Research shows secrets of successful induction

Employers are offering increasingly sophisticated induction programmes in place of the quick tour of the tea-making and toilet facilities that new recruits could once expect, according to a study in the current issue of IRS Employment Review.

The survey of 134 employers found that just one in five (19%) now relies on a one-off session to orientate employees on their first day with the organisation. Others offer a short intensive programme followed up with flexible training (44%) or an individually tailored approach (25%).

But while almost all employers offer some form of induction to every new recruit, the research shows that the sort of programme on offer depends very much on what the organisation does.

Someone taking up a new job in manufacturing can typically expect a face-to-face meeting with their new boss and a tour of the plant, while those joining the public sector are destined to get a management presentation and mentoring.

When employers provide tailored training to get new employees up to speed, they are most likely to vary what they offer depending on the job the individual will fill (74%), the department in which they will work (70%) or their level of seniority (62%).

The research also shows that employers are keen to keep their induction methods up to date. Nearly four out of ten (38%) have introduced new approaches such as the use of e-learning or CD-roms that can be sent to people before their first day.

And while just 43% train managers in how to run induction courses, most provide them with checklists of the sort of topics they should cover (92%) and guidance on appropriate timescales (82%).

IRS Employment Review managing editor Mark Crail said:

ìA good induction programme is essential to help people get to grips with a new job. People who are thrown in at the deep end without proper support take longer to get up to speed, are less productive, and are more likely to leave in the first few months.

ìJust over half the employers we spoke to felt that their induction arrangements delivered what they wanted. Our research shows that successful programmes were more flexible, delivered in two stages, integrated into wider training systems, and kept up to date.î