Taking some action before the employee arrives is likely to get everyone prepared and ready for a smoother induction process that gets the employee delivering results as quickly and productively as possible.

• Provide a welcome pack: Send the new employee a more detailed pack of information in hard copy or electronic format as appropriate. This will give them a fuller understanding of the organisation. This will answer many questions that may otherwise distract from induction or never end up being asked. Welcome packs are particularly helpful for preparing for a technical job. The pack should also include their Written Statement of Terms and Conditions of Employment (if it was not sent with the job offer letter) and any organisation handbook.
• Formal / Informal: Induction need not be a formal process, if it is structured, well organised and managed, and completed. In many organisations, it will be carried out informally by the new starter’s manager or supervisor on a day-to-day basis.
• A welcome card on their desk from the team can make a person feel really welcomed on their first day. 

Planning the new person induction by working out what, when and who in the organisation will get involved will help maintain the positive attitude recruits have displayed during their selection. Crucially, it should identify who will greet the new employee on their first day. It is common for different parts of the induction to be handled by different staff with relevant expertise. 

Example induction plan:

Step 1 - Before the new employee starts.

• Send the employee useful information about the organisation, including a copy of the values.
• Plan the employee’s induction, including who will meet them on their first day, who will mentor them, and get their workspace ready.

Step 2 – First day

• Show them around, introducing colleagues, managers, and mentors. 
• Deal with important documents, but don’t make day 1 overwhelming.
• Health and safety must be outlined.

Step 3 – First week

• Explain a full who’s who, how the organisation works, its rules, how any facilities work, the new employee’s role and how they fit in.
• Explain how performance is assessed and let them try some tasks.
• Explain the things that are not written down, information about the culture.

Step 4 – First month

Do not be afraid to provide feedback both positive and constructive!

• Informally establish how the employee is settling in, if any further training or coaching is needed, and if there are any other concerns. 
• Give reassuring but realistic feedback on how they are doing.

Step 5 – Three months 

• Check the employee’s performance. What’s good? What must improve?
• Agree any further support, with timed goals. 

Step 6 – Six months

If they are not performing to the required standard, have they been given the relevant training and support?

• Decide if a probationary employee is to be kept on, fairly dismissed, or offered extended probation where the contract permits. 
• Review their performance and establish goals for the next six months.

Step 7 – Twelve months

• Hold a full performance management review or appraisal.
• Ask the employee for feedback on the effectiveness of their induction.

Step 8 – Continued development and support

The induction process is only part of the development opportunities that we should be offering our staff. Please consider what vocational and leadership development support they might require including the “Your Steps to Success Programme”.

Tailor the induction to everyone’s advantage: Someone fresh out of school, college or university is likely to need a different induction to a new employee who has extensive experience with other companies, or someone returning to the world of work after a long absence. Some staff might grasp certain ideas quickly while others may need more time. Adapting the plans, and building in some flexibility, can help speed up or improve the induction.

Be mindful of working patterns: Consider that if the new employee is a shift worker, their hours may need to be renegotiated on some days to fit in with the induction. It might be suitable for a someone who needs to spend a considerable amount of time reading up on company products or procedures to do so working from home. Some organisations also try to support staff to complete statutory and mandatory training before they start. 

As part of the recruitment process, we would hope that people have been asked about reasonable adjustments that might be needed, but many may not want to declare this during the interview process. An induction can be a good to discuss this, once trust and rapport has been established. 

Cultural sensitivity training - incorporate this into your induction to raise awareness and foster understanding among all employees. This training should cover topics such as unconscious bias, stereotypes, and respectful communication across different cultures.

Neurodiversity training - ensure all new employees go on neurodiversity training as part of their induction. It’s estimated that 20% of the working population is neurodiverse so this will support new staff to feel supported and help other colleagues understand how best to empower and support their diverse workforce.

Diversity and inclusion policies - ensure new employees are familiar with your diversity and inclusion policies from the outset. Emphasise the importance of respecting and valuing diversity in all its forms, including race, ethnicity, religion, gender identity, sexual orientation, disability, and age.

Celebrate diversity - take the opportunity to celebrate the diverse backgrounds and experiences of employees during the induction process. Highlight cultural events, heritage months, and diversity initiatives, and encourage employees to share their cultural traditions and stories with one another.