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U/S; 10980 – Induct a New Employee 

U/S; 10980 - Induct a New Employee 

 

Learning Unit1

US:10980, NQF LEVEL 4 WORTH 6 CREDITS

INDUCT A NEW EMPLOYEE

Unit Standard Purpose

Learners achieving this unit standard should help new employees feel welcome and should assist them in becoming productive as quickly as possible.

Learning Assumed to be in Place

Apply basic planning principles

Communicate organizational knowledge

Perform a specific job in an organization.

SESSION 1

SO 1

COMPILE INDUCTION PLAN FOR NEW ENTRANT/S.

Learning Outcomes

(Assessment Criteria)

Starting dates are confirmed and communicated to relevant parties prior to the arrival of new entrant/s 

Planning is done for work space, workstation, equipment and mentor if required by the job/s to which the new entrant/s is/are assigned

General organizational orientation, induction and job specific training are scheduled

Orientation information pack is prepared

General Objectives (towards fulfilling Induction).

  • To make the new entrant feel comfortable with the company on the first day.
  • To brief the new entrant on Company’s culture and provide necessary understanding of Corporate History, Vision, Goals, and Values and Beliefs of the Organization.
  • To introduce the new comer to people working in various departments and also to familiarize with the functions and processes of various departments and their interrelationship.
  • To orient the new entrant on the appraisal system followed in the Company.
  • To brief the new entrant on the Training Initiatives.
  • To equip the new entrant with the HR Policies and Rules of the company records

Importance of Familiarizing New Staff with the Workplace.

Orientation of newcomers is a very important task and has significant benefits for both the individual and the organization:

  • It can significantly alleviate stress that is natural to anyone embarking on a new stage in their career.
  • It provides an early opportunity to establish a relationship between employee and employer.
  • First impressions are often the most lasting, so the way a new employee is treated by the organization may well have a significant impact on their attitude and performance for many years to come.
  • Knowledge given confidence extinguishes uncertainty and familiarizes the unknown situation.
  • Job adjustment is promoted.
  • Positive outcomes are also loyalty, commitment and efficiency which are important for the organization. A long-term relationship must be an objective because the costs associated with obtaining a new employee can be astronomical.
  • Prevents a high incidence of early leavers. Research has shown that an employee’s initial experience of employment with an organization to a large extent determines whether or not she/he remains in the company. Organizations report that 50% of their voluntary resignations occur within the first six months after organizational entry – this of course is financially very costly.
Induction

Induction of people new to the organization is a continuing training need for businesses small and large. Much energy and effort is devoted to Induction, often without too much effective return either for the individual(s) concerned or for the organization. This is a shame as the Induction period immediately after joining is a very important one for everyone concerned.

From the individual’s point of view it is the period where they find their feet, learn about their new organization, their new job and the people with whom they will be working. It is also the period during which they absorb the culture, ethics and standards of the business and begin to form judgements about what is acceptable and non-acceptable in terms of behaviors and inputs.

From the organization’s point of view Induction is the period which, if used effectively equips and prepares the new joiner for their role and gives them the basic knowledge required to begin functioning effectively and safely at the earliest possible moment. Induction is also the period during which the employer can quickly confirm the wisdom of the decision the individual has made to come and work there and make them feel welcomed and valued.

A poor induction period where the individual is left to fend for themselves is, at best, unsettling for the individual and time-wasting for the organization and means that people take longer to learn what they need to know. At the worst it can lead (and often does) to the New Joiner leaving in the first few weeks or even days, thus wasting the cost of the initial recruitment and making it necessary to duplicate the cost and effort involved to fill the vacancy again.

Problems with Induction

Many induction ‘programmes’ are geared only to the needs and possibilities of the organization itself, for example, one day ‘courses’ run when enough new entrants can be gathered together, often weeks or months after the individual has begun work, has already formed opinions, and imbibed a mixed set of impressions and values, and is often resentful of being drawn away from the workplace for a seemingly unnecessary programme.

Another fault with this type of course or event based induction is that it tends to be so full of formal, often legislative based information that the average recipient will absorb little and retain even less of what is covered.

Such organization-driven Induction is generally so formulaic that it misses a number of issues:

  • the timing is often wrong for the individual
  • Line Managers are not always happy to release people weeks or months after they have started
  • New Entrants learn by experience and mistakes rather than in a structured way
  • much of the formal procedural/legislative material is generally more suited to other means of delivery eg. Intranet, manuals, leaflets etc
  • information ‘delivered’ is not necessarily what the new entrant wants or when they want it.
What should Induction address?

One way of devising an effective Induction content is to think in terms of providing three sets of information / knowledge – these are:

  • what the new entrant needs/wants to know
  • what the organization , as a good employer wants to make known to the individual
  • what has to be made known to the new entrant e.g. legislative requirements, employment conditions etc.
What the Individual wants to know

Interestingly, the key early concerns of all new entrants, irrespective of age or seniority tend to be similar. These early concerns are about very personal issues such as:

  • Who is my boss and what are they like?
  • Who will I be working with? What are they like?
  • What are the arrangements for pay, holidays, meal breaks, flexi time?
  • What is my workplace like? Will I have all the equipment I need?
  • What are the ‘rules’, standards etc which I need to fit in with?

Until these personal issues are addressed the new entrant will have little interest in, or retention of, other information.

What the good Employer wants to share with the New Entrant

The employing organization will want to ensure that the new employee receives quite a range of information. This is explained by this design:

This represents a lot of information, all of it important, both to the individual’s understanding of what is required of them and why and to their competence and willingness to make the necessary contribution. Many people and sources will be involved in providing the necessary information. Careful thought needs to be given to timing and method of delivery to ensure that learning takes place effectively for the new individual.

Legislative Information etc.

This is the driest and possibly least interesting information from the New Entrants’ point of view, The Health and Safety at Work Act, The Data Protection Act, Intellectual copyright, Food Hygiene Regulations and other compliance issues may all, or in part, be necessary knowledge. They are not, however, appropriate information to impart during the crucial first two or three days, and particularly not in a course situation. Much better to have this information readily available in one or more permanent formats e.g. intranet, video, booklet etc, and to make sure that an opportunity is structured and provided whereby the new individual has a chance to access the necessary information. The involvement of the Line Manager as overseer, and/or the use of an Induction Checklist which can be signed off on receipt of the information will ensure that the necessary information is accessed by the New Joiner.

