Successful Orientation Programs
The old saying, “Well begun is half done.” When a new employee starts with clear idea of goals, values, and expectations in new firms, they can be a good employee for the successful performance of the firms. Many new employees have trouble in the beginning step of their work. Orientation programs help that new employees successfully fit into new positions. Therefore, when new employees clearly understand their jobs in good orientation programs, firms expect the success of their business to increase higher productivity and profits.
Firms spend much time, money, and efforts to hire the best matched employees in the position. Especially, firms spend about over 25 percent of the first year salary in recruiting process (i.g, advertising, interviewing, and selecting) (Lindo 2010). However, over 50 percent of new employees leave their firms within the first seven months after hiring. If new employees leave in a short time, firms waste hiring expense. To fill the vacant positions, firms have to repeat recruiting processes. The cost for turnover is pretty high (Schwarz & Wesolawski, 1995). Firms can retain employees by using well designed orientation programs with inexpensive cost because they help new employees fit into the new organization. Therefore, more firms have recognized the importance of orientation for new employees in a successful business (Davis & Kleiner, 2001; Dunn & Jasinsk, 2009; Schwarz & Wesolawski, 1995).
An orientation program can be defined in terms of (a) Who? (b) When? (c) What? (d) How? (Wanous & Reichers, 2000). “Who” is the new employee that was transited into the organizations. “When” is defined per researchers with different views. Most researchers agree that orientation is conducted the first or close to first day the employee entered the organization. However, the duration of orientation is defined differently from one day to four weeks. “What” is for the content of orientation such as health and safety issues, terms and conditions of
Firms spend much time, money, and efforts to hire the best matched employees in the position. Especially, firms spend about over 25 percent of the first year salary in recruiting process (i.g, advertising, interviewing, and selecting) (Lindo 2010). However, over 50 percent of new employees leave their firms within the first seven months after hiring. If new employees leave in a short time, firms waste hiring expense. To fill the vacant positions, firms have to repeat recruiting processes. The cost for turnover is pretty high (Schwarz & Wesolawski, 1995). Firms can retain employees by using well designed orientation programs with inexpensive cost because they help new employees fit into the new organization. Therefore, more firms have recognized the importance of orientation for new employees in a successful business (Davis & Kleiner, 2001; Dunn & Jasinsk, 2009; Schwarz & Wesolawski, 1995).
An orientation program can be defined in terms of (a) Who? (b) When? (c) What? (d) How? (Wanous & Reichers, 2000). “Who” is the new employee that was transited into the organizations. “When” is defined per researchers with different views. Most researchers agree that orientation is conducted the first or close to first day the employee entered the organization. However, the duration of orientation is defined differently from one day to four weeks. “What” is for the content of orientation such as health and safety issues, terms and conditions of
References: Davis, V. & Kleiner, B. H. (2001). How to orient employees into new positions successfully. Management Research News, 24, 43-49. Dunn, S. & Jasinsk, D. (2009). The role of new hire orientation programs. Journal of Employment Counseling, 46, 115-127. Lindo, D. K. (2010, September). New employee orientation is your job! Supervision,71(9),11-15. Loraine, K. (1999, July). How to cut the cost of job orientation. Supervision, 60(7), 11-13. Schwarz, J. L. & Wesolawski, M. A. (1995). Employee orientation: What employers should know. The Journal of Contemporary Business Issues, 3(2), 44-54. Starcke, A. M. (1996). Building a better orientation program. HR Magazine, 41(11), 107 Wanous, J. P. & Reichers, A. E. (2000, December). New employee orientation programs. Human Resource Management Review, 10(4), 435-451. Whipple, Kris (2010, September). Orientation sets the stage for success. Legacy Magazine, 21(5), 28-29. Zemke, R. (1989, August). Employee orientation: A process, not a program. Training, 26(8), 33-38.