Payroll Clerk Orientation Paper

The important thing is to be careful about asking specific questions like age, graduation date, country of birth, vision or hearing problems, children and personal affiliations. Although they may seem like harmless questions, they all show bias and are considered illegal.
Once the decision has been made as to which candidate will be hired, we head into the orientation process Orientation is intended to introduce the new hire to their position as payroll clerk. This process exists as both a formal and informal way to learn more about the person through socialization and get a better picture of how the new hire fits into the organization. The formal process includes meeting with the HR representative, where they will be given company manuals and discuss benefits, policies and all the conditions of their employment. They will meet supervisors, coworkers
and discuss duties, responsibilities and expectations.
The orientation process involves the three stages of socialization, referred to as getting in, breaking in and settling in. The technique called realistic job preview (RPJ) is part of the first stage when the new payroll clerk may be introduce to what would be referred to as both positive and negative aspects of the payroll clerks job. There is the discussion of training offered as well as the importance of accuracy in this department, things such as time constraints, raises, and promotional opportunities. This is all part of the anticipatory stage, or otherwise known as the getting in stage process of the job (Brown, 2002, p. xx).
Following our standard new employee orientation, the company has developed a training needs assessment questionnaire for our payroll clerk to fill out. This will help us to determine exactly what particular training will be required. This three-part assignment begins with organizational analysis that will
identify knowledge, skill and abilities they need as their jobs evolve or change dependent upon future company requirements. Second is the task analysis where we compare the employee’s knowledge to the job description. The gaps between the two will indicate any task training needed. The third one is the individual analysis, which takes place in six months following a review of their performance. For this person, we have concluded that they will have formal training on ADP software, which will take, place prior immediately off-site at the ADP facility. Once this has been completed, they will get on the job training for two weeks and work with our current experienced payroll clerk prior to taking over the position. Within that two-week time frame, the company will provide some workshops for our new payroll clerk to learn about current laws regarding sexual harassment, ethics and cross-cultural training. The sexual harassment workshop is designated for all employees to make them aware that this is not acceptable to explain procedures for reporting any incidence. Ethics is a workshop to explain how important integrity and ethics are in organizational decision-making. Our cross-cultural workshop is a very valuable workshop because this is global company and we feel it is important for all cultures to understand and learn from one another through interaction and intercultural sensitivity training. These workshops are offered several times a year and it is recommended that each employee take part in a minimum of two per year (Landy & Conte, 2016).