Orientations ease job transitions

Programs for new employees go beyond `Here's your desk'

Businesses are discovering that when it comes to orienting new employees, they need to do more than just pass out a company handbook. Orientation highlights all too often focus on where to find your cubicle, the closest bathroom and a good takeout place for lunch. While covering the basics is an important first step, companies often forego more in-depth orientation with the excuses of lack of resources and time.

However, a good orientation program can generate results through lower turnover, an easier learning curve and greater productivity. "There's no question that the right approach to orientation is crucial," said Brian Gagan, president of Leadership Strategies Inc., Plymouth. And orientation plans don't need to cost a lot of money, regardless of how they're designed, Gagan said.

The typical assumption is that companies have hired capable people, and those new employees can figure things out on their own, said John Fennig, CEO of DRI Consulting, Edina. But regardless of their experience, new employees are like rookies, and they need to step into a situation that is very structured and very well defined, Fennig said.

Eagan-based Manna Freight Systems Inc. is one company that realized the importance of a solid orientation program the hard way. Initially, Manna was hiring experienced salespeople and just dumping them into the company with little orientation. "None of those people are here today," said Bob Masters, Manna general manager.

Two years ago, Manna entirely re-engineered its sales orientation program in a move to increase employee retention and productivity. Now new salespeople are paired with a sales "coach" for 90 days.

The new employee spends that period learning about the company and industry, as well as the practical part of their job such as how to conduct sales calls and prepare computer sales presentations. "We're hiring people based on their attitudes and ability to learn rather than experience," Masters said.

Like Manna, companies across the board are trying to give new employees the right tools from day one. "We're always looking for new, more innovative or in some cases more efficient ways of orientation," said Anne Johnson, recruiting and training supervisor at Coopers & Lybrand, Minneapolis.

Orientation programs can be critical to large corporations because of the sheer volume of information to be communicated. Fridley-based Medtronic Inc., for example, has 13,000 employees in 120 different countries. "What we're really trying to do is that if we have two employees in Singapore, we want them to understand that they're part of a much bigger organization," said Pat Koepke, Medtronic's director of employee and management development.

Orientation often starts for many new employees even before the first day of work. One method is the "try before you buy" approach, Fennig said. Employers can invite applicants to spend anywhere from half a day to two days shadowing people in similar functions within the company. Both the individual and employer get a preview of what to expect, and that may help determine whether a job is offered or accepted.

Another advanced orientation tool is sending an employment letter that clearly outlines performance goals and a job description. Once the individual is officially hired, it is common for companies to send the person information or materials to allow them to do their own preparation work.

Coopers & Lybrand sends a "welcome kit" to new employees that includes some general company information or materials that relate specifically to their new position, as well as advance employment forms to be filled out. The kits include everything from company brochures to a videotaped message from the company chairman. "For the most part the welcome kit is something that allows the employee to get to know us and our culture," Johnson said.

Medtronic also kicks off its orientation program with a packet that relays information on the company, its corporate culture, history and values. New employees also receive videotaped messages from retired founder Earl Bakken and current CEO Bill George. Medtronic tries to give new employees a variety of information and materials that enhance their understanding of the company, rather than just a "data dump," Koepke said.

Effective orientation programs need to develop a clear and structured road map for the employee's first three months or so. One of the first steps is to develop and prioritize a list of orientation topics. Determine what information or training is required in order for the new employee to be a productive contributor. That list may include anywhere from 15 to 30 different items ranging from an office tour to explanation of key projects, Fennig said.

"Beyond just covering the necessary, one of the things that we do is plan for that very first day," Johnson said. New employees at Coopers & Lybrand spend an entire day with orientation, in order to get the basics behind them. Some of the information that is reviewed during that orientation includes instructions on computers, software and the company's computer network.

Ideally, orientation duties should be delegated to more than one person. However, many companies simply don't have the resources for that, so the task often falls on one or two people, Gagan said. However, the key person in charge of orienting a new employee should be that person's boss or immediate supervisor, rather than an HR person or receptionist, he said.

The people involved in a new employee's orientation are key to simplifying transition into the company. During its first-day orientation, Coopers & Lybrand relies on various experts in different areas who spend time with the new employees to go over such topics as HR, computers and ongoing training opportunities, Johnson said.

Coopers & Lybrand also sets up first-day lunches between new employees and staff members who have been with the company for a few years. "That person is really there to help show them the ropes, answer questions, and truly help them to get acclimated into the area," Johnson said.

Those "buddy system" relationships usually last about two to three months, giving the new person someone to call if they have a question. "In some cases that relationship turns into a mentoring relationship as well, but it's really set up as an orientation help," Johnson said.

Some companies view orientation as an ongoing process that spans several months. Medtronic's Twin Cities-based employees attend a half-day course after they've been employed by the company for three to four months. The course explains each of Medtronic's four business segments, where they're located and what they do, as well as the size of their markets and who their competitors are, Koepke said.

The orientation is aimed at helping employees see the bigger picture. "We want to stress that even though you may push a broom or answer phones, everything you do helps contribute to restore an individual to full life," Koepke said. "It reinforces our focus on quality, and the importance of work that each one of us does."

Another recommended step is outlining sources for assistance or creating a resource guide. That list should include both written materials and names of people who can offer help. "Spelling those out equips them with the tools to solve their own problems, and minimizes dependency on the organization or any one person," Fennig said.

While the majority of responsibility for providing new employees with the appropriate information and resources to do their job falls on the employer, another important aspect is making sure new employees understand that a significant portion of orientation is self-directed.

The company's job is to provide the materials and the coaching. It's up to the employee to ask questions or seek assistance if needed, Gagan said. "Rather than the employee just being the victim of the orientation plan, it's important to understand that they're here to actively participate."