Labor Solutions: May 2001, Orientation Programs: Mapping The Way

In a perfect world, confident and upbeat employees can survive these initial days and weeks without a problem, motivating themselves to find out where to pick up their new uniforms and asking questions when procedures seem confusing. But, realistically, most new hires are nervous and a tad shy as they attempt to fit in to new organizations.

Orientation programs can ease this employee tension and give contractors a moment in the spotlight to share company history, values, policies, procedures, benefits and safety reminders.

PROGRAMS AND INSTRUCTORS. The Grounds-keeper started its orientation program in 1992 after completing an employee handbook and discussing the best way to introduce it to new employees. "We were also required to give training in OSHA communication hazards and our insurance company wanted us to start providing defensive driver training," explained Alicia Edwards, regional human resources manager, Gilbert, Ariz.

The company decided on a three-hour orientation to present this information. The first hour is spent covering OSHA communication hazards and safety facts and figures, including how to lift properly, the importance of safety goggles, and instructions on what to do when injured. During the second hour, a Groundskeeper supervisor or human resources manager explains defensive driving safety procedures and tests new employees to determine driving risks. And the third hour is spent explaining benefits, such as vacation time; policies and procedures, such as how to call in sick; and uniform information. A welcome and introduction to the company history and philosophies kicks off the program.

Because this makes for a lengthy agenda, the company chooses enthusiastic instructors and gives employees a break every hour.

"To obtain the information for the orientation program and to make it interesting, we pick everyone’s brains, including universities and the Internet, for the latest statistics on heat stress and safety," explained Robert Sagasta, supervisor and training coordinator, The Groundskeeper, Plum Yard, Tucson, Ariz. "For instance, many people are surprised by the fact that most employee injuries happen within their first year or by the fact that 90 percent of accidents happen in safe environments. Statistics and numbers along with some personal stories and anecdotes help employees grasp the safety issue. And one of the main things they need to understand before they go out in the field is that we care about their safety and we want them to go home in one piece."

"We explain to them everything they need to know in their first days so they aren’t lost," Edwards added, pointing out that most Groundskeeper branches conduct orientation every Tuesday and instructors are bilingual so that Spanish and English employees can understand the information. "This makes them feel like they are more a part of a team - the more informed you are, the more of a team member you become."

Having the right person release initial company information to employees is a vital part of a successful orientation program, agreed Jay Long, people services manager, TruGreen LandCare, Ashton, Md. But while an enthusiastic person can enhance an orientation program, consistency can help guard against a poor program.

"If nothing else, a person can go through the steps of the program and stick to the outline," Long said. "If you have a Power Point program for instance, it walks a person through the right steps and keeps them from saying, ‘We don’t have to do the company values part today.’ If a program goes from point A to point B, you can’t eliminate the middle. And hopefully, what happens instead is that the person conducting the program is injecting their own positive personal experiences and anecdotes about the organization."

TruGreen LandCare conducts orientation on the Mondays for those hired the previous week. Initially, the company offered orientation on an employee’s first day, but this became hectic in the summer because new people were hired daily. In the past, they displayed an organizational chart with photos of people who work in and head the various company branches, but due to turnover and promotions, this became an upkeep nightmare, so it was eliminated, Long said. Today, the program includes a Power Point presentation highlighting the organization’s values, customer service principles and company objectives, in addition to some basic skills training with videos and a question-and-answer segment.

"It’s important when people start somewhere that they have an opportunity to ask questions and get introduced to the company," Long explained. "In our case, we also want to explain to them that they are part of a larger organization and show them how they fit in to this family."

OPPORTUNITIES ABOUND. Besides informing employees of basic principles, The Groundskeeper encourages employees to make the most of their new opportunities. Edwards explained how one employee, who made $7 an hour, learned in orientation that he could go through training and get certified, bettering his career and increasing the amount of his paycheck. In a short while, that employee went from a laborer to a crew leader to a spray technician.

While orientation acts as a great retention tool this way, it also allows those who don’t want to excel the opportunity to say so. "They know up front what is expected of employees here and what opportunities are available instead of waiting three or four months to figure out what’s going on and either missing opportunities or realizing they don’t belong," Sagasta explained.

This encouragement includes prompting employees to use the company’s open-door policy and talk to supervisors when they are aware of tasks being performed incorrectly.

"We also talk about our obligation to speak up if they witness a safety issue," Sagasta continued. "This usually happens behind closed doors and reveals to us those who want to be part of a caring team when it comes to safety. This helps us create a relationship of trust with the concerned employee and renew a relationship with others who don’t seem to be as aware of safety concerns."

STARTING YOUR OWN PROGRAM. An orientation program doesn’t have to be high-tech. "In a small company, it can be the owner getting together with new employees and saying, "Hey, I’m glad you’re here. I’m going to tell you about us, how we got here, what we do and then answer your questions,’" Long suggested.

Connie Brown, training coordinator, The Groundskeeper, Tucson, Ariz., recommended a mini-orientation checklist in English and Spanish, including information on who needs to be called in case of emergency, uniform and safety information and injury procedures. "That sheet can be signed and copied so one is put into new hires’ personnel files and the other is given to the employee."

The costs of an orientation program include the instructor’s time, cost of handbook or printed information sheets and any additional materials, such as videos, Brown said. But, besides time, the real expenses are in the initial preparation of the program, Long said. "Cost is mainly in the effort and time it takes to put something down on paper or take pictures or do a videotape," he said.

Once they establish an orientation program, contractors will find it’s worth the cost and time. "We couldn’t afford not to do this," Sagasta said. "Supervisors have seen a difference in attendance since we started the program. We’ve really noticed a boost in energy and enthusiasm from the start."

Despite the nature of the program, the key is to keep it consistent with a focused message, Long stressed.

"It’s about making employees feel valued," Brown said. "The most important message we give is that we value the people who work here and we hope they stay with us and grow with us."