Dear Sanjeevini,
Here is an "Induction" Policy for your easy reference. Hope it helps.
INDUCTION
I. GENERAL
It is the Company's intent to provide every opportunity for a new employee to acquire an immediate sense of Belonging. Through Work Rules, salary booklets, the employment interview, and the orientation meeting, new employees learn of the policies relating to salaries, advancement, education, activities, benefits, services, and responsibilities.
II. PROCEDURE
As early turnover and poor performance are frequently the results of wrong first impressions, the Company looks to its supervisory staff for a proper introduction of new employees to their jobs. Outlined below are three areas that are important in getting the employees off on the right foot. These include reception, orientation, and the three-month trial period.
III. RECEPTION OF NEW EMPLOYEES
All new employees are issued an introduction of New Employee, addressed to the officer-in-charge of the department to which they are assigned. It bears the employee's signature and is signed by an HR officer or interviewer. As a safeguard, officers-in-charge of departments are requested to verify identification by comparing signatures.
On the first morning of employment, new employees should be welcomed by the officer-in-charge and introduced to their supervisor who will, in turn, introduce them to their associates and put them at ease. Luncheon schedules should be explained, and arrangements made for another employee to lunch with the new employee on the first day. During the first week, new employees' lack of experience has to be considered. They should be permitted to adjust to their work with a minimum of pressure and overtime. Care should be taken to assure that the person to whom the new employee is assigned is able to provide the necessary training and is interested in helping the newcomer.
An Orientation Checklist and Three-Month Progress Review Form accompanies the introduction form of Non-exempt employees. This checklist was developed as an aid to supervisors in induction and to assure that each new non-exempt employee is fully informed of the relevant policies and procedures. At prescribed intervals, indicated on the form, supervisors continue the orientation procedure initiated by the HR Department and record progress on the checklist.
The Three-Month Progress Review on the last page of the form is conducted during the employee's tenth week of Employment; the completed form should be forwarded promptly to the HR Department because it constitutes the recommendation to continue a new employee's employment beyond the three-month trial period.
A copy of the Performance Appraisal System job Content Form should be given to the with the accountabilities checked which generally represent the new job. Within the first three months on the job, a more collaborative job Content Meeting should be conducted.
IV. NEW EMPLOYEE ORIENTATION
As soon as possible after employment, new full-time employees are assigned to a job and to attend an orientation meeting. The introduction form provides the scheduled date.
The principal objectives of the orientation program are to review HRM/Personnel policies of interest to new employees, the terms of the major benefit plans, and the principal employee responsibilities. The topics covered include payday procedures, affirmative action policies, identification cards, salary administration, performance appraisal, attendance, discipline, employee checking accounts, grooming, telephone etiquette, profit-sharing, medical and life insurance, tuition refund, employee loans, and credit cards. In addition, employees are provided with a broad overview of the functions and services provided by the various departments of the Company as well as an insight into its history and growth.
Supervisors may obtain an outline of the program by calling the Training Section of HR.
V. THREE-MONTH TRIAL PERIOD
The Personnel Record Form signed by each new employee indicates that the first three months of employment are a trial period and that termination during this period is without severance pay. To approve continued employment beyond the three-month trial period, the supervisor forwards the completed Orientation Checklist and Three-Month Progress Review Form to the HR Department during the employee's tenth week of employment. No further performance or salary reviews can be generated until this form has been submitted.
If during the first three months, the supervisor sees that the new employee is not developing satisfactorily, the employee should be interviewed to determine the reasons underlying the poor performance. This interview will provide the opportunity to tell the employee that the work is not up to standard and that improvement is expected. If the employee is not suited to the present assignment, an effort should be made to determine if he or she may have the aptitude for another type of work.
When the employee does not show improvement within a reasonable time after the interview, the department supervisor should not wait for the completion of the three-month trial period. Recommendation for release or transfer may be submitted on Form to be attached to the Orientation Checklist and Three-Month Progress Review. These forms should be forwarded to the Employment Unit.
Should special circumstances warrant, the three-month trial period may be extended for an additional thirty days with the prior approval of The HR Department? If the extension is approved, Probation Advice Form should be completed and attached to the Orientation Checklist and Three-Month Progress Review and processed as in any other instance of disciplinary probation. The Probation Advice form should include the statement that the employee has been informed that severance pay will not be granted in the event employment is terminated during the extended period. Absence for every reason during the trial period must be without pay.
Best regards,
John