NEW EMPLOYEE ORIENTATION
Bradley Tolppanen and Janice Derr
A strong orientation program for new staff members at the start of their employment is a key ingredient for their success. At the outset of the new person’s employment, the library manager can set the tone and get them off to a good start. Although orientating a new employee can be a time-consuming exercise, it is time well spent.
PREPARING FOR A NEW EMPLOYEE
In the days before a new employee starts at the library, the manager should prepare for her arrival and plan out her first day and week of employment. Among the preparations that should be undertaken, the new staff member’s work area should be prepared. The area should be filled with the necessary office supplies. The employee’s computer log-ins, e-mail account, and telephone should be set up so that she can start working right away. All of this goes a long way toward making the new person feel like a member of the organization.
The library manager should remember to confirm that the new employee knows when and where she will arrive on her first day. If the manager cannot be there to meet her, a staff member should be designated to do so. The current staff should also be told in advance about the new hire coming aboard and what duties she will be performing. This ensures that everyone is expecting the person and can make her feel welcome when she arrives.
THE FIRST DAY
A new hire is often nervous on his first day of work and can quickly feel overwhelmed. The orientation program prepared for him should help him feel comfortable. A detailed schedule of the first day and general schedule of the first week allows him to know what to expect. The manager should try to avoid cramming too much into the first day. Also, the first day should not be too boring for the new staff member. Having to read a thick procedures manual all shift makes the day seem like an eternity.
After meeting and welcoming the new employee on his first day of work, the library manager should provide a copy of the schedule of the day and explain what he will be doing. A set of handouts can also be provided, consisting of maps of the building, fact sheet for the library, organizational chart of the staff, and other library brochures.
The first day of the orientation program should include the following:
introductions of supervisors and staff
building tour (including restrooms and break room)
separate meetings with all supervisors
explanation of basic details, such as work schedule, breaks, pay details
reading the safety procedures
time for the new employee to settle into the assigned office space
manager meeting with new hire at the end of the shift
On the first day, the new person should be given a genuine library task so he feels he is actually contributing; this also provides a break from the orientation. The task assigned can be a simple one that does not require much training before plunging in, such as opening the incoming mail.
SETTING THE TONE WITH A NEW EMPLOYEE
On the new staff member’s first day, the manager should take the time to meet with her individually. In this meeting the manager should set the tone for the employment. In a relaxed manner, the manager should explain the mission of the library as well as the specific duties of the position.
Some future problems can be avoided if the manager clearly explains on the first day what is expected of the new employee. Tell her what she must do to succeed in the position. Do not make any assumptions in this regard. It is better to tell her on the first day that she must arrive on time prepared to start work than have to have a conversation later about being late.
As a supervisor you should be as specific as you can with your new employee about how you expect her to perform on the job. If you want to make changes within your department, now is your chance; you have a new person in front of you who is willing and able to do the job the way you want it done. Keep in mind that you are not just expressing your expectations, you are providing this person with directions on how to be successful in her position.
It is important to not let this conversation get too one-sided. Be sure to give your new employee ample time to ask questions. It is also helpful to establish an open-door policy with new staff members so that they feel comfortable coming to you for both small questions and larger issues. Establishing the expectations of the position and creating a good line of communication are crucial to the relationship with new employees. The manager should follow up with a new hire frequently during the first week and the weeks that follow.
TRAINING NEW STAFF
The training of the new person can fully begin on the second day of his employment. If the library manager is not to provide the training, a staff member or staff members should be designated to take the lead. A checklist of tasks to learn is helpful in the training. Let the new hire know that, although you are bombarding him with information, you do not expect him to remember it all; it will be repeated again at a later date. Give your new employee a time frame, usually a couple of weeks, to master these new tasks, and schedule a time to meet back with him. If he does not feel confident that he can do every task on the list by the time of that meeting, then you both know where there has been a gap in the training and it can be remedied.
A manager should not assume too much knowledge on the part of the new staff member. Even with a person who comes with library experience, the manager should start with the basics. This is especially true in entry-level positions. With a new entry-level person in circulation, for example, find out if he comprehends the call number system. If he does not, he can be trained on it. The training should start with the basics and build from there. During the training period, the new hire should not be expected to spend all shift learning new information. As on the first day, he should be allotted specific tasks so that he can feel like he is getting something useful done. As the new person learns more he can make a transition, either quick or gradual, from spending most of his day training to spending most of his day getting work done.
Orienting and training a new employee takes time and patience, but a good orientation makes for a good employee. The more time you invest in newcomers in the beginning, the quicker they are able to become productive parts of the library.