Why employee orientation is crucial
By Samson Osero
On Wednesday evening this week, I met two old friends, John and Larry, for a cup of tea in a restaurant near the suburb where I reside.
We discussed a number of topical issues ranging from the politics of the day to the effects of climate change.
In the middle of our lively interactions, we drifted into talking about workplaces and how some are no longer employers of choice.
John narrated a case of a new employee, Sarah Kibuti (not real name), who had received an unforgettable shock on her first day at work.
She found out that no preparations had been made for her arrival. The person to whom she was to report to had proceeded on annual leave which was to end in two weeks’ time.
We pitied Sarah wondering whether the organisation had policies and processes that governed on-boarding of new employees. I told my friends that policies must be available but their effective implementation is perhaps the issue.
Larry supported my view suggesting that management should put in place procedures for monitoring and evaluating implementation of policies. He further said that it was important for employees to have what it takes in terms of capacity to carry out their duties.
The vocal John, who was particularly unhappy about the employee who was on leave, faulted lack of proper handing over procedures in the firm. Before proceeding on leave, the employee would have delegated his responsibilities to a colleague to handle Sarah’s case.
The quiet Larry explained that it was possible that the application for leave may have been approved online without completing other handing over processes. I told my friends that digitisation of work processes was essential but it must be sandwiched with face to face interactions which cannot be done online.
Back to Sarah’s predicament, John told us that a sympathetic member of staff was seen frantically arranging and equipping her workstation. Meanwhile, Sarah was given three local dailies and asked to keep herself busy. I told my friends that the last minute efforts to solve the poor on-boarding problem was intended to save the organisation’s face. I lamented that it was too late to reverse the situation. Sarah had already registered a poor first impression of the company that could not be erased.
John continued to tell us that while reading the newspapers, Sarah’s attention was drawn to the company’s mission statement that in part stated: “Employees are our most important asset”. A number of questions lingered in her mind on whether the reception she received matched the statement.I chipped in telling my friends that most employees do not really care about the mission statements.They were mere beautifully engraved large posters at receptions. Larry was quick to point out that organisations should encourage employee participation so that they embrace visions, missions and values they have developed. The three premises should be regularly reviewed to reflect whichever transformation programmes the organisations have planned to undertake.
The writer is HRD Consultant and Author of Transition into Retirement, [email protected]
