Interesting question , I must say!
Here are few suggestions for Pre-Onboarding :
Send the material*, for Induction , announcing a test on them on the Induction Day. This is just to ensure that they read the material and gain an understanding of it.
Share the training program outline, with certain study material , so that they can work within their limits and are ready for it, once it commences.
Connect them to your employees through LinkedIn and Social ERP , so that they can start networking. Form a LinkedIn group to initiate discussion and interaction between them and your existing employee base.
Complete the Medical Test before Induction, so that you don't have to relieve them , once they report to you.
You can even schedule call with them creating a number to bridge the conference call, to keep a tab on their progress.
A walk-through your Office Premise would save their time once they join in.
Finally , if only you have the option to, consider an internal Elance for them. Involve them in small pet-projects , where they can get a feel of the work, understand their potential and learn more about the working culture of the firm.
I am certain there are more ways to involve them productively , before they join in for a full time role. Looking forward to hear from our experts.
* [including the Employee Handbook, Process document for managing the ERP to raise a request for leave or reimbursement and so on]
Thanks & appreciate the suggestion quoted by Ms. (Cite Contribution).
On the first day the CEO of the site / firm should address & inaugurate the training/ induction session alongwith all the apex members.
The new Joinees should be made aware of the business & safety norms being followed across the organization.
The morning sessions can be some theory of the products/ plants of the complex. In the post lunch session some leaders of the orgranization should share their experiences how & what challenges they had faced after joining the organization as fresh Engineers & how they have overcome them.
Some visit to the awards gallery & plants can be organized so as to know about the achievements of the organization.
George has shared a good stuff. I would like to add some more.
1.Engage a buddy who will be in regular contact with the new job aspirants. Buddy's feedback to be evaluated on weekly basis.
2.Try to make the arrangements for their seating, uniform, id cards, bank account, safety gadgets, stationery etc. and handover them to the new joiner on the date of joining.
3.Plan for the buddy's visit to the new job aspirants home 10 days prior to joining and issue them the uniforms & shoes etc. this will create a bonding both for the individual and the family.
4. On the date of joining, arrange for breakfast meeting or a cup of tea/coffee with the highest official in the factory or office.
5. Give them the plan for the week & if possible monthly.
Very small efforts will have a vast difference and create an emotional bonding with the organisation.
You got great ideas from the learned members.While I do not add any more to their number,I only share my views on the factors to be kept in mind while designing an on-boarding process for a new hire.The object of an on-boarding process is to facilitate proper understanding of his role and smooth merging of the employee into the work culture of the organisation.Therefore -
1)keep the process simple. It should not look so grandiose as to overawe the new hire.Feed the information about his role/ induction/training/hierarchy/culture/CEO/goals/peers and superiors in small bites so that he can chew them and digest them properly. Do not thrust all information at once in a big chunk to suffocate him with surfeit of information.
2) keep it informal. Induce an element of friendly sound bites in the way you communicate with him or interact with him.The new hire shall not take these communications as directions/instructions coming from a HR Manger or a senior leader of the organisation. This may inhibit his communication and he may keep all the questions to himself about his role,learning needs, career etc.which may bear on his performance.
3) Understand the total personality o f the new hire- his traits and demeanor etc and give feed back about him to the manager who is the key in nurturing the new hire for his role and responsibilities
In-House HR & IR advisor
I like your question as it opens up a thought on the emerging role of Hr. Hr has a role to take care of talents from the beginning.As the first impression lasts long we can make them feel invited and at home by sending invitation letter from the immediate superior.Even we can arrange a get -to-gather of employees with his family members to understand their expectations.We can keep him informed about important developments.
In line with what Raghunathan has asked for I would like to add some more details regarding the project.
My organisation is into manufacturing. Once the candidates are recruited there is a 6 month gap before they join the organisation.(As of now this is our target period). After they join the organisation the new joiners will have an extensive training which spans for about three months.
As of now there are no plans to share the assessment indicators or training methods in advance with the trainees.
Guess all have experience this period here are some of the emotion attached to it :
1) When will i get my call letter ?
2) How does it feel working in a corporate setting ...since all are GET's going into their 1st job ?
3) What kind to work am i expected or skills i am expected to exhibit ?
4) What are the said and unsaid norms of the place ....
Guess one needs to take cognizance of the following emotions and try to satisfy them with HR intervention .
Recommendation (1) Try going the "Social Way" ..by incorporating a social networking platform something like CiteHR which can is moderated by the company . (2) Informal meets arranged within the company with previous batch GET's (3) Try to engage them in Community/CSR activity of the company .....the list can go on ....hope this helps .