Methods for Induction Training

A range of methods exists which can contribute to effective Induction. The methods available include:

  • formal input sessions
  • intranet information and access
  • computer-based CDs
  • text-based self-study material
  • projects
  • planned work exposure.

Sensible use of a mixture of these methods will:

  • balance information delivery
  • engage the New Joiner’s early enthusiasm for learning about the organization and the job
  • reduce the input necessary from Line Managers and others
  • ensure that learning and information transfer takes place for the new joiner.
Timing of Information

It is realistic to assume that for their first couple of days the new joiner will make a limited contribution in the job itself. Most of their attention will be focused on getting settled in. The diagram below shows the likely balance of learning and work contribution over the first month of employment.

It will, of course, be important that on their first day, the new joiner gets to their workplace and meets key people. One very effective way of making the best use of these early days is to have a learner/new joiner focused package available which, once given to the individual, can be used by them to shape their learning by visits, reading, access to the intranet and organization documentation. This package could be based, as a number which DBA have developed, on an agreed checklist of information/learning to be experienced by the new leaner, based on the headings given earlier. The checklist can indicate the ‘what’, ‘where’ or from ‘whom’ it is to be acquired and give an indication of when during the first few weeks of employment the learning is to take place. Other more formal inputs can be scheduled between the individual and their Line Manager.

Personal Responsibility

The self-driven Induction package based on the checklist mentioned above makes use of the individual’s enthusiasm and interest, takes the chore of Induction away from the busy Line Manager. By programming necessary get-togethers and using the checklist to sign-off training received it legitimizes the New Entrant’s search for information. Such an approach to Induction is very much in line with current thinking on lifelong learning and personal responsibility for learning. It also provides a clear seamless link to continuing training development and, where appropriate, a career progression. The latter stages of the package can contain an analysis, against a competence framework if one exists, or against some other agreed form of list. Having completed this assessment the individual can, with their Manager and trainers, where appropriate, agree a Personal Development Plan for the first six months to a year of their employment.

What Needs to Be Included in Employee Orientation?

An employee orientation is the most efficient way to welcome a new employee to the company. Being the new kid on the block can be intimidating. A formal orientation is an opportunity to show him the ropes, introduce him to coworkers and map out the lay of the land, all of which will help him acclimate more quickly to the new surroundings.

Introductions
  • An orientation should introduce a new employee to his coworkers, supervisors, human resource contacts and any other personnel with whom he will initially interact. In a large company, meeting everyone on the first day would be overwhelming, but be sure the key contacts are covered right from the start. It is a good idea to pair a new employee with a veteran coworker who can answer questions and mentor him until he gets acclimated to the new position.
Tour
  • A tour of the office or facility should be a part of every new employee orientation. The tour should include the employee’s work area, his supervisor or manager’s location, restrooms, cafeteria or employee break area, designated smoking areas and where employee supplies are housed. If the new job is in a manufacturing plant, a tour of the processing area would also be appropriate. A tour of other departments and work areas should include an explanation of what each department does and how they fit into the organizational chart.
Form Completion

New employees are usually inundated with forms to be completed for human resources. Applications for benefits, federal tax forms and personnel folder forms should all be completed during orientation. This affords the new employee the opportunity to ask questions if he is unsure of anything. An explanation of applicable benefits should be given as well as options the employee has in benefits like medical coverage and flexible spending accounts.

Handouts

Orientation is a convenient time to hand out any items the new employee will need as he starts his new position. Employee manuals, office keys, company equipment, policies, procedures and identification cards or badges should be distributed along with instructions for each. Employees should sign off on receipt of these items.

Procedures Review

Along with policy and procedure handouts, the new employee orientation should contain an overview of these items. This is also the time to review the employee’s job description and what will be expected of him. Information about training, employee reviews and advancement opportunities can also be covered in the orientation as well as an overview of the company’s mission statement, core values and ethics policy. The more information a new employee receives, the more comfortable he will be starting work in his new position.

The Advantages of Orientation Programs

Effective orientation programs give an organization significant advantages in motivating and retaining employees versus competitors that have no orientations or operate programs that are poorly planned and implemented. Several specific benefits are usually experienced by companies and their new hires when orientation programs are successful and achieve the desired results.

Ideally, employees leave an orientation program feeling like they belong.

Increases Employee Production
  • A primary advantage of an orientation program is that it can strongly boost the effectiveness and production value of employees. Employees who are oriented to the company culture and well-trained before they begin work are more likely to bring immediate returns to employers. In its “Orientation Program for DMC Officials” overview, the Asian Development Bank notes that a key benefit of its program is that it allows developing member country officials to “upgrade their skills in development planning and project management.”
Promotes Teamwork
  • Companies that value a culture of teamwork and rely heavily on work groups see orientation as helpful in imparting these team values and cooperation to new employees. Companies can include team activities in the orientation process to afford new hires working in the same area the opportunity to meet and build rapport during the orientation. This helps new employees feel comfortable and begin establishing good working relationships with colleagues right away.
Shows Commitment to Employees
  • Employees who are thrust into jobs with little or no formal training and orientation may feel overwhelmed and develop the belief that their value is not appreciated by the company. For this reason, Oasis Outsourcing advises that company CEOs, owners or other leaders come to the orientation to greet new employees and welcome them. In smaller organizations, this is especially critical to maintaining a sense of closeness within the company and to show the new hires that they are valued from the top down.
Avoids Confusion
  • Another primary advantage of orientation is that it helps avoid the confusion that results when employees are inadequately educated as to how the company operates. East Tennessee State University points out on its “New Employee Orientation” page that its orientation helps employees understand critical policies and procedures, and learn about pay and benefits that come with the job. Additionally, an open question and answer forum gives employees the opportunity to clear up any confusion or concerns they may have about their new employment.
Orientation Preparation
  • Every member of the human resources team should play a role in developing new employee orientation. The compensation and benefits specialist presents a section that addresses his role in the department, how employees are compensated, withholding status, health care benefits and retirement savings programs. Likewise, human resources presentations on matters such as workplace safety, recruitment, promotion and selection, and how to report workplace concerns must be included in an orientation program. The disadvantages of presenting such a thorough orientation session is preparation and staff time, which is particularly costly for employers who frequently hire large numbers of employees.
Scheduling
  • When employers hire several new employees within a short period of time, they might want to save time and money by conducting orientation for the entire group instead of one or two new employees at a time. Scheduling challenges can arise from attempting to coordinate the schedules of hire dates and the corresponding orientation dates and times. In addition, if a department is already short-staffed, managers may need new employees to assume their duties and responsibilities before they have a chance to finish orientation. The disadvantage is that an employee must begin her job duties before learning as much as possible about the company’s philosophy and business practices.
Location
  • Orientation sessions should be conducted in a conference room situated away from busy work areas to prevent disruptions during class. Human resources staff can be at a disadvantage while trying to find a suitable area where the new employees can devote their full attention to the presentations and not be distracted by operations in a fast-paced working environment, unless the organization has a classroom or conference that can be specifically dedicated to orientation for several hours or several days
Online Orientation
  • While many employers offer self-service, online orientation to maximize resources, technology use and minimize staff time, the disadvantage to learning about a new employer online is that it depersonalizes the process. New employees want to learn face-to-face, and put faces with names of people and their roles within the company. Online orientation presentations also pose challenges for employees whose computer skills are minimal or nonexistent. This can certainly cause frustration for new hires, which causes the beginning of the employment relationship to be on a shaky foundation.
Limited Information
  • Workplace rules, policies and guidelines change over time, especially for companies in the growth stage of their business. When these changes occur, employers revise the employee handbooks and distribute them to their workforce. Orientation for new employees is great, but an even better system would be to provide refresher training on the company’s mission and values as they develop throughout the company’s growth. The disadvantage of orientation programs is that they limit the information presented to new employees, and neglect to keep employees informed of organizational changes that may have been discussed during the initial orientation sessions. Preventing this disadvantage requires employers to maintain open communication lines with employees instead of relying on orientation to be the only introduction an employee has to understanding the company’s philosophy and vision.

