Make a new employee aware of the tasks they must perform as well as the colleagues with whom they will deal, are functions that must be carried out by the personnel department or a supervisor, through an excellent job orientation program
The most normal thing when we are novices in any activity is that we feel a little misplaced and in some situations even scared. Within a company, the orientation programs that are applied to a new employee must be focused on calming their anxiety and inserting in the best way the colleague who has just arrived. Below we will give an explanation of how these programs can be implemented and their benefits for both the employee and the company in general.
First of all, formal orientation programs must be carried out by the personnel department or by the supervisor of the area where the individual has arrived. Likewise, there are topics of global interest and others of particular interest. For example, when it comes to the history of the company, its physical and organizational structure, etc., these aspects concern all personnel.
When dealing with topics of specific interest such as functions and duties in the job, description and objectives of the job, etc., these aspects are dealt with individually. Here, the supervisor must make the new employee known, the environment in which he will develop, the people with whom he will work and deal with both the department and others. You will be given specific information on jobs, safety requirements, job location, etc.
However, there may be problems when orienting the new coworker. On some occasions, the supervisors in charge of this activity, simply due to lack of effort or because they are busy, do not advise the future employee of the department well, creating uncertainty in the individual and a feeling of abandonment due to lack of support. To avoid this, it is best to assign the supervisor certain tasks that must be carried out and subsequently review their compliance.
Many times, to complement the insertion process of the new employee, a partner is assigned to guide him through the entire department, introduce him to his future colleagues, accompany him at lunchtime, answer his concerns, initiate him in cultural activities or sports, etc. This is done so that there is greater acceptance of the new condition both from the employee and the personnel with whom they will have contact.
As stated, this is only a complement to the work that the supervisor must perform personally. This must come into contact with his new subordinate, creating a climate of trust that will be very favorable to avoid future problems. It is not surprising, however, that over time the individual prefers to be with his colleagues and cool down the relationship with his immediate boss.
Making the new employee not feel helpless and not knowing what to do, are primary objectives of job orientation
For the adaptation to be carried out in the best way, both the personnel department and the supervisor must ensure that the newcomer is not overwhelmed with too much information that can cause disorientation or misunderstandings; You should avoid being invaded by questionnaires or forms to fill out, and you should never be asked to do tasks where the chances of failure are high, or where you are not prepared to succeed.
This orientation, therefore, must be gradual so that little by little the new employee becomes familiar with his environment and his colleagues and his insertion into the new style of work and life is not so traumatic. To avoid failure, it is best to put yourself in the person's situation and ensure that there is a good understanding of what the future colleague is expected to accomplish.
The benefits of the successful implementation of the orientation program are to reduce the level of anxiety and dislocation that the person may present in the new work situation, which will lead to the tasks being carried out in a better way and less and less needed. attention of the supervisor and, of course, the probability of a resignation or abandonment of the position will be minimal.
Just as any strategy that is implemented in the company must have a follow-up, the orientation to the new employee must also have it. This in order to refresh some ideas or indications that the person may have forgotten and fill in these "gaps" of information that may go against the good purpose with which the new tasks were started.
To know which are the issues where further explanation is required, it is convenient to ask the employee to describe in a format his opinion about the orientation program and its possible shortcomings, this in order to avoid future failures in other programs that are going to implant. However, the most effective method is to have personal contact with the supervisor and directly expose the doubts and have the possibility that he also evaluates the new knowledge of the employee.
