My blog is called training foundations and what could be more foundation level than induction training? Now induction training is a huge passion of mine. People are taking the first steps in an exciting new career. They have let go of the security and familiarity of their previous job where they were probably highly competent, well-known and comfortable. Now they are taking a step into the unknown. The first few days are incredibly important in shaping their feelings about their new company and validating their decision to join it.
So why are so many induction programmes a let down? Many of them go no further than providing the basic health and safety information, and completing all of the paperwork that is required to employ somebody.
Induction training is a fantastic opportunity to really engage someone in your business. To me it is just as important as leadership development. Personally I like to see in induction programme that last for a few weeks, but I recognise that this isn’t always possible and indeed it isn’t always needed. So how do you decide what should be in induction programme and what shouldn’t?
To answer this question it is worth revisiting our old friend Maslow. If you look at his Hierarchy of Needs it gives us an excellent blueprint for induction programme.
The first level is all about fulfilling basic physical needs, although many of these should have been dealt with as part of the recruitment process. People need to be aware how much they will be paid, that they are capable of doing the job, and they will get acceptable terms and conditions.
The second level is all about safety. All induction programmes should cover the needs included in this level. So yes, the health and safety issues have to be covered (of course the way you cover them can make a huge difference to how well they are remembered and how engaging that aspect of the training is). People need to be made aware of what they can and cannot do and what is expected of them. In short they need to know how to operate within the limits of the organisation. Again this is something that should be covered on all induction programmes. If we don’t, the person is effectively working in the dark and may be worried about making mistakes.
I believe that good induction programmes also address the needs and level 3 of the hierarchy: belonging and social needs. All of the induction programs that I write are active and inclusive. They require the new starter’s colleagues and managers to get involved as buddies or coaches or merely to support the new starter. I also feel that induction programmes should take people to a basic level of competence in the core aspects of their job. As soon as someone is adding value, they feel that they belong. They are accepted by the team and feel useful. There is nothing worse than starting in a new job and finding that it is a surprise to many people, everyone is busy, and you can’t do anything to help. It is soul destroying, and you start to wonder why you ever left your old job.
Once someone has reached basic competence in core aspects of their job, they should then be guided towards the usual development opportunities, performance management and career planning processes in place. These can take someone towards level 4 of the hierarchy: Esteem.
- Level 1 – orientation
- Level 2 – on boarding
- Level 3 – job specific induction and training
By following these simple guidelines you can quickly take someone from unconsciously incompetent to consciously competent and from scared, nervous and excited, to confident, comfortable and excited!