What must I include in an orientation pack for new staff?

 

The information provided on this website is done so in good faith, however the onus is on the user to seek the advice of an expert prior to making any business or investment decisions.

You must determine the level of detail you wish to include in your orientation pack, however it is a good idea to supply detailed information that includes the following:

  1. Company vision, mission and values
  2. Description of the nature of the company, its products and/or services
  3. Introduction to the management team and reporting structures
  4. Explanation of the various roles of company departments and how they relate to each other
  5. Detailed run through of the signed employment contract, taking time to note company rules and regulations and what constitutes unacceptable behaviour
  6. Detailed job description and description and deadlines of delivery
  7. Training manual for tasks to be performed
  8. Access cards, IT password, telephone codes if applicable

The most important thing that is missing in most orientation packs is what the expectation of that staff member is over the next month to 12 months. The more definitive you are and the more measurements you put in place as to what the expectations are and what the benchmarks are, the better. Also critical are the rules and regulations right from day one should be explained to staff. We find there is a lack of training of staff as they come in to most companies today and they just seem to have to bounce around until they get the law of the land.

Learning Unit 2

 



SESSION 2

SO 2

PREPARE ENVIRONMENT TO ACCOMMODATE NEW ENTRANT. 

Learning Outcomes

(Assessment Criteria)

Employees are briefed on name of new entrant, job title, date of commencement, duties and responsibilities.

Workstation is allocated in the work space and equipped before date of commencement

Arrangements are in place for the direction of the new entrant to the specified person as in the letter of appointment

Prepare environment to accommodate new entrant

Projects, Four Types of Planning

1) Passive planning happens when leadership allows the raft to travel downstream at the mercy of the current rather than steering, rowing, and turning. This kind of non-planning eventually leaves you unprepared to face whitewater rapids. Worse yet, in the absence of a plan, the current may take the raft over the edge of a dreaded waterfall.

2) Panic planning happens only after the raft is in trouble. At this point, all of the organization’s resources are scrambled in a reactionary pattern in an attempt to solve the problem. With panic planning, you may or may not come out alive and well, but you are guaranteed some bumps and bruises.

3) Scientific planning is viable, but can be laborious, mechanical, and often ends up abandoned in the process. Imagine if a raft guide constantly tried to measure the depth of the water, the distance between rocks, the wind speed, and the water current. Although the information might be helpful, oftentimes the water would be moving too swiftly to take the measurements. In a like manner, leaders often have to respond to change in an instant. There’s no time to collect scientific data on all of the variables before deciding which course of action is best.

4) Principle-centered planning is the key to effectiveness. It is the artistic or leadership approach. Principle-centered planning recognizes that life in general (and people in particular) can’t be graphed on a chart, but sees that planning still remains essential.

Reasons Why People Don’t Plan

You don’t have to be in leadership very long to learn that planning pays off. Even so,

many people don’t plan. Here are four reasons why people neglect planning.

They don’t possess planning skills or knowledge.

Some people don’t have an innate ability to project themselves into the future. They’ve never been taught to prioritize their day or to prepare for tomorrow. They’re caught in the tyranny of the urgent, and they believe that they don’t have time. Some people allow themselves to be pulled into the vortex of minutiae. As a consequence, they end up buried under a sea of details, and they can’t pull their heads above water long enough to plan.

Who has duties in relation to the work environment and facilities?

A person conducting a business or undertaking has the primary duty under the WHS Act to ensure, so far as is reasonably practicable, that workers and other persons are not exposed to health and safety risks arising from the business or undertaking.

The WHS Regulations place more specific obligations on a person conducting a business or undertaking in relation to the work environment and facilities for workers, including requirements to:

  • ensure, so far as is reasonably practicable, that the layout of the workplace, lighting and ventilation enables workers to carry out work without risks to health and safety
  • ensure, so far as is reasonably practicable, the provision of adequate facilities for workers, including toilets, drinking water, washing and eating facilities
  • manage risks associated with remote and isolated work
  • prepare emergency plans.

Persons conducting a business or undertaking who have management or control of a workplace must ensure, so far as is reasonably practicable, that the workplace, the means of entering and exiting the workplace and anything arising from the workplace is without health and safety risks to any person.

This means that the duty to provide and maintain a safe work environment and adequate facilities may be shared between duty holders, for example a business leasing premises will share the duty with the landlord or property manager of the premises. In these situations the duty holders must, so far as is reasonably practicable, consult, co-operate and co-ordinate activities with each other.  

Persons who design and construct buildings and structures that are intended to be used as workplaces must ensure, so far as is reasonably practicable, that the building or structure is without risks to health and safety.

First impressions count and there are fewer times when first impressions are as vital to the quality of the relationships that are forged as when a person starts a new job.  The ‘right’ person can be lost in the first few days if they experience the ‘wrong’ induction.  After making the investment in good recruitment, it’s essential that a similar investment is made in high quality induction.

