After participating in the selection process with the line managers, it becomes a priority for the human resources department to facilitate the rapid integration of newcomers to the company that welcomes them, from the first moment, so that they can quickly locate themselves. in his position, in the department and in the organization.
To meet this objective we must design a reception plan, or also called induction, the primary objective is: to help newly hired workers to acquire the necessary knowledge to adapt to their new job, minimizing the emotional impact we feel when faced with what unknown and facilitating the flow of knowledge in order to pour it into the project.
To be more specific, we can distinguish three phases in this process:
1. Welcome:
With this action we seek to encourage and boost the motivation of newcomers.
The direct manager and accompanied by someone from human resources, must receive the new employee, to inform him of the actions to follow in the integration plan.
Subsequently, we must introduce him to his new co-workers, both from his department and those people who must be related to be able to carry out his functions.
Sometimes we forget to report very basic aspects, but they are still important in the daily organization such as internal rules, schedules, procedures, facilities, available services, etc.
2. Orientation:
If possible and if the size of the company allows it or if it is a process of incorporation of several people, it is necessary to design a training course, where the company, culture, history, values, mission, strategy, are known in depth. business areas, etc.
It is very favorable that those responsible for key areas of the company participate in this process, since it may be one of the few possibilities that they meet face to face, it is very positive to put a face to the people who are responsible for the organization or who we will have multiple contacts by other means.
In general, we recommend that this course be during the first month to which the integration occurs.
3. On-the-job training:
After taking these first steps, all of them loaded with theory, it is appropriate to finish this process through training on the job, that is, if the person is a salesperson, who can make visits with a veteran person in the position, if he works in another city, you can spend a few days in a branch, within the area that will later work.
What is involved is that we guarantee the adequate understanding of the objectives and assigned functions. See what kind of reinforcement actions you may need in the training aspect and establish some objectives to be met during the first weeks.
It is important to know that little by little and in the established period we will be able to successfully cover all the functions that the new position requires. This personal security will redound to benefits for the organization and will reduce the learning curve, as well as minimize failure.
In short, it is time that, well invested, will always give us a positive balance, since human relations are a fine tissue that moves our organizations, not knowing through which channels things are going will imply a more costly and less effective learning.
