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CHAPTER 4 : FINDING THE RIGHT FIT - Coggle Diagram
CHAPTER 4 :
FINDING THE RIGHT FIT
CONSIDER THESE TWO KEY POINTS WHEN HIRING
Involve a broad section of people in the hiring process.
This is not a decision you want to make on your own. The new hire will need to interact effectively with many people within your company, and it makes sense to involve at least some of those people in hiring process.
Make sure you give employees an accurate description of what job really entails
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As a manager, you’re understandably eager to fill open positions and, particularly in a high employment environment, it can take a lot of time to do so.
GUIDELINES FOR ORIENTATION PROGRAM
Welcome – welcome the employee and reestablish rapport
Organization chart
Company and department objectives
Working conditions
Job responsibilities and job standards
Company standards – rules and procedures
Introductions – introduce employee to the members of the department, and through such means as a company meeting or the company newsletter.
PROBLEMS TO AVOID DURING ORIENTATION
Providing too much information at one time
Common problems during orientation is information overload. Sometimes new employees will come away from the orientation session wondering if they will be able to remember anything they were told. This creates anxiety and can make continued training extremely difficult.
Failure to use demonstration and involvement
In orientation, you will be much further ahead with the new employee if you involve them as much as possible in the areas you cover.
Lack of patience
Most supervisors have more work to do and they tend to rush employee through orientation as quickly as possible.
If manager fail to adequately cover something important during employee orientation, manager will have to spend more time clarifying and re-explaining later on.
REVIEWING THE ORIENTATION AND TRAINING EFFORTS
Provided employee with an up to date job description and reviewed it with the employee, point by point.
Gathered examples of finished work products that the employee can use as guidelines or samples.
Gathered all pertinent procedural or training materials.
Set tangible and measurable goals for learning and achievement.