Every new employee should experience a pre-planned induction process designed to cover the major aspects of their job.  Essentially, the aim of an induction process should be to make the new person:

  • WELCOME – feel that they are valued and will fit with the team
  • CONFIDENT – that they can do the job that has been comprehensively explained to them
  • OPTIMISTIC – about their future with the company
  • EXCITED – about the potential opportunities in the role and the company
  • IDENTIFY – with the company’s philosophies and objectives and feel happy and even proud to be part of it. Induction is like the anchor on the ship, the light in a darkened room, the instructions to a great new piece of equipment, the colour on a bland wall. Without it a new employee can drift aimlessly and helplessly; never knowing the possibilities and fail to fully engage with the new company.  The inevitable outcome is reduced performance and eventual departure.

It’s important to appoint someone to manage each new induction to ensure all areas are properly covered.  They could be their direct manager or supervisor, a member of the human resource team or a good administrator who follows the process and secures the cooperation of everyone involved. 

Appointing a buddy or mentor is another good way of ensuring the induction runs smoothly and the new employee has support close at hand.  The choice of mentor or buddy is important.  They should be respected people within the team who will share their experiences in company in a positive way and be happy to maintain regular contact to help the new employee settle in. 

Organising an event such as morning tea, lunch or after work drinks is also a useful way to make new employees feel welcome.

An induction procedure simply needs to cover all the things a new person should know when they start a job.  It can be a simple list to go through and discuss or can involve time spent in various parts of the company.  The most important thing is that we don’t assume an employee has been familiarised with everything they need to know.  The only way to be certain is if there is a plan and everyone involved sticks to it. 

We’ve provided a general guide for inducting a new employee which can be amended to suit the specific needs of your company.  If you need help designing and conducting a comprehensive induction process, Linked Consulting can provide professionals to assist you.  Speak to one of our consultants to find out more.

Learning Unit 3

 



SESSION 3

SO 3

MANAGE GENERAL ORGANISATIONAL ORIENTATION PROCESS.

Learning Outcomes

(Assessment Criteria)

Contents of general orientation programme cover all essential areas

People, presenters and venues for the general programme are notified and venues arranged prior to date of commencement of programme

 

Organizational orientation process.

Process Orientation places a priority on “how” things are done. It is a willingness to remain open and follow in new directions. It means setting aside mainstream ways of achieving results and instead following culturally respectful processes that also produce results. It is letting go of agendas or the need to control, and trusting that the appropriate outcome will emerge from a good journey together. It means accepting that both the use of process orientation and a “good relationship” are concrete deliverables. 

Why is this important?

“Concepts of time differ. There are differences even for Aboriginal people between today’s society and yesteryear’s society. Indian time is the time in which it takes to get things done. It is when the salmon berries are out, when the deer are plentiful, when the salmon are running – traditional ceremonies always take place during this framework of time. Indian time requires flexibility, because sometimes the herring spawn early, sometimes late. It’s whatever the situation and the people tell us is right.

“So traditionally we take time to think things through, to ask elders, to ask our family members, to make the right decision. We bring all this to our business with you. If you disregard the journey then you’ve gotten away from the outcome that you set. You really just have to immerse yourself in the community and the culture to understand how that relationship will develop and how the process will lead to the outcomes.”

Rationale for Orientation Policy

Student affairs professionals are dedicated to the fundamental principle that students must be considered as whole persons. This principle should be applied to the individual employee as well. The orientation of student affairs professionals to their jobs provides an opportunity to emphasize the whole employee development approach to staffing practices in student affairs.

Prior to determining the exact content and organization of the orientation program, key participants should review the existing organizational structure of the unit. Orientation is not just a program, but also a process that is integrated within the overall mission of the unit, the division of student affairs, and the institution. Objectives for the program should complement the mission and goals of each faction. Orientation policy should, then, be directed toward the following objectives:

  • Model practice focused on student learning and education of the whole person.
  • Communicate the mission and goals of the unit.
  • Clearly define the new employee’s role and expectations for job performance.
  • Make the new student affairs professional feel welcome and comfortable.
  • Provide consistent documentation and interpretation of policy.
  • Provide opportunities for meeting and interacting with student affairs professionals within the unit and across units in the division of student affairs.
  • Reduce turnover among staff.
One of the most critical aspects of the recruiting process is Orientation. 

Orientation is a function that allows a new employee to learn about the organization, what the expectations are in the position, who is responsible and accountable, and in general what they need to know to become an integral part of the company.

It is sad, however, that many companies not only don’t provide an orientation, but expect the new employee to be able to figure it out themselves. The problem is, if you don’t provide a formal orientation process, the employee will still receive an orientation and it may not be the one that will benefit the employee, their co-workers or the company.

As part of the hiring smart philosophy, orientations can be simple to prepare and conduct. All it really takes is planning. It actually begins at the point of hire when the offer is first presented. The offer letter can include a welcome and a brief overview of benefits, time to report, who to report to and what to expect the first day, week and follow-up months. By merely making sure the new employee is listed on the company roster and in the phone system can make the first impression very favorable.

On the first day, the employee should be given a tour of the facility, no matter the size, and especially those areas the employee will be most involved with during their work day. Introduce the staff and prepare a list of their names and job functions. Time should be made to go over the basic operations of the company and department, such as work hours, timeliness/punctuality, explaining the time tracking process, pay day schedules (including direct deposit information or banks used in the area), overtime policy, lunch time or break time policies, parking, telephone and Internet policies, security regulations and how the telephone system works. In addition, a review of the new employee job description, the filling our of necessary forms, and a schedule for any additional needed information – such as training.

This is an opportunity to explain to the new employee the importance of their position and how it works to the support of the goals of the company. Orient the employee to their work area and make sure they have all needed supplies, materials, documents and manuals that may be necessary for them to do their job.

Just as important as the work schedule and pay schedule is the listing of Holidays and time-off provided by the organization, or how to report a sickness or necessary absence. Explain that a 90-day review will be conducted to ascertain any difficulties or answer any questions about the job.

A good orientation may take a day to actually complete. A great orientation will continue throughout the next 3-months as the new employee learns more about the company and the job. This is accomplished by following up with the employee and asking for their feedback or evaluation of the orientation program.

