A new employee into an organization is just like a person getting stranded in the woods. S/he doesn't know where to go, who to meet, what to do, which path to follow, what is expected out of him, etc. after the joining formalities are completed.
Most of the companies have designed an induction and onboarding program to acclimatise the new joiners which is a good strategy to introduce the new joiners into the fold of the company's policies, practices and somewhat into the new culture. However cultural assimilation happens over a period of time.
All this really helps the new joiner, but is s/he becomes empowered and be a 'know it all'..!
It becomes imperative for an organization to do a reality check and assess the effectiveness of the induction process the new joiner has undergone. Some of the good practices organizations adopt is to do periodic surveys to gauge the feedback for the objective to improve the process continuously.
Designing an induction program in itself requires some serious time to it. A robust induction program can be designed with the required information. All key business leaders and key business functions should get introduced to the new joiners which will enable the new employees to understand the organisation fully.
Any induction should be considered successful when the new joiner is independently traversing through the new organization without much help from peers, colleagues or queries.
It's important for the HR team to share all the important contacts with the new joiner who s/he has to meet, coordinate, and seek support.
Strategy for onboarding and induction should be well developed based on the simple principle of what all I would need to know if I join a company afresh. Once HR designs programs after wearing the hat of a new employees the corresponding effectiveness will be impactful and new joiners would know well who’s who in the Zoo..
