New hourly employees are subject to an evaluation period
of three months from the date of employment or transfer to a new position. An
evaluation form will be presented to the supervisor prior to the completion of
this period. During this period the supervisor may initiate action, in the
event of unacceptable performance, up to and including discharge without having
to issue corrective action notices (this does not refer apply to transferred
employees). The new employee evaluation period may be extended for an
additional month when necessary. The supervisor must notify the employee in
writing of this decision and should consult with Human Resources before taking
such action.
Most new employees arrive for the first day of work full
of enthusiasm and excitement. This initial interest can either be put to
positive use or destroyed, depending on how it is nurtured. The primary goal of
new employee orientation is to welcome the employee, provide the needed
information and access to resources, and create a positive first impression
that will foster pride in the University and in the employee's daily work.
As a supervisor, you are entrusted with the responsibility
of welcoming the newest member of your team. To assist you in this endeavor,
Human Resources has created an orientation guide. Included in this packet is a
checklist for you to use as a tool to achieve the objective of orienting your
new staff member. Also, the introduction of the "learning buddy" to
the orientation process is enclosed. The learning buddy is responsible for
giving assistance to the new employee on an as needed basis.
Upon notification you have hired a new employee, Human
Resources will forward the orientation materials to you. We are asking you to
complete the checklist and return it to Human Resources two weeks after your
new employee's start date.
Human Resources has modified the orientation schedule for
staff employees. Our department will continue to meet with new employees on
their first day of work, but it will be a rather brief session of fifteen
minutes or so to complete internal paperwork, e.g., the W-4, I-9, etc. The
completion of these forms will be required so the new staff member can be paid
in a timely manner. We will also provide them with an application for a parking
permit and a Royal Card.
All full-time new-hires will be asked to return to Human
Resources on the fifteenth or thirtieth of each month to receive a more
thorough presentation of University benefits, paid time-off plans, and policy
review. Employees will be enrolled in the various insurance programs at that
time. If the fifteenth or thirtieth happens to fall on a weekend or holiday,
the orientation session will be held on the last work-day preceding the weekend
or holiday.
Part-time employees will receive a full orientation on
their first day of employment.
There are a number of reasons for this approach to
orientation. First, a new employee should spend as much of the first day as
possible in his/her department, meeting co-workers and learning about his/her
role in the department. Secondly, with the anxiety and anticipation a first day
of work often creates, much of the benefit information he/she receives may be
easily forgotten. Finally, having scheduled orientation sessions will enable
Human Resources to plan more effectively and eliminate redundant sessions.
The final ingredient in welcoming employees to the
University is introducing them to the values and mission of our institution.
Within four to six weeks of their start date, new staff members will be invited
to an information session on the University Mission, Multi-Culturalism and
Sexual Harassment. These sessions will be informal and will provide attendees
with the foundation necessary to effectively serve our students, their
families, and members of the University community in a caring manner. Following
this program, the President will host a lunch for participants.
Each October, all new full-time staff members gather at
the University Conference and Retreat Center at Chapman Lake for the New
Employee Orientation Program. This all-day gathering provides the opportunity
for new employees to hear presentations from Division Vice Presidents and other
department heads.
New employee orientation is not difficult and need not
consume a large amount of time. In fact, when done properly, orientation will
save time in the long run. A well-planned and executed orientation will result
in fewer mistakes and a better understanding of what is expected. Without a
well-planned orientation program, new employees are forced to learn on their
own. This can be time consuming and inefficient. Often an employee will lack
some essential information or receive incorrect or misleading information.
All employees, full-time and part-time, should be
oriented. This guide will assist you through the orientation process for a new
employee, whether full-time or part-time. You should adapt the activities to
suit each new employee. If the employee has not previously worked for The
University of Scranton, he/she should complete the entire orientation process.
Part-time employees will also benefit from this orientation and should
participate.
Goals:
Make a positive impression on the new employee
Welcome the new employee to The University of
Scranton and ensure he/she feels a part of the larger community.
Acquaint the new employee with the values, beliefs,
goals, and mission of The University of Scranton
Provide a general overview of programs and
resources
Create an environment for meeting other staff
members
Foster an atmosphere for informal learning
Provide the new employee with those resources,
including knowledge, which he/she will need to begin his/her new job
Lessen the "trial and error" time period
in learning a new job
Complete required employment paperwork relating to
insurance, retirement, payroll, and other benefits
Encourage institutional excellence by communicating
expectations of quality performance
What the Supervisor Should Do...
Orienting a new employee to his/her job is the
responsibility of the employee's supervisor. As the department supervisor, you
are responsible for the overall performance of the department; a well-oriented
and well-trained employee will contribute to that success.
What the Supervisor Should Do Before an Employee
Starts:
Process, not an Event:
Successful new employee orientation is an enthusiastic
welcome, full of variety and timely information. Orientation needs to be a
process...not just a one day event. Even though other orientations are planned
at the University, your role in the department is an ongoing one to ensure that
the new employee is assimilated into the University culture and can perform
his/her job as soon as possible. There is just too much information to absorb
at one time. Adult learning theory tells us we retain information best when we
are active participants in the learning, and when we receive the information as
we need to use it.
