It is unlikely a new employee will be able to memorise exactly who’s who, having only just set foot in the door a few hours ago, making a list of names, job titles, email addresses, phone numbers and headshots an essential part of any induction.
An informal face-to-face introduction should also be carried out with wider team members including, where appropriate, the head of the business, department heads, immediate colleagues and any other personnel that the new employee will need to have contact with.
Although an induction is something a financial advice firm should aim to roll out every time someone joins the business, it is also important to customise to the individual.
A new joiner who is straight out of university, for instance, is likely to need a more in depth induction compared to an individual who already has a wide-range of experience with other companies, or someone returning to work after a long period of absence.
Depending on the level of information that has already been provided for the employee about the firm’s strategy, the induction may also be a good opportunity to discuss future plans for the business.
Not only will this allow the new joiner to ask any questions about the direction of the firm, it will also encourage them to become involved in the development of the business strategy from an early stage, helping them to feel both welcomed and secure in their new position.
Beyond the first few days
First impressions are vital when beginning a new job and will no doubt play a significant part in forming an employee’s attitude towards their own role and the wider company.
However, it is important the employer’s efforts do not stop here, as it can take a significant period of time for new staff to be truly integrated into the business.
It is likely the new starter will have day-to-day questions after the induction has been completed. Assigning a colleague to act as a mentor or go-to person during the first few weeks, who can provide answers and offer further support where needed, will help to ensure the positive momentum established during the induction continues as the weeks go by.
Hosting regular review meetings between the employee, mentor and immediate managers is an effective way to discuss progress and work through any concerns from both sides throughout an employee’s probationary period.
The first of these meetings also provides an opportunity to get feedback from the new joiner on how useful they found the induction to be, as a way of ensuring that both future employees get the most out of this process going forward.
