Orientation – to Orient – to familiarize (a person) with new surroundings or circumstances (Dictionary.com) or – to adjust with relation to, or bring into due relation to surroundings, circumstances, facts, etc. (also Dictionary.com). Two different perspectives on the same process? How about the “new” word Onboarding? I’ve already told you what I think of that. Let’s look at these two definitions and, as my high school English teacher used to say “compare and contrast.”
For too many companies, orientation is sitting “the new guy” (a non-gender specific term) down with a stack of forms and a pen. Orientation is completing the I-9, filling out W-4s, signing acknowledgements and agreements, and enrolling in benefits. All of that is important, but if that is all you do, you’re missing the key components of a successful orientation process.
Before we go into the “what’s” of a good orientation process let’s talk just a minute about the “why’s”. Every new employee is nervous. No matter how qualified they are or how much they know about their new job and company there are still lots of unknowns. The boss seemed nice in the interview but is she really that friendly? They said this was a “fast-paced” environment, but how fast is fast? Will my coworkers like me? These question and more are running through the new guy’s head. A good orientation process will help with these questions. If an employee can connect with the organization and feel like part of the team they are much more likely to have higher levels of job satisfaction and a lower likelihood of quitting. They will also have shorter training times and higher levels of productivity.
So, on to the “what’s”. The first definition was – To familiarize (a person) with new surroundings or circumstances. Start with the big picture and then narrow things down. Make sure the new guy knows about the organization and its history to put his job into perspective. There should be a discussion of the organization structure so she knows exactly where she fits into the big picture. An important part of orientation is to help the new guy get acclimated – where does he sit, who are her coworkers, where are the restrooms, when is lunch – that kind of thing – so include a tour of the facility along with introductions to coworkers and other key contacts. Maybe assign a “buddy” to provide some “social mentoring” for the first few weeks.
The second definition was – to adjust with relation to, or bring into due relation to surroundings, circumstances, facts, etc. There is a subtle but interesting variation. The first part was all about helping the new guy acclimate to the physical world. This part is more like the Borg on Star Trek. You need to assimilate the new guy. This part of orientation deals with policies and procedures. It’s about explaining proper behavior and creating an understanding of the culture. Unlike the Borg, this process is not intended to remove any trace of personality or individuality, but it is important that the new guy understands how she should behave. Too often I’ve been involved with employee relations problems where the offending employee says “Nobody told me I couldn’t do that.” Too often they are right. We tend to think that “professional behavior” is standard enough that it does not need to be explained, but I’d argue that point.
Whether you call it new hire orientation or onboarding and whether you take a half-day or a week, don’t cut corners on helping the new guy get acclimated – to both the physical work environment and the culture. Help him understand how his new job is a cog in a larger mechanism and that you want her to be satisfied and successful.
We were all “the new guy” once. Help ‘em out. Make sure orientation is more than just a stack of forms and a pen.
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