Guiding Principles

An effective orientation will:

  • Foster an understanding of the campus culture, its values, and its diversity
  • Help the new employee make a successful adjustment to the new job
  • Help the new employee understand her role and how she fits into the total organization
  • Help the new employee achieve objectives and shorten the learning curve
  • Help the new employee develop a positive working relationship by building a foundation of knowledge about campus mission, objectives, policies, organization structure, and functions
Before the Employee Arrives

The new employee orientation process begins before the employee comes to work. Planning ahead for your new employee’s arrival will allow you to spend productive time on that first day. So, before the employee arrives you should:

  • Notify everyone in your unit that a new person is starting and what the person’s job will be. Ask the other staff members to welcome the new employee and encourage their support.
  • Prepare interesting tasks for the employee’s first day.
  • Make a copy of the job description card, Brassring job vacancy listing (JVL), job performance standards, campus organization chart, and your department’s organization chart.
  • Enroll the employee in the New Employee Welcome & Orientation class through the Employee Development & Training Unit in Human Resources. Ensure that they are enrolled in the Benefits Orientation as well. Enrolment in the on-line or classroom versions can be accomplished.
  • Make sure the employee’s work location is available, clean, and organized.
  • Make sure a copy of the appropriate personnel policy manual or contract is available for the employee.
  • Have a benefits information package available.
  • If possible, identify a staff member to act as a buddy for the first week.
  • Put together a list of key people the employee should meet and interview to get a broader understanding of their roles
  • Arrange for a building pass, parking pass, and IDs if necessary.
  • Draft a training plan for the new employee’s first few months.
The First Day on the Job

A new employee may be anxious about starting a new job. Try to create a comfortable environment and remember not to overwhelm the new employee with too much information on the first day. Orientation is a continuing process, so there will be plenty of time to give the employee all the necessary information. On the first day, you should:

  • Give a warm welcome and try to reduce any nervousness the new employee may feel.
  • Discuss your plan for first day.
  • Introduce the employee to other staff members.
  • Arrange to have lunch with the new employee.
  • Show the new employee around the office.
  • Review the job description card and organizational charts with the employee.
  • Explain ridesharing and transportation services.
  • Review telephone, fax, e-mail, and Internet use
  • Give the employee the New Employee Benefits Packet. Be sure to discuss any questions or refer the employee to your Department Benefits Counselor. Remind the employee to fill out and submit benefits forms on time. 
  • Explain that University policy and collective bargaining agreements call for most new employees to complete a probationary period before they become regular status employees. Discuss what the probationary period is all about and explain how and when the employee’s performance will be appraised during the probationary period.
  • Have the new employee complete all the necessary personnel forms.
Follow-up Meetings

Over the next few weeks, schedule meetings with the employee to discuss the following:

  • Employee’s overall impressions. Find out how the employee perceives your department so far. If there are any problems or concerns, address them.
  • Organization of the University. Spend time explaining the University’s structure. Talk about where your department fits in and how it relates to other departments on campus.
  • Mission statements. Discuss the mission statement of the University and how the goals and objectives of your department help support that mission.
  • Performance evaluation process. Explain that you and the new employee will be developing a performance plan, discussing her progress and evaluating her performance. Explain the timing of appraisals and the methods you’ll use to measure progress. 
  • Department work rules. Review your department’s work rules with the new employee. Discuss attendance guidelines, call-in procedures, and requests for time off.
  • Controlled substances. Explain that the University does not tolerate the use of illegal substances or abuse of legal substances on the premises or reporting to work in an unsafe condition. You are required by law to give the new employee a copy of the campus Substance Abuse Packet.
  • Security. Discuss your department guidelines on security, such as keeping doors, cabinets, and file drawers locked, and wearing the id badge.
  • Safety. Review the University’s policies and your department’s policies on safety in the workplace with your new employee. Evacuation procedures, emergency preparedness guidelines, and the escort service should be included in this review
  • Injuries on the job. Discuss procedures for handling injuries on the job. Tell the employee to report all job-related injuries to you, regardless of how minor. 
  • Training plan. Discuss your training plan with the employee. Consider incorporating any changes the employee suggests. Implement any changes that you both agree upon.
  • Other resources. Tell the employee about any other resources that will help get the job done, Accounting, your department’s Personnel Manager, or Mail Services.
  • Employee Services. Describe the roles of the Ombudsperson, CARE Services, Wellness Program, and the Campus Personnel Office. 
  •  Supervisor’s Checklist for New Employee Orientation
First Day on the Job:

A new employee may be anxious about starting a new job. Try and create a comfortable environment and remember not to overwhelm the employee. Refer to the new employee checklist for details.  Print out a copy and use it as a reminder during all of your regularly scheduled meetings with your new employee for the first 2-6 months.

Simply needs to cover all the things a new person should know when they start a job.  It can be a simple list to go through and discuss or can involve time spent in various parts of the company.  The most important thing is that we don’t assume an employee has been familiarised with everything they need to know.  The only way to be certain is if there is a plan and everyone involved sticks to it. 

We’ve provided a general guide for inducting a new employee which can be amended to suit the specific needs of your company.  If you need help designing and conducting

Contents of general orientation programme cover all essential areas.

 

  1. Manpower requirements- The very first step in staffing is to plan the manpower inventory required by a concern in order to match them with the job requirements and demands. Therefore, it involves forecasting and determining the future manpower needs of the concern.
  2. Recruitment- Once the requirements are notified, the concern invites and solicits applications according to the invitations made to the desirable candidates.
  3. Selection- This is the screening step of staffing in which the solicited applications are screened out and suitable candidates are appointed as per the requirements.
  4. Orientation and Placement- Once screening takes place, the appointed candidates are made familiar to the work units and work environment through the orientation programmes. placement takes place by putting right man on the right job.
  5. Training and Development- Training is a part of incentives given to the workers in order to develop and grow them within the concern. Training is generally given according to the nature of activities and scope of expansion in it. Along with it, the workers are developed by providing them extra benefits of in-depth knowledge of their functional areas. Development also includes giving them key and important jobsas a test or examination in order to analyze their performances.
  6. Remuneration- It is a kind of compensation provided monetarily to the employees for their work performances. This is given according to the nature of job- skilled or unskilled, physical or mental, etc. Remuneration forms an important monetary incentive for the employees.
  7. Performance Evaluation- In order to keep a track or record of the behavior, attitudes as well as opinions of the workers towards their jobs. For this regular assessment is done to evaluate and supervise different work units in a concern. It is basically concerning to know the development cycle and growth patterns of the employees in a concern.
  8. Promotion and transfer- Promotion is said to be a non- monetary incentive in which the worker is shifted from a higher job demanding bigger responsibilities as well as shifting the workers and transferring them to different work units and branches of the same organization.

