If you need to send a new hire on certain training courses, tell them which courses, the timeframe and what the purpose of attending each course is Tell them what you expect them to learn from each course.

What Does Induction Include?

Induction includes everything a new hire needs to get going effectively. You might start with the very basics such as telling them where the facilities are. You should introduce them to everyone else in the team. Provide them with an overview of the company and where you’re trying to take the company. Explain to them how they role fits in. Give them all the information they’ll need to get started for the first few days, weeks and months. Don’t forget to tell them about all the acronyms and terminology you use that you probably don’t even notice you use. If they can’t translate, communication will be difficult.

Set expectations around the behaviours expected. Tell your new hire what you want them to achieve in their first few months. Give them access to processes you want them to follow and make sure they can follow those processes. Ask them to bring questions to you and then be open to those questions. Make yourself or other team members available to help walk them through things. Don’t just leave them to get on with it. If you do, don’t be surprised if the outcome is not as you expect or hope for. Even the most accomplished people will need to learn how you do things in your company.

Probationary period

Assess your new hire during a ‘settling-in’ period, often called the probationary period’. If your new hire is not settling in as well as you expected, provide guidance and coaching. They may just need more support to get going in your environment. If they don’t reach the required standard by the end of the probationary period, this job may not suit them. It is around the three/four-month point that the highest number of resignations occur. This is sometimes referred to as ‘the induction crisis’. Whether the individual changes their mind or you decide they’re not suitable, it can be quite demoralising for both parties.

My Question To You

How do you help your new hires get settled in quickly? What do you do to make sure they know what to do and can do it the way you want? If this is something you would like to discuss or would like some help with, contact me at You can also buy my book Accelerate to Team Success which is available as a paperback or on Kindle.


About the Author:

Nikki Faulkner photo Dr Nikki Faulkner founded Mulberry Bush Consulting to work with business leaders and their teams to make the 'People' side of their business as effective as possible. Mulberry Bush Consulting's specialty is helping small businesses who are new to having employees and helping businesses who are growing rapidly and increasing their employee-base at a rate that is creating a significant challenge.

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