How do you help a new employee

Onboarding New Employees: A Guide

"What do you need an induction for? With us, new employees are thrown into the deep end. Nobody helped me back then either. Besides, we don't have time for that. "

Have you heard that before? An employee who is in the induction phase left to yourself is, each must Laboriously asking for information and only the right contact person find out.

Good training = investment for the future

He lacks the background, chooses an unusual approach, irritates colleagues and misjudges priorities. He makes inevitably mistakes. After all, he is made responsible for the reduced quality of work or the too long processing time, which is his Impaired motivation, the fresh vigor in the new job quickly destroys and can jeopardize his continued employment after the probationary period.

A good induction, however, provides the new employee all necessary information in a structured formso that he can successfully complete the first tasks and, based on this, master more demanding tasks efficiently. It pays off over the years and is an investment in the future.

Before the first day of work

On the first day, how the employee is of great importance welcomed becomes. Here you can immediately feel how well the department is organized and how much each employee counts. A good induction begins before the first day of work:

  • Has someone been appointed to receive the new colleague or employee and explain the first steps and the locations to them?
  • Is the workplace set up and can it be handed over cleanly?
  • Are the IT systems activated?
  • Will the line manager greet him? How is the “new one” introduced to the colleagues?

What does a good induction process include?

A good training is first of all an individual induction. A distinction must be made as to whether the new employee has already worked elsewhere in the company or whether he is also new to the company. It also depends on whether he has already carried out the same or a similar activity at another company or in another corporate unit, or whether it is completely new to him.

Each department should have an induction plan with standard scope, which is then individually adapted, i.e. shortened or expanded, for the new employee.

The guide to successful induction

An induction plan should include the following 6 points:

  1. Organizational matters
  2. Corporate and departmental culture
  3. Technical
  4. Performance standards and remuneration systems
  5. Working methods
  6. Intermediate goals for familiarization

The wealth of new information should be insmall units mediated.

1. Organizational matters

The new employee should be on the first day of work direct contact person for any questions during the trial period. This mentor or godfather can give an introduction to the general things that every employee should know if the direct superior does not want to take on this role himself. In addition, when selecting the sponsor, the supervisor should pay attention to the orientation effect he or she has on the new employee based on his or her own personality.

The organizational topics include:

  • Working time and break regulations
  • Time tracking
  • Drink and food options
  • Information systems
  • private use of the internet and telephone
  • Vacation planning and application
  • Behavior in the event of illness and notification of illness
  • important contact persons in the company such as first aiders, if necessary company doctors and works councils

One must not be forgotten Work safety briefing. Other important information are company agreements and work guidelines, such as travel guidelines and cost accounting.

2. Corporate and departmental culture

A management task for the line manager is to introduce the new employee to the Organizational structure of the company / department as well as in the Corporate philosophy to introduce. This also includes the vision and mission of the company / department and how the Goal setting process expires. It should also be specifically discussed which behavior is expected and which is considered unfavorable, e.g. the dress code.

The vital topics include how Knowledge and information documented and passed on and how meetings are prepared, carried out, logged and tracked. In particular, the direct supervisor should create clarity about how he is to be informed about work results and when he wants to be consulted in the event of deviations from the target or for decisions.

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3. Technical

In order for the new employee to be able to carry out their actual core tasks, they need all the information and documentation that describe the task:

  • Job and process descriptions
  • Background and priorities
  • Responsibilities and interfaces
  • Process partner
  • personal scope for decision-making

He should know what his contribution to the whole is.

Ideally, a colleague carries out one or the other critical task together with the new employee and supplements the information available in writing in a conversation. At the same time, he can answer specific questions. In addition, special IT applications that are only available in this department often have to be learned. It is also important to get to know all process partners and their way of thinking.

4. Performance standards and remuneration systems

The immediate supervisor should take the time to inform the new employee about his or her personal performance criteria to inform. In addition, it should also create transparency about how the employee receives feedback on his performance, how the salary system and salary levels are designed and what recognition options are available, for example the following:

  • Trainings
  • Job enrichment
  • Incentives
  • single payments
  • Salary Allowances
  • Official vehicle
  • Reclassification

5. Working methods

Especially when it comes to a new employee who has just completed his training or his studies, he should be supported in making his own Develop working methods. This can be done through a Time management seminar and in discussions with experienced colleagues, from whom he can receive various suggestions.

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Working method is something very individual and there is no single method that suits everyone. However, it is important that you have a method at all and that you do not work in an unstructured manner. Organizing yourself is a prerequisite for doing the right things and doing things right. Organizing yourself also means work confidently, stay stress free and the receive necessary free time.

The supervisor should also give the new employee criteria as to when he should contact him because the work volume or the work content overwhelms him. In addition, it is the Duty of care of the superiorto prevent an overload of his employees.

6. Intermediate goals for familiarization

The supervisor should set intermediate goals for the induction, i.e. by what point in time the new employee should be able to achieve certain To do tasks independently. These intermediate goals also include Feedback discussionsso that the new employee has transparency about how their results are evaluated by their supervisor.

In addition, the intermediate goals should be based on the duration of the probationary period and subdivide them into a sufficient number of sections so that after the feedback Consequences can occur.

Sovereignty, success and satisfaction

The goal of every induction is to give the new employee all information, medium and Implementation options to hand so that he can work confidently and independently at the end of the induction.

The faster this succeeds, the sooner and more sustainable he becomes his work performance Business Unit Success deploy. He then has a good relationship with his colleagues and process partners, fully contributes his know-how and skills, uses resources efficiently and has mastered all processes and tools. Ultimately, this leads to the satisfaction of the process partners or customers as well as their superiors.

Book tip on the topic: onboarding

As a manager, train and integrate new employees successfully

Paperback: 33 pages
Publishing company: Springer Gabler
Price:14,99 €

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After working in the chemical fiber industry and in reactor safety research, Heinz Jörg Kolitsch worked for over thirty years as a manager in development and in aftersales at BMW AG in Munich. After training as a strategy coach (Univ.) At the Center for Further Education and Knowledge Transfer at the University of Augsburg, he now works as a freelance coach and consultant.