Induction can start during the recruitment process and should certainly cover the period between acceptance and the employee becoming effective in the new role; it is important for both external and internal recruits – both have things they need to know if they are to contribute effectively. Successful recruitment can be undermined by poor induction. The cost of induction is insignificant compared with the cost of recruiting and training a replacement. Requirements All employees, whether newly recruited or transferred/promoted within the Pasifika Petroleum Company must be provided with sufficient information about the Pasifika Petroleum, the Directorate, department and the job to assist their integration into their new position. This is particularly important for people from different cultural backgrounds and disabled people who have physical impairments or learning difficulties. Purpose The induction program should meet the needs of all staff especially the new employees. What are the objectives of the induction program? • To ensure that staff become effective as quickly as possible; • To communicate the PPC’s culture, values and policies; • To clarify the PPC’s objectives, structure and working arrangements; • To convey the objectives, structure and working arrangements of the Directorate and Department; • To encourage commitment and motivation through a sense of belonging; • To agree objectives for the initial period of employment; • To explain to the new employee the changes that are taking place in the organization. This should build on messages already communicated as part of the recruitment process. What are the benefits for new employees? • The removal of apprehension and uncertainty so they feel part of the work group and the PPC; • A clear understanding of what the expectations are for the performance of the job; • The opportunity to establish contacts;
• The opportunity to contribute as quickly as possible; • Effective management of the administrative requirements. Structure The induction program can be divided into four elements: • The job - Managers should give the new employee a copy of the job description and explain how the job fits into the structure of the department. Managers should agree personal objectives with the new employee. For the most part these initial objectives will be short-term and related to induction. The objectives should be reviewed regularly through the first three months and revised to more long-term objectives at the end of this period. Managers should ensure that the employee understands how performance will be appraised and how it links to pay. Training specific to the job can be an important part of induction. There may be training and development needs that were identified in the selection process. Where appropriate, training and development activities should be arranged.
You've reached the end of your free preview.
Want to read all 44 pages?