Learning Unit 4

 



SESSION 4

SO 4

IMPLEMENT AND MONITOR JOB SPECIFIC INDUCTION.

Learning Outcomes

(Assessment Criteria)

New entrant is introduced to team members and colleagues.

Appropriate communication techniques are used to contribute to optimal team functioning.

Duties, responsibilities and performance standards are discussed, explained, allocated, mutually agreed upon and documented.

Training and development needs are identified and job specific training scheduled according to new entrants requirements.

Suitable mentor/coach is identified and assigned.

Role performance is monitored and developed for optimal team functioning.

 

Implement and monitor job specific induction.

 

Evaluation and monitoring of Induction Process

The new employee will be asked to complete an evaluation form and return it to HR. They may also be asked to participate in the annual audit to give their feedback about their induction experiences.

The Trust is committed to taking action to continuously improve the induction and development of its employees. Additionally, quarterly attendance statistics provide a tool for monitoring compliance to this process. 

Managers and/or Agencies could be asked to produce individual training records as part of the audit process.

Planning

Consider key orientation planning questions before implementing or revamping a current program. Important questions to ask are:

What does the new employee need to know about this work environment to feel comfortable and confident?

What impression do you want new employees to have on their first day?

What policies and procedures should new employees learn about on the first day or the first month? This vital information must be included in the orientation process.

How can new employees be introduced to their coworkers without feeling overwhelmed and intimidated?

What special things (desk, work area, equipment, special instructions) can you provide to make new employees feel comfortable, welcome, and secure?

How can you ensure that the new employee’s supervisor is available to assist him or her on the first day; and provides enough time and attention to let him or her know that he or she is valued an important addition to the work team?

Ask for feedback from recent hires. Find out how they perceived the orientation process and make changes based on those recommendations.

Tip:

Once you have a list of areas to cover, divide them up according to when they should be covered in the induction process: before the new hire starts, on Day 1, in Week 1, or in the first month.

One of the most important things that you may need to do before Day 1 is to get the new hire to complete a Training Needs Analysis document. This allows you to arrange training in advance and book it into the new person’s schedule when they start. Doing this will reduce their anxiety about unfamiliar systems (usually IT, but also procedures and licenses to use certain equipment). And by being able to schedule training earlier, you’ll have them up to speed and productive sooner.

New entrant is introduced to team members and colleagues.

 

This sample new employee introduction letter welcomes your new staff member. It introduces the new employee to his or her coworkers. A nice touch for the employee is to schedule an informal time, with food and drinks, for coworkers to greet their new teammate.

Send this employee introduction letter by email and post it in any department where employees have no email access. This employee introduction is an integral component in your new employee welcome process.

 Employee Introduction

Dear Staff:

I’d like to introduce you to our newest employee. Mike Martin has accepted our offer of employment as a marketing manager. His first day is (date). Please join us at 4 p.m. in the main conference room for appetizers and drinks to meet Mike and welcome him to the company on his first day.

Mike has fifteen years of experience in increasingly responsible roles within marketing at several companies. In his most recent position, Mike managed marketing for (Company Name). His experience is enhanced by his Bachelor’s degree in Business with a Marketing major. He is currently working on his MBA in his spare time.

As Marketing Manager, Mike is responsible for the overall leadership of the marketing department and the marketing staff. He reports to (Name – Title) Specifically, Mike will lead our efforts in these areas:

  • Researching and evaluating new product opportunities, demand for potential products, and customer needs and insights.
  • Overall marketing strategy and execution of plans for the existing products.
  • Working with product development teams to manage new product development.
  • Managing launch campaigns for new products.
  • Managing distribution channels for products.
  • Ensuring effective, branded marketing communications including the company website, print communication, and advertising.
  • Managing media and marketing staff and external PR agencies.
  • Analysis of the effectiveness of all marketing efforts.

Mike will work closely with the product development teams. His office is (Location).

Thanks for joining me in welcoming Mike to the team.

Regards,

 When a new employee joins your company, you feel excited to welcome him/her. But with the new joining, you also end up getting more responsibilities. If you are the one who is training then it becomes more difficult to manage your work and train the new employee at the same time. Moreover, your teammate is new so you have to introduce and ensure that he/she is completely comfortable in the new organization. If a new employee has joined and you want to know how to smartly deal with him/her, here are few special tips for you.

Tips to welcome a new employee: Greet: Firstly you should greet your new employee at work. The day he/she joins, you have to welcome with greetings. Drop a mail to welcome and introduce the new member to other employees. Use a welcome note and paste on his/her bay. You can also gift a card or a pen to make the new employee feel friendly and comfortable.

Introduce: As mentioned, you have to make your colleagues know that a new member has joined your team. With the help of the HR Department, make your colleagues know about the new worker. You can either hurdle and welcome in front of all or drop a mail to a common group id.

Join for tea/coffee: Ideally you should not stick too much on your new employee just to make him/her feel comfortable. But, this is a time when you can relax and discuss informally with your new colleague. Do not gossip about other colleagues or teammates, not at least on the very first day. Join for a coffee/tea and show the cafeteria. It is one important thing that you should do to welcome a new employee.

Welcome in the group lunch: No one likes to eat alone. Once the lunch time comes, call him/her or go to the new employee’s bay and ask for lunch. Do not force but ask to check if he/she wishes to join you or not. If interested, go for lunch together and introduce him/her to everyone.

Be a helping hand: You do not need to throw attitude and arrogance to your new employee. Ego and self-esteem should not affect your work skills. As the employee is new, you have to explain about the way your company functions. If your employee needs help, do not hesitate. But, make sure you do help in even simple things. This will make your employee get dependent on you. Just teach him/her and let them handle. When they need help, be calm and help.

Appropriate communication techniques. 

