Effective Orientation Programs Improve Retention and Save Your Money!

SVs Pay Rapt Attention During SV Orientation

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How Orientations Improve Employee Retention Rates: Employee retention can be impacted by a number of different organizational forces, which start the moment the employee steps in the door to interview for the job. One of the most important things to remember is that first impressions can set the tone for the whole experience. You want to make sure that both the employee and the organization are on the same page and know what to expect from each other.
Some effective steps:

Start with the Interview

  • A successful retention strategy starts with the first interview and continues throughout the employee’s career. The interview is an essential tool for both the prospective employee and the interviewer to gauge each other’s needs, abilities, and future plans. An employee’s career starts with interviewing, it is their first impression of the company and how they operate.

Employee Orientation

  • The employee orientation provides a chance for the new hire to become familiar with their new surroundings. This should be a time of low stress for the employee, giving them the opportunity to meet co-workers, learn the layout of the office, and further their understanding of the vision and mission for that organization. Why do you need to do an orientation? It sets expectations for both parties at the beginning of the job and helps to develop positive attitudes, job expectations and job satisfaction.

Designing Your Orientation Program

  • The first thing you want to do when creating an orientation program is to define what you want to accomplish with the program. In doing this, keep in mind what kind of impression you want to make on the employee, in other words what are the stories they will be bringing home to their families after their first day/week on the job.

Get Them up to Speed Quickly

  • Have their email address, phone number etc already set up prior to their arrival. Give them a glossary of common terms, all orgs have their own language. Pre-arrange a “buddy” who will be there if they have any questions or concerns. Prepare a quick “help” card listing contacts for different questions.

A Lasting Impact

  • A well thought out orientation program, whether it lasts one day or six months, will help not only in retention of employees, but also in productivity. Organizations that have good orientation programs get new people up to speed faster, have better alignment between what the employees do and what the organization needs them to do, and have lower turnover rates. Which translates into dollars.
  • I recommend: For a comprehensive online Human Resource Compliance service that provides support in areas including employee hiring and orientation, check out HRSentry.

Tips & Tactics

  • Who is doing the interviewing? Are they up to speed on the job? Do they understand the legal framework for questions? Are they a “people” person? All of these things will impact how interviews are conducted and how effective they are.
  • When designing an orientation program it can be helpful to sit down and make a list of what you need the first day, the second day, the first week, and so on.
  • How can you reduce the first day jitters for new employees? Send them a letter prior to their first day with info in it: What time to arrive, where to go, where to park, who they will be meeting with, what to bring with them (documents for I-9 form etc). Also celebrate their arrival by doing something such as hanging a welcome sign with their name on it by their office.
  • Onboarding: This is the modern term for the process of interviewing, hiring, orienting and successfully integrating new hires into an organization’s culture. The best onboarding (orientation) strategies will provide a fast track to meaningful, productive work and strong employee relationships.
  • Who should be Involved: The people who need to be involved in the onboarding process include the HR department, team members of the new hire or a “buddy” from that area, and members of other functional areas they will be working with on a regular basis (ex: payroll/finance), their direct Supervisor, and a member of the management Team.

For more tips and resources on employee orientation program visit the “Guide to Employee Orientation” on work.com or the Sign up for HRSentry today!

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Free Webinar on Payroll Basics

Do you question whether you have Independent Contractors that may really be an employee? Do you understand what an invalid W4 is? Are you classifying your employees as exempt or non-exempt? Do you wonder if you are taxing your employees correctly on separate paychecks? What are supplemental taxes anyway? Do you know what a W5 is for? If you answered no to any of these questions you could be risking exposing yourself to costly fines and lawsuits.

Sign up today for a free webinar on the basics of payroll to answer these questions and more.  The webinar will take place on Tuesday, October 21st from 2:00 – 3:00PM, presented by HRSentry’s Director of Operations, Brenda JM Sabin,CBP.  This webinar will walk you through the basics of payroll.  From making the decision on whether someone is an independent contractor or an employee, to identifying invalid W4s and how long to keep your I-9 forms.