Good First Impression:
You never get a second chance to make a first impression.
Orientation is the time to roll out the red carpet. How you do that depends on
your department: perhaps an informal social gathering, like coffee and donuts,
to introduce the new employee to fellow workers or an announcement memo to all
appropriate individuals. It is critical to make a positive impression during
this period. If we want new employees to feel pride in their work and in The
University of Scranton, then we must show them we have pride as well.
Everything that happens the first few days will affect a new hire's
perceptions. The quality of orientation is a reflection of an organization as
much as any product or service offered. You create a positive perception by
being organized and having a planned orientation.
As Soon as Applicant
Accepts Offer:
When you plan for success, you are more likely to achieve
it. Some key planning elements:
Send an internal memo to coworkers announcing the new
employee's arrival date and duties.
Send the new employee a welcome letter with specific
reporting information. A prototype letter is enclosed in
DOC or
PDF format.
Clear your schedule. Orientation is not a time to be
out-of-town or locked up in meetings. As a supervisor, you are responsible for
getting things started during orientation. It is not the responsibility of a
secretary or another employee to do your job. They may be involved, but the new
employee should not be assigned to anyone until you have made the initial
contact and established a plan for the day.
Decide on the expectations of quality performance you
want to convey to the new employee. You and other department members control a
new employee's expectations. If you expect quality performance and communicate
it by word and deed, you increase getting high performance.
Prepare job standards.
Select a "learning buddy" for the new
employee.
Decide on the method of orientation: Will you do all
of the orientation, or will you assign some responsibilities to the learning
buddy? Use the Department Orientation Checklist as a planning guide.
Checklist in DOC or
PDF format.
Plan a meaningful work assignment(s) for the new
employee for the first few days.
What the Supervisor Should Do After the Employee
Starts:
The First Day in the Department
Make time to meet. Be on time. If you are
late for your first meeting, you will communicate being on time is not
important. Do everything you can to put the employee at ease. You set the
example for everything that happens the first day. What you do or don't do, and
what you say or don't say, will be noticed and remembered. The standards you
demonstrate will be quickly communicated by your action. Devote as much time as
possible on the first day to the new employee.
Assign a meaningful work task to the new employee.
Reading stacks of papers or manuals is not a good beginning. Meaningful
work may be as simple as using the computer, reviewing files from the previous
employee, observing someone doing a task the new employee will be doing, or
reviewing documentation pertinent to his/her specific job.
Accompany the employee to lunch. If you cannot, be
sure someone else is available to do so.
Close the first day on a positive note. Before
leaving, the manager should spend some private time with the employee. Review
any progress made on any first day work assignment. Do your best to make a good
parting impression.
Remember new employee orientation is a process.
Considerable emphasis should be placed on the first day's activities
because they are critical. However, the orientation process will continue over
several days or weeks. An employee cannot learn everything in the first day. In
your effort to make the new person feel welcome, limit how much information is
communicated.
Department Orientation Checklist:
Use the department orientation checklist (DOC |
PDF) to ensure
necessary orientation progress with the employee and the learning buddy are
covered. Complete the checklist within two weeks and return the signed form to
the Human Resources Department.
Job Training:
The new employee will need to learn the
specifics of his/her individual job. It is up to you to organize and direct
this learning. Providing procedure guides and reference manuals, observing an
experienced worker, setting up structured on-the-job training, contacting
Information Resources, and using a mentoring approach are viable options. You
can contact the Human Resources Department for assistance in developing this
job- training plan.
As the name indicates, a "Buddy" gives personal
assistance to the new employee on an as needed basis. The supervisor and the
buddy should work closely to determine which department information "the
learning buddy" and which information the supervisor will address.
Ideally, the buddy will work in the same department as the
employee. However, in some situations there may not be an appropriate
individual within the same department. In this case, departments with similar
functions, or ones located near each other, will need to team up to provide a
suitable buddy. The employee's supervisor may serve as the buddy.
Selection Criteria:
The Most Effective Choice for a "Learning
Buddy":
Has been employed more than one year
Is compatible with the new employee in age,
education, temperament, etc.
Is given time to be accessible to the new employee
Has a good performance history
Is skilled in the new employee's job
Is proud of the organization
Is a peer of the new employee
Has patience, good communication and interpersonal
skills
Wants to be a "Buddy"
Is a positive role model (well-regarded and
accepted by current employees)
Has been selected in advance and trained in
"Buddy" responsibilities
"Learning Buddy" Functions:
Be an information source for the new employee on
policies, procedures, work rules, norms, etc.
Help the new employee clarify assignments
Help the new employee socialize
Assist in training the new employee
Be a lunch companion
Be a tour guide
Provide positive feedback and encouragement to the
new employee
Identify resources
Help, temporarily, to sort out priorities for the
new employee