 

Having effective communication skills is imperative for your success. Positive communication will certainly increase the opportunities you find in your career and business. Having good communication skills will enable you to get ahead in certain areas where others who are less assertive may not succeed. A few things to keep your eyes on while practicing the fine art of communication are:

Body Language 

Do not shy away from the person with whom you are speaking. Be sure to maintain a relaxed, but not slouching posture, regardless whether you are the one speaking or listening. Other things that ensure your body is communicating your attentiveness to the conversation can include:

  • Making eye contact.
  • Nodding occasionally to acknowledge a strong point in the conversation.
  • Standing with hands clasped in front of you, never crossing your arms.
  • Not displaying nervous ticks such as wringing hands, picking at your nails, or anything that the person communicating with you will view as a distraction from their conversation.
Speech and Attentiveness

When speaking, you need to be clear and concise. Speak on important matters directly and do not waste time with long drawn out stories that will cause your listener’s mind to wander. Make sure you ask whether they understand, and be willing to further explain any of your points. Do not expect someone to just “know” what you are saying, even if it is crystal clear in your own mind.

In addition, one of the most important aspects of verbal communication is the ability to practice active listening. This is not just actively waiting to talk. Always make mental notes of key points when someone is speaking to you. That way once you are given a chance to speak, you can respond to the most vital issues being dealt with. When others are speaking, try to think about the exact words that they are saying. If you practice this, you will comprehend and contain 75 percent more of the information that you hear.

Communication Consistency

Maybe your weakness is in the quality or quantity with which you communicate to your employees. Communication seems to have dwindled to superficial small talk. Great communicators practice the ability of consistent communication by remaining available. Do not be afraid to be the one who voices any concerns or difficulties. However, ensure that you are practicing open and honest communication with those who may depend on you. Be available and bold with tact.

Be sure to leave communication lines open to those who may need to address problems with you. You will find that you prevent the small issues that normally have the habit of becoming large ones by making those in your life aware that you are open to discussing issues at any time.

Patience

During your communications with others always give them time to communicate their issues as well. Remaining focused on what they are trying to communicate will show them that you are indeed open to assisting with their issues. Many of people’s communication lines tend to break down on the side where impatience is in a rush to get out of the conversation. Since you cannot control the other side, do yourself a favor and take a breath. The conversation you’re involved in is important.

If you are confused as to what someone may be requesting, than repeat back to him or her what you think they said and ask if that is correct. Often this will inspire the speaker to be more in-depth about their needs, which will help you to understand them fully.

Practicing Effective Communication Skills

If someone has communicated a need or an issue to you, then your main priority should be to aid him or her in repairing the problem. Following up on an issue is the only way to convince others whom you need to communicate with that you have listened to them and that their problems or issues are important to you as well.

Practicing strong follow-up will also leave the impression that you are involved in the bigger picture. When people see this commitment, they will know you are open to future communications. This creates a loyal and discerning surrounding that cultivates positive movement and communication. This will develop a strong sense of confidence in those with whom you communicate.

 Good Communication Skills for What?

If my goal is to improve my counseling skills so that I can better assist people who are afraid and anxious, then I will likely concentrate on improving a different set of skills than if my goal is to improve my ability to perform in a choir or to close a sale over the telephone.

The point is that there is no universal answer to the question, “How can I improve my communication skills?” One must first ask, “For what purpose?”  Here are a few advertisement headlines I came across whilst researching this topic:

  • How to Become Popular by Using Good Communication Skills
  • How to Present Yourself as an Educated Person
  • Maximize your Chances for Success with Good Communication Skills
  • Good Communication Skills Key to Success
  • Good Communication Skills in the Classroom
  • How to Communicate Effectively

 Communication means transferring thoughts and ideas with an intention of delivering information. This article is going to articulate some of the techniques for effective communication. If you follow these techniques, surely success is not far away.

Listening

You have to listen to the other party. Do not commit the mistake of thinking that communication is only a one-way street. Apart from speaking your mind out, communication is also about listening and that too very carefully. Focus on what they are saying and reflect on that conversation later. This will send out a message to them that you are grasping their point and they should do the same when you are speaking.

Expression

Honesty is very important here. Whenever you are expressing yourself, talking truthfully and honestly will send out a signal that you trust your audience. Speak clearly and properly. Also try to be precise about the subject that you are speaking on. Do not beat around the bush. This will only confuse your audience. Besides, if your audience is getting confused, the entire purpose of your self-expression is getting defeated

Taking Criticism Positively

If someone comes to you with criticism, it’s just a natural human response to defend your stance. Try to take criticism positively and constructively. If the criticism is very hard to take and emotional, then the chances are that the person you are communicating with is in distress. Try to empathize with the person and resonate your words in a very mild language.

Avoiding Arguments

Most often than not, whenever you are trying to have a healthy conversation, it turns into an argument. Arguing does nothing but wastes your time. Try to avoid getting into such situations. And even if you get into such a situation, instead of trying to win the argument, find an amicable solution in a constructive way.

Understanding the Audience

You need to be able to understand your audience, as they are the ones for whom you are speaking. Do not send out your message before you are absolutely sure that they will grasp what you are saying. For example; suppose the quality of work of a junior employee is really hampering the overall performance of the team, and you are really concerned about his work, do not issue an official warning straight away. Try to understand the perception of the employee and then think of taking any action.

Feedback

You need to be able to understand your audience, as they are the ones for whom you are speaking. Do not send out your message before you are absolutely sure that they will grasp what you are saying. For example; suppose the quality of work of a junior
It’s one of the most common occurrence at the workplace, that a colleague does exactly opposite to what you want him to do. You keep wondering, why has he done so. You keep thinking of many reasons for that. Maybe the colleague did not listen to you or maybe he did not understand what you said. But the worst possibility could be the deliberate inaction. What do you do in that scenario? Well, you take a feedback. Without taking proper feedback, you wouldn’t know the perspective of the person in front of you. Only through feedback you will know why he or she did or did not do what they were asked to do.

Communication does not simply refer to merely articulating words. Body languages, hand gestures, along with other factors, play an important role for communicating your point. I hope that some of the techniques of effective communication mentioned here help the reader in more than one way.

coordinate project plans going forward.  

Training and development needs

 

Training and Development Needs

A competent workforce underpins the success of any organization. It is crucial that staff possess the knowledge, skills and competencies required for optimum performance. Recognizing the training, development and learning needs necessary to equip staff with the capabilities required to contribute to business success and progress their careers is therefore key. Most organizations acknowledge the importance of developing their staff, but many will admit that their provision for staff development through training and learning could be improved.