For attending this webinar you will receive a free white paper titled “Payroll -Back to Basics”.

The following week on October 28th from 2-3pm we will cover Taxation of Fringe Benefits

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TERMINATION CHECKLIST Part 1 – Evaluating the Risk

The following is part 1 of a checklist for employee termination.

___ 1. Is the reason for the termination clear?

___ 2. Are all those that participated in the decision in agreement with the grounds for termination?

___ 3. Is there credible documentation and testimonial evidence to support the decision?

___ 4. Is the termination consistent with the treatment of others in similar circumstances?

___ 5. Has the office’s termination policy been followed (see employee handbook)?

___ 6. Are there any office policies that may protect the employee against being terminated from being discharged for the reasons contemplated?

___ 7. Is there a progressive discipline policy, and, if so, has it been followed?

___ 8. If progressive discipline was not followed, is there a basis for immediate termination?

___ 9. Is there documentation to demonstrate compliance with progressive discipline?

___ 10. Does the termination violate any state or federal laws that may prohibit termination here?

To view a complete 21-step termination checklist visit HRSentry to learn more.

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Employees Rights to Appeal

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With budgets becoming increasingly tight across most industries, it is extremely important to avoid damaging fines and lawsuits due to employment practices.  In this post Ray Temple of PreventiveHR provides some tips on managing employee disciplines, especially their rights.

There are a host of restrictions affecting your actions regarding employee discipline and discharge. Some of these include state laws, union contracts, civil service regulations, federal discrimination laws, case law, and statements in employee handbooks. Make sure that disciplinary procedures and actions, from the first incident of a problem through termination actions, comply with these various regulations.

Rights of Appeal

Where there is a system of employee discipline, there must be a system of appeals to protect the rights of employees. The right of appeal is a way for employees who believe they have been disciplined without just cause to have their case heard. There are various ways to provide employee rights of appeal. Many organizations set up mediation teams where employees and management listen to the facts of a disciplinary case and make judgment about its fairness and adherence to organizational procedures. Union contracts specify grievance procedures for employees to follow when they believe they have been disciplined without just cause. Civil service boards, arbitration proceedings, and court hearings are other vehicles for employees to appeal disciplinary actions.
Whatever the process of appeal, you should be prepared to answer the following questions about the employee—discipline process:

  • Was the employment rule or performance standard reasonable? As part of the examination about the employee’s alleged infraction, the original rule will be scrutinized. You cannot hold employees accountable for unreasonable or harmful rules, standards, or procedures.
  • Was the employee aware of the rule or standard? Employees cannot be held accountable for rules of which they are unaware. It is your responsibility to provide written statements of rules and performance standards, to explain those rules, and to make sure that employees understand the consequence of noncompliance.
  • Was the employee confronted in a timely and specific manner about the rule violation? It is your responsibility to discuss the problem with the employee immediately after its occurrence and to explain the problem in a direct and specific manner. The employee must understand the nature of the problem and the consequence of noncompliance.
  • Was the employee given sufficient opportunity to solve the problem? This means that you should have indicated ways the employee could solve the problem, assisted the employee in solving the problem, and provided a reasonable time frame for change.
  • Was the system of progressive discipline followed? The employee should have been given several warnings with progressively more severe disciplinary actions along the way.
  • Were the disciplinary actions appropriate to the offense? The nature of the disciplinary action must be commensurate with the severity or frequency of the problem.
  • Was the rule or standard applied consistently to all employees? It must be clear that this one employee was not singled out for disciplinary action.

Does thorough, objective, and convincing documentation exist to show that the employee committed an offense and that the disciplinary procedures were followed appropriately? Documentation is the key to answering all of the previous questions.  Document, Document, DOCUMENT!!!

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