![]() Those would be good things for a company to think about and have an answer to even if they aren’t doing it for the sake of new employee organisation. The first was from William H Truesdell who, in 1998, wrote on The Management Advantage Inc’s website:Įxplain your organisation’s mission and its philosophy of doing business. I did stumble across a couple of things, though, that seemed relevant for companies of any size and worth sharing. I had a quick browse around the internet which wasn’t particularly helpful – most of what I found was either blindingly obvious or not especially relevant for very small companies like BERG. I’ve been wondering if there’s anything else that we’re missing – other things we should be doing to ease new people into the BERG culture besides having a checklist. Admin that needs to happen (add their details to various spreadsheets, get them on payroll, add them to the blog rota).Things the new employee needs to know (who everyone else is and what they do, general company policies, how to request holiday, location of the first aid kit). ![]() Things the new employee needs to provide us with (biog and headshot for the website, details to get on payroll).Things the new employee needs to be provided with (keys, an email address, computer kit, access to the network server).The checklist is divided into four categories: It seems like every time a new person comes on we think of two or three more things that need to be added to the list. Since then the list has grown and evolved and its focus has turned toward full contract employees. At the time it was mostly geared toward short-term contractors since that’s mostly who were joining us in the spring and summer of 2010. That doesn’t mean, of course, that it’s any less important to have some sort of induction process.Įarly in 2010, shortly after I started working at BERG, Matt Webb – being the wise and good company manager that he is – had me start compiling a checklist of all the things we needed to make sure happened when a new person joined us. For one thing, since we’re so much smaller, it takes a lot less time to learn about the organisation and the people in it. New employee orientation for a small, relatively new company like BERG is obviously a very different thing. When I worked at a company with more than 600 employees and was directly responsible for hiring and training a team of 10 employees, we had a very in-depth orientation programme that lasted for weeks and had been continually refined over a couple of decades. We’ve had four new people join BERG since the start of 2011 and we’re about to add two more, so there’s been a lot of orientating going on here. I’ve been thinking about new employee orientation lately.
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