Cornwell helps organizations improve employee performance through effective development, training and learning. Our consultants view training and learning as components of a broad approach to competency management, aligned to HR and business strategy. Training and learning impact on many business areas including selection, recruitment and retention, performance management and staff development. Cornwell consultants therefore adopt a holistic approach that encompasses both current and evolving future requirements with methodologies tailored to individual client needs. This involves:

Analysis of the gap between current competencies held and those needed.

Preparation of a strategic competency management framework, encompassing a broad range of HR interventions including training and learning, to bridge the gap.

Combining our expertise in training and learning with that in our other consultancy disciplines such as programme management, information and knowledge management and HR to bridge gaps in areas of specialist competencies.

Our gap analysis focuses on specific competency issues such as the training implications of achieving an IT-enabled process improvement and initiates a Training Needs Analysis (TNA) to define the training needs, assess client delivery options and specify the preferred solution. Clients can then develop or procure the specified solution.

Our consultants recognize that training should be addressed within a cycle of continuous improvement, acknowledging the need to learn from past experience. Our consultants therefore support clients in measuring the benefits of their training, assessing the effectiveness of their training and in recommending practical improvements.

The need for Training and Development

Before we say that technology is responsible for increased need of training inputs to employees, it is important to understand that there are other factors too that contribute to the latter. Training is also necessary for the individual development and progress of the employee, which motivates him to work for a certain organization apart from just money. We also require training update employees of the market trends, the change in the employment policies and other things.

The following are the two biggest factors that contribute to the increased need to training and development in organizations:

  1. Change: The word change encapsulates almost everything. It is one of the biggest factors that contribute to the need of training and development. There is in fact a direct relationship between the two. Change leads to the need for training and development and training and development leads to individual and organisational change, and the cycle goes on and on. More specifically it is the technology that is driving the need; changing the way how businesses function, compete and deliver.
  2. Development: It is again one the strong reasons for training and development becoming all the more important. Money is not the sole motivator at work and this is especially very true for the 21st century. People who work with organizations seek more than just employment out of their work; they look at holistic development of self. Spirituality and self awareness for example are gaining momentum world over. People seek happiness at jobs which may not be possible unless an individual is aware of the self. At ford, for example, an individual can enroll himself / herself in a course on ‘self awareness’, which apparently seems inconsequential to ones performance at work but contributes to the spiritual well being of an individual which is all the more important.

The critical question however remains the implications and the contribution of training and development to the bottom line of organizations performance. To assume a leadership position in the market space, an organization will need to emphasize on the kind of programs they use to improvise performance and productivity and not just how much they simply spend on learning!

 Identify the need

The need for staff training can be identified in a number of ways, such as during interviews, through feedback from colleagues, by competence or knowledge tests, by observing work taking place, or from appraisal documents or CVs. Skills and knowledge audits and a SWOT analyses are well-known techniques that can be used for self-assessment as well as for identifying the needs of individuals and groups.

Learning Unit 5

 



SESSION 5

SO 5

EVALUATE EFFECTIVENESS OF INDUCTION PROCESS.

Learning Outcomes

(Assessment Criteria)

Items specified on an induction checklist are complete within the specified time frame (six weeks) or as indicated by company policies/procedures

Information regarding the effectiveness of the orientation or induction programme is collated.

Data from the feedback is analyzed to identify areas to improve the existing induction process and the programme is modified accordingly.

Following a process or a procedure is a way of preventing chaos or troubles in life. Day-to-day examples like following the signal, adhering to a queue, etc. can be looked upon as ways in which order is brought about in our life. In certain scenarios, where individuals tend to miss out on the process or rules, officials are appointed to enforce the same so as to maintain order and convenience.

The same is applicable to software development too. It is not uncommon that we are often faced with the question, do we need process orientation? The answer is not just a ‘yes or no’ situation, but a whole detailed introspection needs to be carried of why we need it and how we can bring in an orientation to avoid chaos in software development. This article is a detailed discussion on the need for process orientation and the way in which it can be achieved.

Current Scenario

Software development and maintenance requires processes and practices that contribute to the quality of the software. Thus quality software needs to be bug free and with necessary standards enforced. The difference in a code being good or bad is formed by the processes and their proper orientation in the whole development. It is a common thought that however good or bad a code is, it will not cause any harm as long as the code works. It is very rare that people take into consideration standards and regulations to make code free of errors and coding standard defects.

What is Process Orientation?

Any defined set of guidelines, processes and infrastructure that is used for aiding members of a team to provide qualitative and consistent solutions or end-products is known as process orientation.

Need for Process Orientation

When we pay for a product, we expect it to be the best and not with scars or defects. The same is the case with software products. A product that is created at the end of the development phase is required to be a complete working component without any major defects. It is a must to ensure that the product adheres to the customer specifications. Any deviations or defects can lead to customer dissatisfaction and concerns.

For a product to possess minimal defects and deviations, it is necessary to track the software processes and measure for analysis on a frequent basis. A thorough review and defect analysis before the deployment will help not only ensure completeness of the code but will also enable fixing of bugs, if found.

Process orientation and adherence to standards will not only help in finding out the defects, but also enable easy tracking and resolution with a short timeframe. This is one another advantage that is obtained from process orientation. Thus these points define the need for process orientation in any software development or maintenance as an effective means of defect and chaos prevention. Now that we know why we require process orientation, let us just take a look into the aspects of process orientation.

Benefits of Process Orientation

The primary benefit of process orientation is the elimination of chaos and inconsistency in the software product. This benefit is added on with many more things to bring in a complete enhanced feel from the orientation. Productivity and efficiency of the team members are increased with process orientation.

As individuals of a team tend to follow process, defects are reduced and quality of the product increased. The efficiency of the team is increased multi-fold and thus enables the product to be delivered on-time. Also as the complete process and the product are thoroughly documented, the process of transition or handover becomes very simple and fast.

Tips for effective Process Orientation

Below are few tips that can help in achieving the best out of process orientation:

  1. Process orientation requires strict adherence to guidelines, standards and regulation but that does not imply being rigid or strict on the creativity of the team and its members. Creativity along with process orientation can bring about tailoring of processes to enable higher quality and standards.
  2. It is not advisable to follow same guidelines and patterns but tailor them as per the requirements of the project. Project managers and leaders need to understand the project requirements and come up with practical and useful processes and guidelines.
  3. It is necessary to understand that process orientation does not imply huge sets of documentation, but creating standards that can be followed in future also.
  4. A well planned documentation of the various processes and training the team will help in easy execution of the standards and also will reduce the transition time to educate new team members.

 

End

 

 

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